HomeMy WebLinkAbout2015-06-16 PC AGENDA1
AGENDA
PLANNING COMMISSION MEETING
CITY OF HERMOSA BEACH
CITY HALL COUNCIL CHAMBERS
1315 VALLEY DRIVE
HERMOSA BEACH, CA 90254
June 16, 2015
8:00 P.M.
(PLEASE NOTE THAT THIS MEETING DOES NOT START AT THE REGULAR TIME OF 7:00 P.M.)
Michael Flaherty, Chairman
Sam Perrotti, Vice Chairman
Ron Pizer
Peter Hoffman
Kent Allen
Note: No Smoking Is Allowed in the City Hall Council Chambers
THE PUBLIC COMMENT IS LIMITED TO THREE MINUTES PER SPEAKER
Planning Commission agendas and staff reports are available for review
on the City’s web site at www.hermosabch.org.
Wireless access is available in the City Council Chambers for mobile devices:
Network ID: City Council and Password: chb13
Written materials distributed to the Planning Commission within 72 hours
of the Planning Commission meeting are available for public inspection immediately
upon distribution in the Community Development Department during normal business hours
from Monday through Thursday, 7:00 a.m. - 6:00 p.m. and on the City’s website.
Final determinations of the Planning Commission may be appealed to the City Council within
10 days of the next regular City Council meeting date. If the 10th day falls on a Friday
or City holiday, the appeal deadline is extended to the next City business day.
Appeals shall be in written form and filed with the City Clerk's office, accompanied by
an appeal fee. The City Clerk will set the appeal for public hearing before
the City of Hermosa Beach City Council at the earliest date possible.
If you challenge any City of Hermosa Beach decision in court, you may be limited
to raising only those issues you or someone else raised at the public hearing
described on this agenda, or in a written correspondence delivered to the
Planning Commission at, or prior to, the public hearing.
To comply with the Americans with Disabilities Act (ADA) of 1990, Assistive Listening Devices
will be available for check out at the meeting. If you need special assistance to participate
in this meeting, please call or submit your request in writing to the Community Development
Department at (310) 318-0242 at least 48 hours (two working days) prior to the meeting time
to inform us of your needs and to determine if/how accommodation is feasible.
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1. Pledge of Allegiance
2. Roll Call
3. Oral / Written Communications
Anyone wishing to address the Commission regarding a matter not related to a public
hearing on the agenda may do so at this time.
Section I
Consent Calendar
4. Approval of the May 19, 2015 action minutes
5. Resolution(s) for Consideration -
a) Resolution P.C. 15-17 to revoke a Conditional Use Permit to allow on-sale general
alcohol and live entertainment, in conjunction with an existing restaurant (‘the
Establishment’), and rescinding C.C. Resolution 08-6617, at 1332 Hermosa Avenue.
THE RECOMMENDATIONS NOTED BELOW ARE FROM THE PLANNING STAFF AND ARE RECOMMENDATIONS
ONLY. THE FINAL DECISION ON EACH ITEM RESTS WITH THE PLANNING COMMISSION. PLEASE DO NOT
ASSUME THAT THE STAFF RECOMMENDATION WILL BE THE ACTION OF THE PLANNING COMMISSION.
Section II
Hearing
6. S-21 #20 -- Request to determine whether the property is a convex sloping lot and may use
alternative points adjacent to the top of the retaining wall along Hermosa Avenue for the
purpose of measuring building height at 3224 Hermosa Avenue.
Staff Recommended Action: By Minute Order determine the property is a convex sloping
lot and direct staff to use alternative survey points along the north and south property lines,
minus 1 foot, and use elevation points adjacent to the top of the retaining wall along
Hermosa Avenue for the purpose of measuring building height.
7. CUP 15-4 / PDP 15-6 -- Request to extend the expiration dates of Precise Development
Plan and Conditional Use Permit amendments to convert an auto body, painting and
general repair use to auto repair and sales for a maximum of two vehicles use; substantially
replace 4,816+ square feet of buildings with 9,203+ square feet of buildings (6,000+ square
feet auto repair and 3,203+ square feet of accessory office/storage), surface parking and
landscaping; and amend hours of operation and other conditions for consistency with the
revised use and site plan at 1086 Aviation Boulevard & 1111 Prospect Avenue.
Staff Recommended Action: To adopt a Minute Order extending the expiration dates for a
Precise Development Plan and Conditional Use Permit amendments for an auto repair
business at 1086 Aviation Boulevard and 1111 Prospect Avenue by two years to June 18,
2017.
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Section III
8. Staff Items
a. Report on City Council actions.
b. Report on comprehensive planning processes.
c. Tentative future Planning Commission agenda.
d. Community Development Department activity report of April, 2015.
9. Commissioner Items
10. Adjournment
1 Planning Commission Action Minutes
May 19, 2015
ACTION MINUTES OF THE PLANNING COMMISSION MEETING
OF THE CITY OF HERMOSA BEACH HELD ON
MAY 19, 2015, 7:00 P.M.,
AT THE CITY HALL COUNCIL CHAMBERS
All public testimony and the deliberations of the Planning Commission can be viewed
on the City’s web site at www.hermosabch.org, On-Demand Video of City Meetings
The meeting was called to order at 7:03 P.M. by Chairman Flaherty.
1. Pledge of Allegiance
2. Roll Call
Present: Commissioners Allen, Hoffman, Perrotti, Pizer, Chairman Flaherty
Absent: None
Also Present: Ken Robertson, Community Development Director
Lauren Langer, Assistant City Attorney
Aaron Gudelj, Assistant Planner
3. Oral / Written Communications
Anyone wishing to address the Commission regarding a matter not related to a public
hearing on the agenda may do so at this time.
Section I
CONSENT CALENDAR
4. Approval of the April 21, 2015 action minutes
ACTION: To approve the April 21, 2015 as presented.
MOTION by Commissioner Hoffman and seconded by Commissioner Perrotti. The motion
carried by a unanimous vote.
5. Resolution(s) for Consideration – None
Section II
Public Hearing
6. CUP 15-3 -- Revocation or modification of a Conditional Use Permit to allow on-sale
general alcohol and live entertainment in conjunction with an existing restaurant at 1332
Hermosa Avenue, Establishment.
Staff Recommended Action: To direct staff as deemed appropriate.
ACTION: To direct staff to return with a resolution for adoption at the next meeting for
revocation of subject Conditional Use Permit at 1332 Hermosa Avenue, Establishment.
2 Planning Commission Action Minutes
May 19, 2015
MOTION by Commissioner Allen and seconded by Commissioner Pizer. The motion
carried by the following vote:
AYES: Comms. Allen, Perrotti, Pizer
NOES: Comms. Hoffman, Chmn. Flaherty
ABSTAIN: None
ABSENT: None
7. CON 15-4 / PDP 15-5 -- Conditional Use Permit, Precise Development Plan and Tentative
Parcel Map No. 73475 for a two-unit residential condominium at 1072 7th Street, and
determination that the project is Categorically Exempt from the California Environmental
Quality Act.
Staff Recommended Action: To adopt a resolution approving the Conditional Use Permit,
Precise Development Plan, and Vesting Tentative Parcel Map No. 73475 for a two unit
condominium subject to conditions and determine the project is categorically exempt from
the California Environmental Quality Act.
Commissioner Hoffman recused himself as his family owns property in close proximity.to
the project site.
ACTION: To adopt the resolution, as presented, approving subject Conditional Use Permit,
Precise Development Plan, and Tentative Parcel Map No. 73475 for a two unit
condominium, and determination that the project is Categorically Exempt from the
California Environmental Quality Act.
MOTION by Commissioner Perrotti and seconded by Commissioner Hoffman. The motion
carried, noting the absence of Commission Hoffman.
8. PARK 15-3 -- Parking Plan to allow reduced parking in connection with conversion of a 955
± square feet retail space to a medical use (692 ± square feet) and retail space (263 ±
square feet) and payment of a fee in lieu of providing an additional parking space at 507
Pier Avenue, Unit B (The Solution), and determination that the project is Categorically
Exempt from the California Environmental Quality Act.
Staff Recommended Action: To adopt a resolution approving a Parking Plan and
determining the project is exempt from the California Environmental Quality Act.
ACTION: To adopt the resolution, as presented, approving subject Parking Plan and
determining the project is exempt from the California Environmental Quality Act.
MOTION by Commissioner Hoffman and seconded by Commissioner Perrotti. The motion
carried by a unanimous vote.
9. PARK 15-4 -- Parking Plan to allow the following changes to the ground floor building and
uses at 53 Pier Avenue (Loreto Plaza) without providing additional parking and the possible
payment of fees in-lieu of providing parking: 1) To classify a new food establishment as a
‘Snack Shop’ and to add outdoor seating within Loreto Plaza and on Pier Plaza (Café
Bonaparte - formerly Froyo Life); 2) To re-establish outdoor seating in Loreto Plaza in
conjunction with a new restaurant (formerly Paradise Sushi); 3) To convert ground floor
area to storage to serve the upstairs restaurant, and; determination that the project is
Categorically Exempt from the California Environmental Quality Act.
Staff Recommended Action: To adopt a resolution approving a Parking Plan and
3 Planning Commission Action Minutes
May 19, 2015
determining the project is exempt from the California Environmental Quality Act.
ACTION: To adopt the resolution, as presented, approving subject Parking Plan and
determining the project is exempt from the California Environmental Quality Act.
MOTION by Commissioner Hoffman and seconded by Commissioner Pizer. The motion
carried by a unanimous vote.
10. TEXT 15-2 -- Direction regarding Text Amendment to Municipal Code to implement the
Downtown Core Revitalization Strategy regarding parking, uses, design and similar matters
(continued from April 21, 2015 meeting).
Staff Recommended Action: To provide direction on code amendments intended to
implement a part of the downtown core revitalization strategy.
ACTION: To direct staff to bring back subject item and setup a study session at a later
date.
MOTION by Commissioner Hoffman and seconded by Chairman Flaherty. The motion
carried by a unanimous vote.
Section III
Hearing
11. S-21 #19 -- Request to determine whether the property is a convex sloping lot and may use
alternate spot elevations rather than property corner elevations along the north and south
property lines for the purposes of determining building height at 1087 Monterey Boulevard.
Staff Recommended Action: To direct staff as deemed appropriate.
Commissioner Hoffman recused himself for the close proximity to his home.
ACTION: The Planning Commission determined, by minute order, that the subject lot to be
naturally convex and may use alternative spot elevations rather than property corner
elevations along the north and south property lines for the purposes of determining building
height.
MOTION by Commissioner Pizer and seconded by Commission Perrotti. The motion
carried, noting the dissenting vote of Chairman Flaherty and the absence of Commissioner
Hoffman.
Section IV
12. Staff Items
a. Report on City Council actions.
b. Report on comprehensive planning processes.
c. Tentative future Planning Commission agenda.
d. Community Development Department activity report of March, 2015.
4 Planning Commission Action Minutes
May 19, 2015
13. Commissioner Items
Commissioner Pizer requested to schedule “Discussion of Reducing Community Alcohol
Problems Associated with Alcohol Sales” to September 15, 2015 meeting.
14. Adjournment
The meeting was adjourned at 10:46 P.M.
CERTIFICATION
I hereby certify the foregoing Minutes are a true and complete record of the action taken by the
Planning Commission of Hermosa Beach at the regularly scheduled meeting of May 19, 2015.
Michael Flaherty, Chairman Ken Robertson, Secretary
Date
H.B. Restaurant and Tavern Association advocates
for businesses
Posted: Friday, March 21, 2014 12:03 pm
by Alana Garrigues
After more than two decades, volunteers with the Hermosa Restaurant and Tavern Association are continuing to help businesses succeed, address safety and security concerns and bring a sense of cooperation to the downtown
business corridor.
The association has been revitalized since 2008 when Dave Lowe, owner of Establishment Hermosa Beach, and
Ron Newman, co-owner of Sharkeez, stepped on board.
The two had a vision to end the area’s sketchy reputation and encourage businesses to work together respectfully, improving the area’s relationship with the city’s residents and political leaders.
“It’s the cooperation between the city and the police and the businesses to be able to work as a team to stop
(problems),” Newman said. “You can’t do it individually.”
To that end, they’ve set up coordination with the Hermosa Beach Police Department, interacting with officers
and keeping one another on top of key issues. The restaurant owners have collaborated to establish dress codes and inform each other when troublemakers or disorderly patrons leave one bar and try to enter another. They
also encourage the police and fire departments to stop by, look at overcrowding issues and underage problems
and evaluate tension and unwanted conduct.
This year, Lowe said the association goal is to train more than 500 bar and restaurant employees to prevent underage drinking and over-serving through the the county’s Behavior and Health Services program. They’ve just completed the two rounds of training for 50 employees, and will continue to work their way through all
employees from 15 restaurants and bars every two years.
“It gives the employees that work at different businesses the bigger picture,” Lowe said. “They understand – if
you do this, it effects everyone.”
http://tbrnews.com/news/hermosa_beach/h-b-restaurant-and-tavern-association-advocates-for-businesses/article_8f0c302c-b12b-11e3-b0f7-001a4bcf887a.html Page 1
Newman underscored the importance of collaboration.
“Even if I’m doing a good job and he’s doing a good job, but three or four (bars) aren’t, it really affects the
whole area,” Newman said.
The association has also stepped up efforts to improve public safety in the area. They’ve purchased and installed three stadium-style floodlights in Pier Plaza that the police can turn on to help clear the area. The floodlights are
set on timers to give patrons enough time to leave the plaza safely and get home.
The association also installs portable toilets and hires high-level security, made up of off-duty officers and
security agents, on busy holidays, such as St. Patrick’s Day, the Fourth of July and New Year’s Eve. That frees
up the HBPD to focus on other areas of the city and turn its attention to house parties and public safety along high-trafficked areas.
Both Lowe and Newman have made themselves accessible to City Council members, city staff and the
Chamber of Commerce to speak on behalf of the restaurants and bars.
“Long-term, when they rebuild some of the trash enclosures, the city’s looking at adding bathrooms either in
Lot A or Lot B, so we have to advocate for issues like that,” Lowe said. “We also advocate with the city when there’s graffiti in the structure ... we work with public works, the tree lighting ceremony, whatever it is.
Complaints that businesses have, we can address because we have contacts and we know who to talk to.”
Newman and Lowe have worked with businesses to address aesthetics as well. They talk about trash issues,
keeping the back stoop clean, maintaining a professional exterior and encourage businesses to clean up graffiti
immediately so there is no time to create an impression of a neglected business community.
While membership is primarily limited to downtown businesses, along lower Pier Avenue, Pier Plaza and
Hermosa Avenue between 8th to 14th streets, Lowe said it is not about excluding any businesses in the city. He
feels floodlights and extra security would not be worth the investment along Aviation Boulevard and Pacific
Coast Highway, for example.
In the near future, Lowe said that the Hermosa Restaurant and Tavern Association will morph into the Hermosa Hospitality Association, increasing their work with hotels and businesses that cater to tourism of all types.
Adding hotels to the mix, they feel, will allow a more seamless experience for visitors in the downtown area.
http://tbrnews.com/news/hermosa_beach/h-b-restaurant-and-tavern-association-advocates-for-businesses/article_8f0c302c-b12b-11e3-b0f7-001a4bcf887a.html Page 2
News|Richard Foss|January 3, 2013 5:00 am
Last year’s top new restaurants in the South Bay
For over a decade, one of my first tasks of the year has been to make a list of the best new restaurants in the
South Bay. It’s never an easy job. The overall quality of the dining experience in the Beach Cities has been
improving, and it’s harder each year for newcomers to match the standards of their established competitors, much less excel in comparison.
The size of my list has varied, depending on the number of establishments that opened and the virtues of the
places under consideration. This year I got to seven before deciding I had included all that unequivocally
qualified. I hesitated over a few places that showed promise but were too inconsistent in food or service. In the
end I decided against them – to make the cut a restaurant had to offer a reliably good experience.
As always, there are judgment calls about just what makes an establishment new – merely changing the menu or
ownership is not enough. Some established places made major changes but kept the same identity, and that was
enough to disqualify them.
One name is missing from this list – House of Pita would have certainly made the cut had they remained open, but they closed in late November amid reports of illness among the owners. Condolences to the Naouikhir family – we hope to see you again, and already miss your wonderful whole-wheat pita bread.
So without further ado, here is my list of the best restaurants to open in the South Bay in 2012 – sorted
alphabetically this time.
Chefs Dominique Theval of Dominque’s Kitchen, Alan Jackson of Lemonade, Tin Vuong of Abigaile, and Ben Wright of Jackson’s Food + Drink, along with Jackson’s owner Scott Cooper (seated)) represent the best new
restaurants that opened in the South Bay during 2012. Photo by Chelsea Sektnan
1
Abigaile
The pre-opening expectations for this place were so high that I doubted they could deliver – the owners put a
ton of money into
Abigaile’s char sui pork belly confit with wilted greens and pepper-pear relish. Photo by Wicked+ Media
redecorating the former Union Cattle Company, announced the hiring of a celebrity chef, and announced that they were going to restart the microbrewery after years of inactivity. Somehow they delivered on every level, serving adventurous food in an outlandish but comfortable environment while pleasing beer snobs with the
output of those big copper tanks. Founding chef Max diMare turned things over to Tin Vuong and standards not
only didn’t fall, the place got even more adventurous. Recently Abigaile started hosting special dinners that
pushed things further, exploring the limits of a cuisine that is both hedonistic and healthy. This stylish restaurant offers food for adults in a casual, whimsical environment, which fits Hermosa very well and has elevated the local scene.
1301 Manhattan Avenue Hermosa Beach (310) 798-8227
2
Dominique’s Kitchen
Chef Dominique Theval
The only restaurant from Redondo to make the cut this year serves French food in an elegant atmosphere and is
very reasonably priced – a rare combination indeed. You can get a starter and entrée here for under twenty dollars, and that’s not a happy hour or midweek price – it’s just what they charge. Chef Dominique Theval has traveled the world and undoubtedly could bring in influences from Japan, Cambodia, or other places where he
has traveled, but his heart is in France, and he cooks with mastery of those traditional flavors. He has the
support of an expert serving staff that knows food and wine as well as the art of providing hospitality.
Dominique’s Kitchen has made a brilliant debut, every detail perfect from the day they opened, and they have made an unpromising location into a destination for diners.
522 S Pacific Coast Hwy, Redondo Beach (424) 247-9054
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Establishment
The Establishment’s blue chip nachos. Photo by Kathalina Rodriguez
I have hardly ever gone to a place with lower expectations than on my first visit to Establishment – their website was a joke, the phone was out of order, and it looked like a lounge scene at which the food was an afterthought.
I was surprised by innovative versions of bar snacks and some eclectic offerings – nachos that only vaguely
resemble the usual pile of cheese, chips, and beans, quesadillas that owe more inspiration to Napa than Mexico,
and barbecue-style ribs that are more than the usual snack to accompany booze. Establishment is not doing anything remarkably different from many bars and dining lounges in the South Bay, but they’re doing it remarkably better. It’s a rare triumph for a lounge-style place where skill in the kitchen seems to be appreciated
by a crowd that is doing more than just making the scene.
1332 Hermosa Ave, Hermosa Beach (310) 798-6216
4
Hamptons
The South Bay’s only restaurant that celebrates New England and East Coast resort dining has had some challenges, among
Hamptons. Photo by Kathalina Rodriguez
them the fact that very few locals have even heard of this cuisine. When I wrote about this place in August I
called it a good restaurant that could become a great one, and that judgment stands; they are struggling for
consistency, but there are enough excellent items here to keep them on my list. Their chowder, grilled seafood, and especially the crabcakes are solid renditions of East Coast favorites, and the pizzas have been praiseworthy. The owners are still tinkering with the food, having recently hired a new chef, added an oyster bar, and started
opening for breakfast, so there is a sense that Hamptons is experimenting with ways to improve on an already
good operation.
1131 Manhattan Ave, Manhattan Beach (310) 430-1124
5
Jackson’s Food + Drink
Lunch at Jackson’s Food and Drink in El Segundo. Photo by Mark McDermott
The name is similar, the chef-owner is the same, but this not a replica of the restaurant that Scott Cooper used to run in Hermosa. That place was a bistro specializing in steaks and pastas with modest forays into adventurous
cuisine – this one is a daring venture focused on artisanal foods and unusual combinations. There are some
normal dishes that are very well done – pizza using homemade fennel sausage, roast chicken, even an
exceptional steak, but the most fun way to dine here is to order seasonal tapas and share. The place has a lot of character for a location in a modern building next to the movie theater on Rosecrans, particularly the patio with
fireplace and weathered wood siding. Jackson’s is a comfortable, characterful place in an area dominated by
chain restaurants, an original restaurant in the Rosecrans corridor.
2041 Rosecrans Ave # 190, El Segundo (310) 606-5500
6
Lemonade
Lemonade, at Manhattan Beach’s Metlox Plaza. Photo by Randy Berler
In over a decade of writing these best-of lists I have never included a chain restaurant, but I’m doing that now
because this one brings something unique to the area. I’m not a fan of the fast-food interior or paper plates, but if that’s how they keep costs down it’s something I’ll deal with. Lemonade has a price to quality ratio that is second to none in the South Bay, and they excel at fresh-tasting salads, stews, and other prepared dishes. They
are trying to bring chef-driven style to a cafeteria, a noble experiment that does have limits. There are made-to-
order sandwiches for those who want to customize things, but otherwise you have to find something they have
that you want. This is not much of a problem because there are so many good items attractively displayed that something will tickle your fancy. Lemonade sometimes goes beyond what they can do well, as in the grilled items that are best served immediately, but if you avoid those you can get exceptional fast food in an area where
that is a rarity.
451 Manhattan Beach Blvd, Manhattan Beach (310) 545-5777
7
Marine Street Café
Marine Street Cafe’s manager Cliff Guy and owner Skylar Tourigny. Photo by Esther Kang
The little café at the corner of Marine and Highland is in a residential district, so their menu is probably
calibrated to what will please the locals in North Manhattan. Based on the evidence, people in these parts are big fans of artisan sandwiches, homemade soups, and freshly ground burgers with organic fixings. The Marine Street Cafe open from morning until night, so you can get egg dishes for breakfast and a limited but interesting
menu after sundown, but the specialties here seem to be paninis and sandwiches. Their version of a Vietnamese
chicken banh mi is very good, the burger is a standout, and the panini with melted gruyere, peaches, and dates is
odd but wonderful. The price for a meal here will be a bit higher than it will at most places in town, but the payoff is superbly fresh food made from organic ingredients.
(2201 Highland Ave Manhattan Beach, CA 90266 (310) 545-5518
Upcoming
In 2013, several major openings have been announced this year, most recently the arrival of Grimaldi’s Pizzeria
in the long-shuttered Daily Grill space on Rosecrans. Killer Shrimp will open in Hermosa, though they’re being coy about exactly where, and Colgan’s Gastropub will open downstairs from La Campana. In Manhattan Beach, the owners of MB Post will debut a seafood restaurant near their current place, the Boardroom and Pitfire Grill
will finally see the light of day, and a new operation will move in at the current 12 + Highland. Meg Hall,
renowned for her Made By Meg catering business, will open a restaurant in Redondo, and a Czech restaurant
called Praha will open in Riviera Village. The evolution of the local dining scene continues, and by the time I sit down to write this column a year from now it will be to document a local scene that will be even more interesting.
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Dining|Richard Foss|August 16, 2012 12:54 pm
Establishment gets down to business in
Hermosa Beach [RESTAURANT REVIEW]
The Establishment’s blue chip nachos. Photo by Kathalina Rodriguez
There are restaurants in New York City, Hollywood, and other bastions of hipness that make a
point of their diffident attitude toward customers. This includes having no signage, phone, or
other identifying marks – the idea is to convey that that they are so secure about being found by
the cognoscenti that they need not make it easy, lest the vulgar and unwashed masses clog up the place.
For some time I was convinced that Hermosa Beach’s Establishment was following a version of
this strategy, since they had no functional website and their phone was out of order. They
weren’t trying to hide the place, though – the silvery facade and colored lighting stood out even
in a glittery section of Hermosa Avenue. After waiting for the place to show some sign of
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permanence – perhaps putting something other than “coming soon” of their website, for instance
– I finally decided to just drop in and see what was going on, which turns out to be a lot.
Establishment looks like a party place at which food would be an afterthought, with most of the tables at a height that suggests they’re for drinks rather than meals, but there is some serious cooking going on here. With very few exceptions everything appears to be made in-house, and
some of the presentations and ideas show real creativity.
Exhibit A on this score is the plate of “nachos,” and I put that in quotes not only because these
are nothing like any I’ve had, but because they only vaguely resemble the description on the menu. Instead of the usual layers of chips melted with cheese and beans, there are two whole
fried corn tortillas topped with cheese, chicken, beef, and chipotle sauce, flanked by a mound of
olive tapenade and dollops of guacamole and beans, with a stack of corn chips in the middle. The
complexity verges on the baroque, but it’s a brilliantly conceived dish with many flavors to
sample alone or in combination – despite my usual tendency to order entirely different meals when I visit a place twice for a review, we had to order this both times. It was still just as
satisfying and interesting on the second visit, and since our second visit was during happy hour
when it was five bucks instead of fourteen, it tasted even better.
We tried a few more items from that starters menu on both occasions, partly because we are
thrifty by nature, partly because it was what everyone around us was doing. A quesadilla stuffed with grilled chicken, green apple, goat cheese, and ancho chili cranberry compote had a fine
combination of spicy, sweet, and tart flavors, with just enough goat cheese unctuousness for
balance. An order of fries arrived at the table hot and crisp, which is about all you can ask for,
and with three dipping sauces which were better than expected – I homed in on the garlic
mayonnaise as opposed to the ketchup and the never explained mild third sauce. We also tried an order of chicken wings three ways – two grilled with different barbecue sauces, plus a pair of
traditional buffalo wings. Two of the grilled wings had a sweet and spicy barbecue sauce, two a
vaguely Thai chili sauce that was in a very similar sweet and spicy groove – I’d like to see them
use some grilling sauce with a different flavor, such as a Carolina mustard barbecue or rum-
ginger sauce, just to add more range to the flavors.
Snack items like these demand a beverage, and beside sampling a few wines (Parducci Pinot Nor
and a much better Wild Horse Pinot), we tried chocolate mint and pomegranate martinis. My
wife ordered both of those, actually – I would have expected both to be too sweet for my palate.
They both nodded in that direction but were shy of sugary – the crushed mint candy around the
rim gave just the right peppery flavor to the chocolate. My drinks palate still leans toward concoctions where you taste the spirits, but these were as good as sweet drinks get in my book.
For main courses we took our server’s advice and ordered two more items that are on the shared
plates menu – a half-rack of barbecue ribs and an order of grilled fish tacos. The ribs had been
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precooked and grill finished so they were fall off the bone tender, and the sweet and spicy
barbecue sauce made them a tasty and rather messy treat. The spiciness was cumulative – what
seemed sweet and mild had built up layers of spiciness by the time we were through. I prefer ribs
that have the smoky flavor and coarser texture you get from slow-smoking, but these were quite decent. They were served with excellent house made potato chips that arrived hot, a tribute to the
coordination of servers and kitchen given that the place was fairly full.
The fish in the tacos had been grilled rather than fried, and though they were nicely cooked the
balance seemed slightly off. Perhaps it’s that the cole slaw wasn’t tart enough, the chipotle cream
too mild, but no flavor or combination of flavors was quite assertive enough for my tastes. (My wife liked them just as they were and would probably regard my idea of perfect fish tacos as too spicy, but there are some things in which the parties in any relationship just agree to disagree.)
We were looking forward to trying the apple crisp for dessert, but on the only visit where we had
enough room after the entrees, they had run out. We had churros with ice cream instead –
premade ones, alas, but still tasty – and called it a night.
We fully intend to come back to Establishment and try some more items, possibly one of the
steaks or the cedar planked salmon, because the skill they have shown with the other items here
was noteworthy. This establishment is open for business and serious about their food, and they
set a standard for lounge dining in Hermosa.
Establishment is at 1332 Hermosa Avenue in Hermosa Beach. Open daily for dinner only, full bar, street parking. Starters $8-15, mains $10-25.
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Men’s
Women’s
American Institute of Certified Public Accountants” is exactly what our CPA provides and what they
would provide. I have attached an e-mail from Pam Townsend from one year ago today detailing
exactly what was required to submit, far less then what we actually submit (attached).
Regarding audits of 50/50:
I want to point out that in February of 2012 the City Council voted to audit Sales Tax reports for
businesses in Hermosa and allocated $10,000 to that function. Never mind the fact that $10,000 is equal to the City share of 1% of sales tax on $10 million in sales tax. So there would have to be a
shortage in reporting of $10M to even break even on these audits. It turned out that it was not legal
to audit private businesses sales tax returns as that is a State function, so the Planning Department
came up with the “50/50 audit” as part of revocation hearings for Point 705 and Café Boogaloo. The
planning department then moved on to the four places in town with reporting requirements for 50/50 as a ploy to look at sales tax figures not 50/50. In December 2013 we provided Sales Tax Returns
even though they were not required by the CUP or State law, we also provided P&L’s for 2012 and
the tax returns for 2012. At that time Café Boogaloo closed, Studio sold and Waterman’s stated they
were not 50/50 which ended the audit. We have since then provided every purchase receipt broken
down by vendor, date, invoice number, and amount for all of 2013 and most of 2014. On February 24, 2015 the Planning Department wrote a letter using the Police Chief’s letterhead requesting 2014
Tax Returns and actual copies of receipts by February 26th. You don’t have to be a CPA to realize
that 2014 tax returns are not even due the Federal government until April 15th which we will usually
take a standard extension.
It should not go unnoticed that if the planning department is able to write letters for the police department that any due process and checks and balances to protect property rights in this city are
cast to the wind. Every single member of the current Planning Commission including Chairman
Flaherty’s first meeting was present when our current CUP was written. There was a reason the
Police Chief was chosen as the person to submit items to, mainly the fact that they can be trusted to keep items confidential and are outside of political pressure. The basic tenant of Planning and Zoning law is that there has to be a police problem to use police powers in a city. That is clearly
without dispute not the case here.
My location has not had a fight, an over-capacity ticket, an underage drinking ticket, noise complaint
or any other meaningful issue in Hermosa Beach since December 2007. To put that in context, that is before even President Barack Obama took office for his first term or the start of the “Great
Recession”.
My restaurant provides food 7-days a week from 4pm-12 midnight to the Beach House Hotel a 96-
room property the largest in the city. There is nothing I can do as a business owner or an individual
to sell more food to residents and visitors to our city. If anyone has ideas on how to increase food
sales I am open to trying any suggestions.
Most of you know my efforts on behalf of the Hermosa Beach business community to make things
better for everyone. Some of the unpaid positions that I currently hold:
President-Hermosa Beach Hospitality Association
Executive Board Member-Business Advocacy-Hermosa Beach Chamber of Commerce
Board Member- Hermosa Beach Chamber of Commerce
The only Hermosa Business representative for the Technical Working Group for the
Hermosa Beach General Plan Re-write.
2 1332 Hermosa Avenue, #1, Hermosa Beach, CA 90254 310.376.7616 m
Knight Submittal Item 7: 031715 Page 2 of 17
Economic Development Committee member
BHS/NCAAD Prevention Community Council (Underage Drinking and Drug Abuse)
I actually organize and pay thousands each year un-reimbursed from my company for extra security
on the Pier Plaza during busy events. I personally organize every BHS Responsible Alcohol training
for every on-sale employee in the City in coordination with Behavioral Health Services and the Police Department (Hundreds of people trained in the last year). I have done everything in my power both
with time and money to make this city better. I am proud to say I own a business in this community
and just like you I am a resident with a elementary age daughter. Throw out your duties as a
Planning Commissioner for a moment and look at my case as a citizen. Is anything you have seen
worth destroying my business and reputation? As an appointed Planning Commissioner, is this what you envisioned when you wrote my CUP and does a revocation / modification action make one thing
better in this city. I don’t always agree with you but I do respect you as a citizen of Hermosa and a
Member of the Hermosa Beach Planning Commission. I hope that we continue to work together to
make this city safer and better for residents and visitors alike. If you have any questions, please feel
free to call my cell phone (310) 908-6157.
Sincerely,
David Lowe
Managing Member
Knight Restaurant Group, LLC.
3 1332 Hermosa Avenue, #1, Hermosa Beach, CA 90254 310.376.7616 m
Knight Submittal Item 7: 031715 Page 3 of 17
from: David Lowe <dave@knight-restaurant-group.com>
to: CHIEF Sharon Papa <spapa@hermosapolice.org>
cc:
Pamela Townsend
<ptownsend@hermosabch.org>,
Ken Robertson <krobertson@hermosabch.org>, Peter Pierce <ppierce@rwglaw.com>
date: Mon, Mar 16, 2015 at 11:42 PM
subject: Resend of 3rd QTR Summary Review
Chief:
I apologize for the late time of this letter, I occasionally have to give my daughter priority over city
issues. Please find attached the CPA letter for 3rd QTR 2014 from January 2015. I thought the
accountants had sent this to you directly in January.
In response to the February 24, 2015 letter written by Ken Robertson requesting 2014 tax returns by February 26th, they are not due to the federal government until April 15th and we will likely take the
standard extension. We have submitted to you a year and a half of every purchase receipt for the
business. It is unfeasible to make thousands of copies of the actual receipts from multiple sources
and locations. The receipts I provided are broken down by vendor, date, invoice number and amount. They were double checked on multiple bank statements and calendars to assure accuracy. Each vendor only sells alcohol or food.
I do question how the Planning Department asks for additional information using your authority as
Police Chief, before they have looked at these summaries? I have provided the exact same summaries for every quarter for the last three years and a previous company for three years before that without question. It seems odd that after 6-years all of a sudden these reports are not sufficient. I
have received numerous e-mails from the planning department over the years detailing and even
providing the form required for these summaries. This is a complete departure from the past practice
and advice of the city staff. Is it possible to get a copy of another CPA letter provided by anyone else in town that is acceptable? I simply want to find common ground for these reports, and I would prefer not to have to request that through the Public Records Act process.
In order to double check what our CPA has submitted, I have talked in depth to partners at Deloitte
one of the largest accounting firms about the Planning Department concern that the "Attestation Standards established by the American Institute of Certified Public Accountants" was not sufficient for
the City Planning Department. They sent me the attached article and mentioned that no publicly
traded company or private company they work with which is an immense list require quarterly audited
financial statements. The cost and time involved for full quarterly audits would be unprecedented for
any company in the country, and make it impossible to survive as a company in this city. Just going through the CPA attestation process as a small business is time consuming and extremely expensive.
1 | Page
Knight Submittal Item 7: 031715 Page 4 of 17
In the morning our CPA will submit the 4th QTR summary as well. I am interested in working out whatever concerns the city has within reason and feasibility. I know you will be busy tomorrow with
the St. Patrick's Day holiday but I will be available at (310) 908-6157 if you have questions or I can
provide anything further.
Sincerely,
David Lowe 1332 Hermosa Avenue, #1 Hermosa Beach, CA 90254
310.908.6157
www.eat-establishment.com
Please consider the environment before printing this e-mail
2 | Page
Knight Submittal Item 7: 031715 Page 5 of 17
Responsibilities of Audit Firms for Quarterly
Financial Statements
by John Cromwell, Demand Media
Quarterly financial statements are required for publicly-traded companies, but private businesses may produce them as well. Quarterly statements for publicly- traded companies are not required by law to
be audited. However, audits provide a level of authority and security to investors. Audited statements
are reviewed by outside parties to ensure the report's accuracy and completeness. If quarterly
statements are audited by the company itself, the review team must meet the same principles and follow the same guidelines that would apply during any audit.
10-Q Defined
If a business is publicly traded in the United States, federal law requires that the business update
investors every quarter as to its fiscal condition. To fulfill this requirement, businesses must file form
10-Q with the U.S. Securities and Exchange Commission. Attached to the 10-Q are financial
statements detailing the current fiscal status of the business. These statements are not required to be audited. The business is required to file three 10-Qs, one for each of the first three quarters of the
fiscal year. At the end of the last quarter, the business is required to file the annual report, or the 10-
K. All financial reports of publicly-traded companies, including 10-Qs, are listed on the SEC’s EDGAR
database.
Audit Defined
An audit is a detailed examination of a business's financial records. There are two types of audit. An
external audit is used to verify the content of reports meant to be provided to investors. An external
audit is meant to ensure that the books contain all transactions, that all financial statements reflect the
current financial status of the business, and that the statements are drafted using Generally Accepted Accounting Principles. An internal audit is meant to ensure the smooth operation of the business. It focuses on detecting fraud, promoting efficiency and monitoring results for internal decision making.
Management Assertions
When a business compiles financial statements, its management asserts something about each
number and bit of data that it records. An external audit is meant to test these management assertions. The five major assertions are existence, completeness, ownership, valuation, presentation
and disclosure. The existence criteria demonstrates that the assets, liabilities and equities exist, and
the transactions that gave rise to revenues and expenses occurred. Management also asserts that
the statements are complete, or contain all of the relevant financial transactions and balance sheet
items. The accuracy component asserts that every item in the statements is correct. The valuation element establishes that all items listed in the report are reported at the correct value. Finally, the
auditor must ensure that the statements are presented in conformity with current accounting
standards.
http://smallbusiness.chron.com/responsibilities-audit-firms-quarterly-financial-statements-34627.html Page 1
Knight Submittal Item 7: 031715 Page 6 of 17
Audit Evidence
The auditor must conduct tests to obtain sufficient evidence that demonstrates that the statements
comply with management's assertions. The auditor will test the business's controls, which are the
safeguards management has put into place to ensure that the financial data is accurately recorded,
and the completeness of the information in the statements. To reasonably demonstrate that an
assertion is true, the auditor must gather sufficient evidence to support that claim. What evidence is sufficient depends on the risk of the company misstating the element of the financial statement being
tested and the quality of the evidence.
http://smallbusiness.chron.com/responsibilities-audit-firms-quarterly-financial-statements-34627.html Page 2
Knight Submittal Item 7: 031715 Page 7 of 17
Knight Submittal Item 7: 031715 Page 8 of 17
Knight Submittal Item 7: 031715 Page 9 of 17
BHS/NCADD Prevention Community Council Meeting Minutes
Hermosa Beach Community Ctr, 710 Pier Ave., EOC
Meeting called to order by BHS Prevention Coordinator Holly Maynes at 10:10 am
Attendance: BHS Prevention Staff: Holly Maynes, Raunda Frank and Mike Ballue: PCC
Members: Dorothy Forba, Hilary Greenspan, Kamala Horwitz, Liz Glozman, Jacqueline Morris, Elaine Ruggiero, Anna Pirkl, Debbi Freedman, Addisyn Bross, Debbie Bross,
Jorge Grandique, Joan Jenkins, Liz Glozman, Dave Lowe
I. Beach Cities Symposium: Holly Maynes and Raunda Frank provided an
overview of the goals and objectives of the Beach Cities Symposium and led a group discussion covering each of the items on the planning checklist.
Parents and teens are invited to attend the event. The confirmed panelists are
HB Police Chief Sharon Papa, MB prosecutor Joan Jenkins, Melissa Flores,
former teen drinker, Dr. Donnie Watson, Thelma McMillen. Debbie Bross
agreed to join the panel to present a parent’s perspective on teen drinking issues, Dave Lowe will make contact with USC administrator to secure a
college representative for the panel. Debbie Bross advised she could contact
ABC agent Mark Reese to see if he was available to participate as a panelist.
Kryss Castle will also contact a Freedom 4 U therapist as a potential panelist.
II. Promotion: Katie Casey of the HB Public Information office will secure her
media contacts and emphasize coverage of the symposium which will be
used to direct parents and city officials to the Reality Party. PCC members will
continue to promote the event by passing out/ emailing flyers and speaking to
their community contacts. BHS is requesting RSVP’s for the symposium so that we can estimate the attendance so as not to exceed the second story
theater capacity of about 114 people.
Volunteers: 6 volunteers (12-25 yrs old) are needed for the symposium skit. –
Addisyn Bross and two of her friends will participate. Dorothy Forba will provide at least 3 volunteers from her program. The volunteers will meet at
Dorothy’s office at 5pm to prepare for the 10-15 minute reality party skit.
Jackie Morris and Dorothy Forba volunteered to work the sign in table for the
event. Community groups will be encouraged to bring their resource
literature.
Reality Party for Parents: Hilary Greenspan/Jackie Morris of CLARE Foundation
passed out flyers for the March 28th Reality Party; There is online Registration for the
Reality party tours online at http://www.straightupvc.org/register. Jackie will also take
sign-ups at the Symposium. Volunteers: The group was asked to submit the name of youth volunteers to
Jackie/Hilary by March 11, 2015 for the Reality party. Several sponsors have agreed to
Knight Submittal Item 7: 031715 Page 10 of 17
provide food for the participants the day of the event. A panel (debriefing) discussion will follow each parent tour. CLARE will work with Dorothy Forba and Dave Lowe to
coordinate the location(s) for this session.
Next meeting:
The next regular monthly PCC meeting will be held on Wednesday, March 25,
2015 at 10:00 am.
The Meeting was adjourned.
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ATTACHMENT
4
SITE
PHOTOS
Fig
1:
View
of
1332
Hermosa
Avenue,
front
elevation,
from
west
side
of
Hermosa
Avenue,
just
south
of
14th
Street
Fig
2:
View
of
1332
Hermosa
Avenue,
front
elevation,
from
west
side
of
Hermosa
Avenue,
just
south
of
14th
Street
33
Fig
3:
View
of
interior
corridor,
1332
Hermosa
Avenue
Fig
4:
View
of
rear
door,
The
Establishment,
1332
Hermosa
Avenue
34
Fig
5:
Rear
elevation,
1332
Hermosa
Avenue,
viewed
from
corner
of
14th
Street
and
Palm
Drive
Fig
6:
Rear
parking
lot,
1332
Hermosa
Drive,
viewed
from
corner
of
14th
Street
and
Palm
Drive
35
1
P.C. RESOLUTION 15-17
A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF
HERMOSA BEACH, CALIFORNIA, TO REVOKE A CONDITIONAL
USE PERMIT TO ALLOW ON-SALE GENERAL ALCOHOL AND LIVE
ENTERTAINMENT, IN CONJUNCTION WITH AN EXISTING
RESTAURANT (‘THE ESTABLISHMENT’), AND RESCINDING C.C.
RESOLUTION 08-6617, AT 1332 HERMOSA AVENUE, LEGALLY
DESCRIBED AS LOTS 10, 11 & 12, BLOCK 34, FIRST ADDITION TO
HERMOSA BEACH TRACT.
The Planning Commission of the City of Hermosa Beach does hereby resolve and order as
follows:
Section 1. The Planning Commission conducted a duly noticed public hearing to
consider the revocation or modification of the Conditional Use Permit (CUP) governing the
business at 1332 Hermosa Avenue, granted by the City Council on September 23, 2008 (C.C.
Resolution 08-6617), and amended by the City Council (C.C. Resolution 12-6780) which allows
on-sale general alcohol and live entertainment in conjunction with an existing restaurant (‘The
Establishment’) at 1332 Hermosa Avenue. Said hearing was conducted pursuant to Section
17.70.010 of the Hermosa Beach Municipal Code on May 19, 2015, at which testimony and
evidence, both written and oral, was presented to and considered by the Planning Commission.
Section 2. Based on evidence received at the public hearing, the Planning Commission
makes the following findings in support of revoking the Conditional Use Permit, pursuant to
Section 17.70.010(D) of the Hermosa Beach Municipal Code:
1. That the permit granted is being exercised contrary to the terms or conditions of such
approval. The permittee is authorized to operate under the terms of the Conditional Use Permit
for the subject property as set forth in City Council Resolutions 08-6617 and 12-6780.
Specifically the applicable condition number 3 of Resolution 08-6617 requires that the permittee
submit audited and certified summaries of gross receipts of food an alcohol sales to the City on a
quarterly basis. As set forth in the May 19, 2015 Planning Commission staff report, the permittee
has repeatedly failed to comply with ongoing requests by the City to provide sufficient records of
food and alcohol sales in accordance with this condition of the permit.
2. Additionally the City Council has directed the City’s consultant to conduct forensic
audits of on-sale establishments, including “The Establishment” commensurate with the City’s
appointment of a qualified auditor in February 2012. The permittee has not cooperated with the
City’s consultant and has failed to provide sufficient data relating to food and beverage sales for
the City to complete this audit, as further set forth in the May 19, 2015 Planning Commission
staff report.
3. Notwithstanding recent changes to the Hermosa Beach Municipal Code definition of a
restaurant under Section 17.04.050, with no audited information to confirm that the premise is
providing 50% of its gross sales receipts from the sale of food that is prepared onsite, the City’s
hired consultant, and therefore, the Planning Commission cannot determine whether the premise
2
is operating as a bona fide restaurant as set forth under Section 17.40.080.
4. Based on the findings above, the Commission finds that sufficient grounds exist for
revocation of the permittee’s Conditional Use Permit to allow on-sale general alcohol and live
entertainment, in conjunction with an existing restaurant (‘The Establishment’) at 1332 Hermosa
Avenue.
Section 3. Based on the foregoing, and pursuant to Section 17.70.010 of the H.B.M.C.,
the Planning Commission hereby revokes the Conditional Use Permit for on-sale alcohol and live
entertainment in conjunction with a restaurant for the property at 1332 Hermosa Avenue.
Section 4. The Resolution to revoke this Conditional Use Permit shall be recorded, and
proof of recordation shall be submitted to the City Clerk. Permittee shall defend, indemnify and
hold harmless the City, it agents, officers, and employees from any claim, action, or proceeding
against the City or its agents, officers, or employee to attack, set aside, void or annul this
Resolution, which action is brought within the applicable time period of the State Government
Code. The City shall promptly notify the permittee of any claim, action, or proceeding and the
City shall cooperate fully in the defense. If the City fails to promptly notify the permittee of any
claim, action or proceeding, or if the City fails to cooperate fully in the defense, the permittee
shall no thereafter be responsible to defend, indemnify, or hold harmless the City.
The permittee shall reimburse the City for any court and attorney's fees which the City may be
required to pay as a result of any claim or action brought against the City because of this grant.
Although the permittee is the real party in interest in an action, the City may, at its sole
discretion, participate at its own expense in the defense of the action, but such participation shall
not relieve the permittee of any obligation under this Resolution. Failure of the permittee to cease
any development or activity shall be a violation of this Resolution.
Section 5. Pursuant to the Code of Civil Procedure Section 1094.6, any legal challenge
to the decision of the Planning Commission, after a formal appeal to the City Council, must be
made within 90 days after the final decision by the City Council.
VOTE: AYES: Comms.Allen,Perrotti,Pizer
NOES: Chmn.Flaherty,Comm.Hoffman
ABSTAIN: None
ABSENT: None
CERTIFICATION
I hereby certify the foregoing Resolution 15-17 is a true and complete record of the action taken
by the Planning Commission of the City of Hermosa Beach, California, at its regular meeting of
May 19, 2015 and memorialized on June 16, 2015.
_______________________________ ______________________________
Michael Flaherty, Chairman Ken Robertson, Secretary
June 16, 2015
Date
SCALE: 1/6"=12"
Existing grade @ Neighbor's
Existing grade @ property line
Existing grade @ Neighbor's
Existing grade @ property line
South Profile
Scale: 1/4"=1'-0"
North Profile
Scale: 1/4"=1'-0"
Hermosa Ave.
Hermosa Ave.
Palm Dr.
Palm Dr.
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PAGE:
ENGINEER:
REVISIONS:
JOB NO:
JOB SITE:
CLIENT:
1
2
BUILDING DESIGNS, INC.
TROTTER
3 1 0 5 4 5 2 7 2 7
3
3224 HERMOSA AVE.
1011 MANHATTAN BEACH BLVD, "A"
M A N H A T T A N B E A C H
N/A
3224 HERMOSA AVE LLP
HERMOSA BEACH, CA
C
SOUTHWEST CORNER
NORTHWEST CORNER
Tentative Future Agenda
PLANNING COMMISSION
City of Hermosa Beach
JULY 21, 2015
7:00 P.M.
Project Title Public
Notice
Meeting
Date
Date
Rec’d Remarks
Capital Improvement Program (CIP) consistency with
General Plan
7/21
Discussion of zoning in the Cypress Avenue area as
requested by property owners..
7/21
Status report re. code enforcement of vibrations from
Crossfit gym investigation., and issues for gym
7/21
121 2nd Street—Conditional Use Permit, Precise
Development Plan and Vesting Tentative Parcel Map #73452
for a 2-unit condominium.
7/9 7/21
Text Amendment re. solar permitting materials 7/9 7/21
f:b95\cd\wpc - future agenda 6/11/15
8c
1332 Hermosa AveZone: C-2
3224 Hermosa AveZone: R-3
1086 Aviation BlvdZone: C-3
±
Projects Zoning MapPlanning Commission Meeting June 16, 2015
ZONING DESIGNATIONSR-1 ONE FAMILY RESIDENTIAL
R-1A LIMITED ONE-FAMILY RESIDENTIAL
R-2 TWO-FAMILY RESIDENTIAL
R-2B LIMITED MULTIPLE FAMILY RESIDENTIAL
R-3 MULTIPLE FAMILY RESIDENTIAL
R-P RESIDENTIAL-PROFESSIONAL
RPD RESIDENTIAL PLANNED DEVELOPMENT
R-3PD MULTIPLE FAMILY PLANNED DEVELOPMENT
C-1 NEIGHBORHOOD COMMERCIAL
C-2 RESTRICTED COMMERCIAL
C-3 GENERAL COMMERCIAL
C-3/AH-O GENERAL COMMERCIAL AFFORDABLE HOUSING OVERLAY
M-1 LIGHT MANUFACTURING
OS OPEN SPACE
OS-1 RESTRICTED OPEN SPACE
OS-2 RESTRICTED OPEN SPACE
OS-O OPEN SPACE OVERLAY
MHP MOBILE HOME PARK
SPA SPECIFIC PLAN AREA (RESIDENTIAL USES)
SPA SPECIFIC PLAN AREA (COMMERCIAL USES)
Easy Reader
Run Date: June 4, 2015 DISPLAY
Acct: 7010-2110
City of Hermosa Beach
PUBLIC NOTICE
NOTICE IS HEREBY GIVEN that the Planning Commission of the City of Hermosa Beach shall hold a special
meeting on Tuesday, June 16, 2015, to study the following:
1. Direction regarding Text Amendment to Municipal Code to implement the Downtown Core Revitalization
Strategy regarding parking, uses, design and similar matters.
2. Direction regarding General Plan preferred land use and transportation scenario.
SAID SPECIAL MEETING shall be held at 6:00 P.M. in the City Council Chambers, City Hall, 1315 Valley
Drive, Hermosa Beach, CA 90254. The Planning Commission regular meeting will follow at approximately 8:00
P.M.
ANY AND ALL PERSONS interested are invited to participate and speak at these meetings at the above time
and place. For inclusion in the agenda packet to be distributed, written comments of interested parties should be
submitted to the Community Development Department, Planning Division, in care of City Hall at 1315 Valley
Drive, Hermosa Beach, CA 90254 prior to Thursday, June 11, 2015, at 12:00 noon. All written testimony by any
interested party will be accepted prior to or at the scheduled time on the agenda for the matter.
IF YOU CHALLENGE the above matter(s) in court, you may be limited to raising only those issues you or
someone else raised at the public hearing described in this notice, or in written correspondence delivered to the
Community Development Department, Planning Division, at, or prior to, the public hearing.
FOR FURTHER INFORMATION, please contact the Community Development Department, Planning Division, at (310)
318-0242 or fax to (310) 937-6235. The Department is open from 7:00 a.m. to 6:00 p.m. Monday through Thursday.
Please contact a staff planner to discuss any project on the Planning Commission agenda. A copy of the staff
report(s) in the Planning Commission packet will be available for public review at the end of the business day on
Thursday, June 11, 2015, at the Hermosa Beach Police Department, Public Library, and on the City’s website at
www.hermosabch.org. Relevant Municipal Code sections are also available on the website.
Elaine Doerfling
City Clerk
f:95\cclerk\legads\display\2015\planning\pc06-16-15
1
CITY OF HERMOSA BEACH
COMMUNITY DEVELOPMENT DEPARTMENT
MEMORANDUM
Date: March 17, 2015
To: Hermosa Beach Planning Commission
From: Pamela Townsend, Senior Planner
Ken Robertson, Director
Subject: Background Information for Future Commission Discussion of
Zoning Changes to Implement Downtown Core Revitalization
Strategy
This memo is provided to the Commission as an informational item and will be posted online to
provide people with background information for to discussion of zoning related options to
implement the Downtown Core Revitalization Strategy at the Commission’s April 21st meeting.
The Staff Report for the April meeting will provide additional background, analysis and
recommendations for Commission discussion and direction with regard to code amendments.
The Downtown Core Revitalization Strategy is intended to provide a comprehensive approach for
increasing the vitality of the downtown including assessing the role of key private sites and
potentially leveraging City assets to achieve city goals. On February 24, 2015 the Council accepted
the Strategy1 and a set of Principles and Guidelines to help guide implementation of the Strategy.
The Strategy components and implementation paths include the following:
The Hermosa Avenue and Pier Plaza improvement components were referred to Public
Works to refine concept plans before seeking input from relevant Commissions (Public
Works and Planning Commission for Hermosa Avenue; Public Works, Parks and
Recreation and potentially Planning Commission for Pier Plaza).
Catalyst hotel development should be guided by the Strategy and Principles and
Guidelines.
A comprehensive downtown and interceptor parking facility discussion is pending.
The zoning code related concepts of the Parking Strategy were referred to Community
Development and the Planning Commission. Some of the other components also address
private development and the public/private realm interfaces.
One question is how this discussion relates to the General Plan/Coastal Land Use Plan Update. A
purpose of the Update process is to test and integrate the various independent planning and
1 Modification to the Downtown Core Revitalization Strategy are referenced in the document.
2
programs underway into one comprehensive, long-term plan that reflects a common vision and
provides a framework for aligning policy and programs. It is customary for work on various
programs to continue during an Update process, although a jurisdiction may adjust timeframes if
implementation of a plan or program would significantly prejudice the Update process. The
Downtown Core Revitalization Strategy addresses just one physical part of the city, albeit an
important one, and the overall Strategy is generally consistent with the input from the community
and the General Plan Update Vision and Guiding Principles reviewed by the Council in December
2014. Over the next few months as the General Plan Update alternatives are prepared and the
Planning Commission and City Council consider zoning code amendments to implement that
Downtown Core Revitalization Strategy, there will remain the ability to slow down or even halt
work on zoning code amendments if a significant policy issue arises that should be resolved
through the General Plan process.
Commission Considerations
The various components of the Downtown Core Revitalization Strategy work together to advance
a desired future vision, and it is important to keep the overall context in mind as the Commission
addresses zoning amendments. The full document should be read in full.
The Strategy introduction states in part:
“Now, it is important to create an environment that nurtures the increasingly stable, diverse and
family-oriented population. Investing in improvements to the public realm is one of the first
steps that can be made, and will signal the City’s commitment to the area. Subsequent
important steps will be to better manage parking and encourage a greater variety of businesses,
including fine dining establishments, high quality hotels and upper floor offices that reflect the
changing nature of the population and contribute to the overall downtown environment.
Within the downtown as a whole as well as within the core, there is a need to increase the day-
time population to add life and vitality that goes beyond the typical recreationally oriented uses
that have been historically attracted to the beach setting of Hermosa Beach. Office
development, whether on upper floors or in stand-alone buildings, is an important activity that
can build economic support for local-serving retail and quality dining establishments.
Hermosa Beach is exceptionally well positioned for upscale hotel facilities on beachfront
locations within the Downtown Core. In addition, if new hotel development includes an ample
lobby, restaurant, spa, and other amenities, it will help to create a more sociable and attractive
destination that will enhance its image and identity and contribute to its sense of security.
Furthermore, high quality hotel development will, as with additional office uses, also provide
greater market support for quality retail and restaurant establishments.
The encouragement of office and hotel uses cannot come at the expense of creating a
pedestrian oriented people place with active ground level uses on key corridors and adjacent to
important public spaces. In addition, creating a more active, people oriented place must also be
pursued in conjunction with quality development that respects the scale and unique character of
Hermosa Beach. To realize the potential of the Downtown Core will require the pro-active
3
pursuit of appropriate infill development as well as public-private partnerships, implementation
of public parking and streetscape improvements as well as some modifications to existing
zoning.”
The following Principles accepted by Council reflect the Strategy and will be referred to when
staff evaluates various zoning amendments:
Principles:
1. Proactive strategy: The Downtown Core, between 10th and 14th Streets and the Strand
and Palm Drive focused on Hermosa Avenue and Pier Plaza is the heart of Hermosa Beach,
and should be enhanced as the focus of social life in the city. It is part of the Downtown
District, bounded by 15th Street, 8th Street, extending along Pier Avenue to Valley Drive.
2. Family-friendly, inviting to all: Create an environment that appeals to the increasingly
stable, diverse and family-oriented population and allows them to mutually co-exist, rather
than being a place dominated by one group at the expense of another.
3. Daytime district: Increasing the day-time population will add life and vitality that goes
beyond the typical recreationally oriented uses that have been historically attracted to the
beach setting of Hermosa Beach.
4. Pedestrian oriented: Develop the Downtown Core as a pedestrian and people oriented
place with an appropriate mix of uses and quality of development that contributes to a more
sociable, publicly-spirited and economically viable place.
5. Eclectic beach character: Improvement of parking facilities and management within the
Downtown Core is essential to increasing economic vitality and maintaining the eclectic
character of a district with small local businesses anchored by catalyst projects that provide
synergy and support.
6. Distinctive retail district: Create a distinctive and well-defined retail district with quality
shops and restaurants on the ground floor that are pedestrian oriented, family-friendly and
appealing to a wide range of people.
7. Catalyst development: High quality hotel development that respects the scale and unique
character of Hermosa Beach and provides significant quality public spaces and benefits can
enhance the hospitality, identity and economic viability of the Downtown District.
8. Public investment: Realizing the full potential of the Downtown Core requires investment
in the public realm and public-private partnerships which signal the City’s commitment to
the area and further city goals, attract economic enterprises, and reduce the negative social
behavior that occurs within the Pier Plaza area.
4
Parking Strategy:
The Commission will be considering potential parking related code amendments to implement to
Strategy. The most relevant information from the Strategy is provided below. The City also
commissioned a Beach Access and Parking Study as part of the General Plan/Coastal Land use
Plan Update, which is provided for your review. We will also address the relationship between the
Beach Access and Parking Study and the code amendments in the April Staff Report.
“The parking strategy is intended to encourage small, independent, local businesses in the
downtown district maintain the smaller scale, and small town character and manage the
parking demand fluctuations more effectively, particularly since there are surges during the
summer and weekends. There are two primary aspects of the parking strategy – first, the
development of a public parking supply that is publicly managed with demand pricing to help
control the distribution and availability of parking. The public parking can be provided for by
using in-lieu fees and parking charges to help pay for the program and a specific financing plan
for these will need to be developed. New public parking structures should be located to help
alleviate peak loading on thoroughfares and for better traffic management. In addition to these,
convenient, short term on-street parking, like what was developed on Pier Avenue, should be
encouraged on Hermosa Avenue, the other major downtown retail street. The second
component of the parking strategy involves modifications to the existing zoning requirements
for new development in support of a pedestrian-oriented district where the continuity and
quality of the pedestrian experience is given a priority and a certain amount of walking to
parking facilities is part of the experience of place.”
Zoning Modifications: “Concerns were raised in initial discussions with developers, realtors
and property owners about parking requirements in the existing Zoning Code and the deterrent
that they impose upon economic vitality and the ability to maintain and further the small scale
village environment of downtown Hermosa Beach. In particular, a significant concern is the
effect that these requirements have on the ability to encourage office development on upper
floors which would be beneficial in enhancing the daytime population and thus the market
support for retail and restaurant functions.
Existing parking issues and requirements in Hermosa Beach were reviewed along with those of
other selected beach cities. The conclusion of this effort is that there should be a greater
emphasis on how parking solutions can help to create a more attractive and accessible
pedestrian-oriented district, where a greater mix and intensity of activities are desired while
still accommodating beach-going peak visitor demand.”
The Downtown Core Revitalization Strategy identified eleven potential code amendments to
encourage a more pedestrian-oriented district which will be evaluated in the April Staff report.
1. Pier Avenue, from PCH to Hermosa Avenue and including the Community and Civic Center
sites and Hermosa Avenue and the Downtown Core from 10th to 14th Streets should be
designated as a pedestrian-oriented district, with special incentives and provisions to minimize
the impact of parking and to encourage pedestrian and bicycle mobility.
5
2. All parking in the pedestrian-oriented district should be provided off-site, rather than the
current 25% of parking for buildings with greater than a one floor-to-area ratio (FAR). This is
only currently allowed in the SPA-11 zone (Pier Avenue east of Hermosa Avenue to Valley
Drive) as an incentive to conserve iconic buildings (Section17.38.550(D)).
3. There should be a reduced amount of required parking for commercial (office and retail)
uses within the pedestrian oriented district. Currently one space per 250 SF is required for
these uses, however, the Coastal Commission recently provided for a reduced standard of
1/333 SF, which is more consistent with other beach communities, contingent on a parking
evaluation from the City which should be undertaken.
4. There should be a reduced amount of required parking for restaurant uses within the
pedestrian-oriented district. Currently, one space per 1,00 SF is required. Cities such as
Redondo Beach utilizes a one space per 250 SF for pedestrian-oriented districts, which should
be considered in Hermosa Beach as well.
5. Outdoor seating should be encouraged for the creation of a more sociable environment
within the pedestrian oriented district. The determination of the appropriate amount of outdoor
seating within the public street right-of-way should be based on lot frontage length,
maintaining adequate space for pedestrian circulation and considerations related to adjacencies
and public safety. These are to be determined on a case-by-case basis at a staff level by the
Community Development and Public Works Director. Parking requirements for outdoor
seating should be reduced appropriately to encourage the diversity of types of establishments
within the downtown district and in particular within the Downtown Core. For example, in
Redondo Beach, no additional parking is required for the first 12 seats of outdoor seating.
6. Parking requirements should be reduced for mixed use buildings on a single lot that generate
parking demand during different times of the day without the need for a discretionary action by
the City. There are currently a variety of conditions upon which the amount of parking
reduction may be allowed or a fee paid in lieu of providing parking, but a discretionary review
is required.
7. Upper level office use should be encouraged to attract a lively downtown environment and
provide a greater daytime population that supports retail and restaurant uses. Parking for upper
level office use should be reduced and located off-site in shared parking and public parking
facilities.
8. Vehicular parking requirements should be reduced in exchange for the provision of
additional bicycle parking, beyond what is already required by the City. This provision is
currently limited to development along Pier Avenue. An equivalence of 4 bicycle spaces for
one car space, up to 20% of the parking required for non-residential projects should be
considered (which is the provision allowed in the City of Los Angeles and other cities’ zoning
codes). This includes the required bicycle parking and any additional bicycle parking.
9. For an existing non-restaurant use that is converting to restaurant use and whose parking
requirements are met in common facilities within the pedestrian-oriented district, a credit
6
against the future parking requirements should be allowed, based upon the zoning requirements
of the existing use. Currently this is not allowed for some types of restaurants in the downtown
district.
10. Parking requirements for commercial uses within the pedestrian- oriented district should be
allowed in common facilities within a quarter mile walking distance. This is currently only
allowed for second floor office space as an incentive to conserve iconic buildings in SPA-11
zone along Pier Avenue.
11. Parking requirements for commercial uses within the pedestrian- oriented district should be
based on a net usable building square footage basis, that is, not including for example,
bathrooms, hallways, lobbies, service, storage and mechanical rooms.”
Commercial Tenanting Strategy
The Commercial Tenanting Strategy addresses way to increase daytime activity to support retail
uses. Attention to both the public and private realms is important and the potential for zoning code
amendments and timing will be addressed in the April Staff report.
“Within the Downtown Core, the prime commercial tenanting opportunities are located along
Hermosa Avenue, adjacent to Pier Plaza and on the Strand. Strategic public investment and
successful development of catalyst sites in these three areas – Pier Plaza, Hermosa Avenue and the
Strand frontage – could dramatically enhance the appeal, sociability and security of the Downtown
Core and help transform it into a vibrant center for Hermosa businesses.
Today, the quality and diversity of many existing retail establishments is not on par with
expectations of residents or potential visitors from other Beach Cities. For example, the current
retail tenant mix along Pier Avenue and Hermosa Avenue appears to be overrepresented in the
health and beauty sector - uses more typical of a neighborhood center than a retail shopping district
and are under-represented in the apparel sector, where the City exhibits significant retail leakage.
As previously discussed, uses that increase the day-time population and longer stay visitation will
contribute to the market support for retail development. Streetscape improvements and public
parking can also help to enhance the appeal, convenience and attractiveness of the area. In
addition, zoning modifications that eliminate on-site parking requirements will help
to create greater continuity and pedestrian interest.
Creating a more distinctive and well-defined retail district will help to market the area as a
destination and, at the same time, attract better quality shops and restaurants. Improvements to the
public realm are key to the enhancement of the image and identity of the Downtown Core as a
retail destination. Widened sidewalks and public plazas that create space for cafes and outdoor
dining can also attract additional patrons. Activities that spill out and populate the public spaces
communicate that this place is worth visiting - seeing people brings people. In addition, the
provision of convenient on-street parking makes retail shopping appear more accessible and
attractive. Furthermore, the current ever-increasing trend towards bicycling for both recreation and
work trips needs to be recognized by the provision of convenient bicycle parking as well.”
7
Hermosa Avenue Streetscape Improvements
The proposal for redevelopment of Hermosa Avenue is integrally related to the private realm and
zoning opportunities and timing will be addressed in the April Staff Report.
“Just as Pier Avenue is the gateway to the downtown district from the east, Hermosa Avenue is an
important north/south gateway into the City. It traditionally served as the “main street” to the
community, providing essential goods and services for the local population. Hermosa Avenue has
significant regional continuity but does not present a strong sense of arrival when it traverses the
downtown core. Improvements that enhance this sense of arrival and provide a stronger sense of
the downtown as a district should be considered.
Just as the improvements on Pier Avenue have spurred reinvestment and positive changes,
improvements to Hermosa Avenue between 10th and 14th Streets can strengthen the economic
underpinnings of this part of the Downtown Core. A concept similar to what was successfully
undertaken along Pier Avenue was favorably considered by the City Council at a recent study
session in reference to the improvements planned for Hermosa Avenue. This concept would
involve the provision of wider 20-foot sidewalks on the sunny east side of the street, where
sidewalk cafes and outdoor seating should be encouraged, the addition of street trees and
intersection and median improvements, as well as diagonal parking.”
Pier Plaza and the Strand Improvements
The relationship of concepts for improving Pier Plaza to zoning will also be addressed in the April
Staff Report.
“Furthermore, upper story uses would not only provide additional activity but provide a better
scale to this wide space and additional support for the retail uses along it.”
Hotel Development Strategy
This strategy and its relationship to zoning will be addressed in the April Staff report.
“It is important that an attitude is taken that looks to the achievement of the qualitative dimensions
of place-making as of at least equal value to the achievement of the room count and yield of the
hotel.” ... “The goals of the [Healdsburg] hotel project were to not only provide for the lodging of
visitors but to create a special place that would contribute to the life on the square and become a
catalyst for further retail and restaurant development.”
Attachments:
Downtown Core Revitalization Strategy (separate document)
Principles and Guidelines Reflecting the Downtown Core Revitalization Strategy (attached)
Beach Access and Parking Study (separate document)
8
Principles and Guidelines
Reflecting the Downtown Core Revitalization Strategy
Goal:
Create a sociable, publicly-spirited and economically viable Downtown District that
appeals to residents and visitors alike and supports a sustainable and livable community.
Principles:
9. Proactive strategy: The Downtown Core, between 10th and 14th Streets and the
Strand and Palm Drive focused on Hermosa Avenue and Pier Plaza is the heart of
Hermosa Beach, and should be enhanced as the focus of social life in the city. It is
part of the Downtown District, bounded by 15th Street, 8th Street, extending along
Pier Avenue to Valley Drive.
10. Family-friendly, inviting to all: Create an environment that appeals to the
increasingly stable, diverse and family-oriented population and allows them to
mutually co-exist, rather than being a place dominated by one group at the
expense of another.
11. Daytime district: Increasing the day-time population will add life and vitality that
goes beyond the typical recreationally oriented uses that have been historically
attracted to the beach setting of Hermosa Beach.
12. Pedestrian oriented: Develop the Downtown Core as a pedestrian and people
oriented place with an appropriate mix of uses and quality of development that
contributes to a more sociable, publicly-spirited and economically viable place.
13. Eclectic beach character: Improvement of parking facilities and management
within the Downtown Core is essential to increasing economic vitality and
maintaining the eclectic character of a district with small local businesses anchored
by catalyst projects that provide synergy and support.
14. Distinctive retail district: Create a distinctive and well-defined retail district with
quality shops and restaurants on the ground floor that are pedestrian oriented,
family-friendly and appealing to a wide range of people.
15. Catalyst development: High quality hotel development that respects the scale
and unique character of Hermosa Beach and provides significant quality public
spaces and benefits can enhance the hospitality, identity and economic viability of
the Downtown District.
16. Public investment: Realizing the full potential of the Downtown Core requires
investment in the public realm and public-private partnerships which signal the
City’s commitment to the area and further city goals, attract economic enterprises,
9
and reduce the negative social behavior that occurs within the Pier Plaza area.
Guidelines:
Catalyst Hotel Development Strategy (Principles 1- 8)
A. High quality hotel development that respects the scale and unique character of
Hermosa Beach and provides significant quality public spaces and benefits can
enhance the hospitality, identity and economic viability of the Downtown District.
B. Catalyst hotel projects provide strategic, transformative and differentiated
development:
Rather than representing “business as usual,” catalyst projects define,
enhance and communicate the City’s brand, and activate community
involvement, participation, and innovation.
Advance community objectives to maintain our small beach town character,
enhance economic and environmental sustainability, and support an active
healthy lifestyle.
Provide significant and demonstrable positive effects on the social and
economic fabric of the Downtown District, including benefits to residents,
businesses, and visitors.
Make significant contributions to a livable and sustainable community.
C. Catalyst development that provides public benefits may merit public/private
partnerships or incentives of various types, including potential use of city assets,
consistent with community objectives and values and these guidelines.
High priority benefits include:
Includes uses, amenities or spaces that provide the ability for the public to
use or derive benefit from the project.
Provides space and design that facilitates a more diverse and balanced mix
of uses that appeal to residents as well as visitors.
Provides a unique hotel product with a quality design and experience that
strives for a top rating of four-star or higher at all times.
Design and operation that reduces vehicle trips in the Downtown.
Demonstration of environmental leadership through development design
and operations consistent with the city’s carbon neutral goal.
10
Design and operation that expands opportunities for walking, biking and use
of alternative modes.
Demonstration of marine protection through development design and
operations that result in net zero urban and stormwater runoff.
Other priorities include:
Minimizing parking demand through use of shuttles, carsharing, etc.
Improvements or investments that serve as a catalyst to carbon reduction
by others.
D. Catalyst development design exhibits the following:
Takes a holistic and integrated approach in order to maximize community
benefits and compatibility.
Creates high quality public spaces for uses that appeal to a diverse
population throughout the day and create synergy with nearby development.
Community spirited improvements or public benefits may be located on
property being developed for a hotel or other catalyst project, or on other
property that is associated with the comprehensive development project.
Maintains the connectivity of the mobility grid (streets, alleys, pedestrian and
bike pathways) so people can continue to easily move from place to place,
especially by walking and biking.
E. Hotel development with frontage on Pier Plaza, The Strand between 11th and 13th
Streets, Hermosa Avenue, or Pier Avenue exhibits the following:
The ground floor frontages on the Pier Plaza, Hermosa Avenue and The
Strand between 11th to 13th Streets must provide quality public spaces
appeal to a diverse population and create a more sociable and attractive
place.
Parking, driveways, walls lacking permeability (without windows and doors
inviting to the general public), and ground floor non-retail uses (including
uses such as offices and appointment-driven services) must be avoided.
Multi-story buildings should be developed on Pier Plaza to provide
additional activity and support for the retail uses, and frame the wide space
by improving the sense of scale and security. Development design and
architecture should be mindful of the identity and scale of the City and the
11
Downtown District, while celebrating the unique setting.
Provision of high quality public spaces on the ground floor and roof terraces
which enhance opportunities to enjoy the unique beachfront setting of
Hermosa Beach but do not add stories may merit consideration of increased
height. Any increased height is subject to a vote of the people.
Commercial Tenanting Strategy (Principles 1-8)
A. Increase retail uses along Pier Avenue and Hermosa Avenue that appeal to
residents as well as visitors, which are overrepresented by the health and beauty
sectors, and underrepresented by the clothing sector.
B. Active ground level uses that engage a diverse and pedestrian oriented population
must be provided on key corridors (Pier Plaza, Hermosa Avenue, Pier Avenue, and
The Strand between 11th to 13th Streets) and adjacent to important public spaces.
Parking, driveways, walls lacking permeability, and non-retail uses (including
offices and appointment-driven services) are to be avoided.
C. Encourage uses that increase the day-time population and longer visitor stays in
order to support retail development.
D. Office development on upper floors or outside the Downtown Core can build
economic support for local-serving retail and quality dining establishments.
E. The encouragement of office and hotel uses cannot occur at the expense of
creating a pedestrian oriented place.
F. Activities that spill out and populate the public spaces create a pedestrian
environment and communicate that the Downtown District is a place is worth
visiting.
G. Maintain the connectivity of the street/alley grid so people can continue to easily
move from place to place, especially by walking and biking.
H. Maximize uses welcoming and accessible to the general public along beachfront
frontages and at locations with coastal views.
I. Improvements to the public realm such as streetscape, plaza, and parking
management, will enhance the image and identity of the Downtown Core as a
pedestrian and retail destination.
J. Continue the current trend towards bicycling for both recreation and work trips by
the provision of convenient bicycle travel ways and bicycle parking.
K. Zoning modifications that facilitate parking in publicly managed
12
consolidated/centralized facilities serving multiple uses rather than providing
parking on each site will help maintain the eclectic character of the Downtown
District, create a pedestrian oriented place, and improve land use efficiencies.
Parking Strategy (Principles 1, 3, 4 5, 8)
A. Maintain the eclectic scale and mix of small, independent, local businesses in the
Downtown District by managing parking demand fluctuations more effectively.
B. Modify zoning requirements in support of a pedestrian-oriented district where the
continuity and quality of the pedestrian experience is a priority and a certain
amount of walking to parking facilities is part of the experience of place.
C. Develop consolidated/centralized public parking facility(ies) within the Downtown
Core to serve redevelopment, improve land use efficiency, help alleviate peak
loading on thoroughfares, and improve traffic management. Interceptor parking to
serve the surge requirements of recreational, special events, and civic and
community functions, as well as supporting upper Pier Avenue retail and office
parking, should be developed at the Community Center/Civic Center.
D. Develop a public parking supply that is publicly managed with demand pricing to
help control the distribution and availability of parking.
E. Develop convenient, time-managed and priced short term on-street parking on
Hermosa Avenue to support retail and convenience needs and avoid being
absorbed for long-term use and by employees.
F. Modify zoning requirements to provide incentives and provisions to minimize the
impact of parking and to encourage pedestrian and bicycle mobility addressing:
off-site parking; parking for upper story office, retail, restaurant, mixed use and
outdoor seating; and bicycle parking.
Hermosa Avenue Streetscape (Principles 1-8)
A. Make improvements to create a sense of arrival and definition of the Downtown
Core as a unique district.
B. Implement a streetscape strategy similar to that along upper Pier Avenue: consider
wider sidewalks, street trees, intersection and median improvements, diagonal
parking, and also sidewalk cafes.
C. Widen sidewalks and public plazas on Hermosa Avenue will create space for cafes
and outdoor dining and attract additional patrons.
D. Provide convenient on-street parking on Hermosa Avenue to make retail shopping
appear more accessible and attractive.
13
Pier Plaza and The Strand (Principles 2, 3, 5, 7, 8)
A. Promote and facilitate frequent activities (e.g. weekly) that attract residents and
create a greater sense that these spaces are not only for visitors but also for
residents.
B. Rescale the Plaza to make it more attractive during times when fewer people are
present: consider extending palm trees westward, smaller canopy trees, and
elements that will make it more inviting such as lighting and banners.
C. Encourage multi-story uses along the Plaza to provide additional activity and
support for the retail uses, and to frame this wide space by improving the sense of
scale and security.
D. Create a stronger destination for residents and families: consider playground,
fitness area, bicycle facilities, and other family and multi-generational activities and
facilities.
E. Ground floor frontages on Pier Plaza and The Strand between 11th to 13th Streets,
must provide quality public spaces that appeal to a diverse population and create a
more sociable and attractive place. Parking, driveways, walls lacking permeability,
and non-retail uses (including offices and appointment-driven services) are to be
avoided.
2
important steps will be to better manage parking and encourage a greater variety of businesses,
including fine dining establishments, high quality hotels and upper floor offices that reflect the
changing nature of the population and contribute to the overall downtown environment.
Within the downtown as a whole as well as within the core, there is a need to increase the day-
time population to add life and vitality that goes beyond the typical recreationally oriented uses
that have been historically attracted to the beach setting of Hermosa Beach. Office
development, whether on upper floors or in stand-alone buildings, is an important activity that
can build economic support for local-serving retail and quality dining establishments.
Hermosa Beach is exceptionally well positioned for upscale hotel facilities on beachfront
locations within the Downtown Core. In addition, if new hotel development includes an ample
lobby, restaurant, spa, and other amenities, it will help to create a more sociable and attractive
destination that will enhance its image and identity and contribute to its sense of security.
Furthermore, high quality hotel development will, as with additional office uses, also provide
greater market support for quality retail and restaurant establishments.
The encouragement of office and hotel uses cannot come at the expense of creating a
pedestrian oriented people place with active ground level uses on key corridors and adjacent to
important public spaces. In addition, creating a more active, people oriented place must also be
pursued in conjunction with quality development that respects the scale and unique character of
Hermosa Beach. To realize the potential of the Downtown Core will require the pro-active
pursuit of appropriate infill development as well as public-private partnerships, implementation
of public parking and streetscape improvements as well as some modifications to existing
zoning.”
The Commercial Tenanting Strategy addresses way to increase daytime activity to support retail
uses and is important to consider as part of the Commission’s deliberations on the parking strategy:
“Within the Downtown Core, the prime commercial tenanting opportunities are located along
Hermosa Avenue, adjacent to Pier Plaza and on the Strand. Strategic public investment and
successful development of catalyst sites in these three areas – Pier Plaza, Hermosa Avenue and
the Strand frontage – could dramatically enhance the appeal, sociability and security of the
Downtown Core and help transform it into a vibrant center for Hermosa businesses.
Today, the quality and diversity of many existing retail establishments is not on par with
expectations of residents or potential visitors from other Beach Cities. For example, the current
retail tenant mix along Pier Avenue and Hermosa Avenue appears to be overrepresented in the
health and beauty sector - uses more typical of a neighborhood center than a retail shopping
district and are under-represented in the apparel sector, where the City exhibits significant
retail leakage. As previously discussed, uses that increase the day-time population and longer
stay visitation will contribute to the market support for retail development. Streetscape
improvements and public parking can also help to enhance the appeal, convenience and
attractiveness of the area. In addition, zoning modifications that eliminate on-site parking
requirements will help to create greater continuity and pedestrian interest.
3
Creating a more distinctive and well-defined retail district will help to market the area as a
destination and, at the same time, attract better quality shops and restaurants. Improvements to
the public realm are key to the enhancement of the image and identity of the Downtown Core
as a retail destination. Widened sidewalks and public plazas that create space for cafes and
outdoor dining can also attract additional patrons. Activities that spill out and populate the
public spaces communicate that this place is worth visiting - seeing people brings people. In
addition, the provision of convenient on-street parking makes retail shopping appear more
accessible and attractive. Furthermore, the current ever-increasing trend towards bicycling for
both recreation and work trips needs to be recognized by the provision of convenient bicycle
parking as well.”
The Principles accepted by Council reflect the Strategy and as such provide s succinct summary of
the future vision of the downtown district:
Principles:
1. Proactive strategy: The Downtown Core, between 10th and 14th Streets and the Strand
and Palm Drive focused on Hermosa Avenue and Pier Plaza is the heart of Hermosa Beach,
and should be enhanced as the focus of social life in the city. It is part of the Downtown
District, bounded by 15th Street, 8th Street, extending along Pier Avenue to Valley Drive.
2. Family-friendly, inviting to all: Create an environment that appeals to the increasingly
stable, diverse and family-oriented population and allows them to mutually co-exist, rather
than being a place dominated by one group at the expense of another.
3. Daytime district: Increasing the day-time population will add life and vitality that goes
beyond the typical recreationally oriented uses that have been historically attracted to the
beach setting of Hermosa Beach.
4. Pedestrian oriented: Develop the Downtown Core as a pedestrian and people oriented
place with an appropriate mix of uses and quality of development that contributes to a more
sociable, publicly-spirited and economically viable place.
5. Eclectic beach character: Improvement of parking facilities and management within the
Downtown Core is essential to increasing economic vitality and maintaining the eclectic
character of a district with small local businesses anchored by catalyst projects that provide
synergy and support.
6. Distinctive retail district: Create a distinctive and well-defined retail district with quality
shops and restaurants on the ground floor that are pedestrian oriented, family-friendly and
appealing to a wide range of people.
7. Catalyst development: High quality hotel development that respects the scale and unique
character of Hermosa Beach and provides significant quality public spaces and benefits can
enhance the hospitality, identity and economic viability of the Downtown District.
4
8. Public investment: Realizing the full potential of the Downtown Core requires investment
in the public realm and public-private partnerships which signal the City’s commitment to
the area and further city goals, attract economic enterprises, and reduce the negative social
behavior that occurs within the Pier Plaza area.
I. PARKING STRATEGY
The Strategy states:
“The parking strategy is intended to encourage small, independent, local businesses in the
downtown district maintain the smaller scale, and small town character and manage the
parking demand fluctuations more effectively, particularly since there are surges during the
summer and weekends. There are two primary aspects of the parking strategy – first, the
development of a public parking supply that is publicly managed with demand pricing to help
control the distribution and availability of parking. ... The second component of the parking
strategy involves modifications to the existing zoning requirements for new development in
support of a pedestrian-oriented district where the continuity and quality of the pedestrian
experience is given a priority and a certain amount of walking to parking facilities is part of the
experience of place.” The City Council preliminary accepted the attached Downtown Parking
Conceptual Master Plan which identifies potential location for additional centralized parking.
Zoning Modifications: “Concerns were raised in initial discussions with developers, realtors
and property owners about parking requirements in the existing Zoning Code and the deterrent
that they impose upon economic vitality and the ability to maintain and further the small scale
village environment of downtown Hermosa Beach. In particular, a significant concern is the
effect that these requirements have on the ability to encourage office development on upper
floors which would be beneficial in enhancing the daytime population and thus the market
support for retail and restaurant functions.
Existing parking issues and requirements in Hermosa Beach were reviewed along with those of
other selected beach cities. The conclusion of this effort is that there should be a greater
emphasis on how parking solutions can help to create a more attractive and accessible
pedestrian-oriented district, where a greater mix and intensity of activities are desired while
still accommodating beach-going peak visitor demand.”
The Strategy identified eleven potential code amendments to encourage a more pedestrian-oriented
district, which are the focus of Commission discussion.
1. Pier Avenue, from PCH to Hermosa Avenue and including the Community and Civic Center
sites and Hermosa Avenue and the Downtown Core from 10th to 14th Streets should be designated
as a pedestrian-oriented district, with special incentives and provisions to minimize the impact of
parking and to encourage pedestrian and bicycle mobility.
Discussion: Specific Plan Area No 11 Zone (SPA-11) adopted for Upper Pier Avenue between
Palm and Valley Drives is a “form” and use based code that shapes the physical form of the private
realm to create a pedestrian oriented district that requires permeable facades placed close to the
5
sidewalk with parking placed to the rear of buildings. While a wide variety of uses are allowed,
the facades provide interest and make walking more pleasant and this form is enduring over the
life of the building while uses may change. SPA-11 provides incentives that can be granted by the
Commission for “the conservation and continued use and reuse of existing buildings that are iconic
of and contribute to the character of upper Pier Avenue as a small-scale, pedestrian-oriented
village with diverse architectural character...” (17.38.550(C)). SPA-11 works in concert with the
streetscape, which provides wide sidewalks, bulb outs, medians and crossings to slow traffic and
make walking safer, and vegetation to create shade and protect against summer heat. The SPA-11
Zone also requires provision of bicycle parking at the rate of one space per 7 employees or 3,000
square feet of new floor area. Please refer to the SPA-11 Zone in full:
(http://www.codepublishing.com/CA/HermosaBeach/#!/HermosaBeach17/HermosaBeach1738.ht
ml#17.38.510)
There has been general community support of the Pier Avenue streetscape and the changes it has
brought aesthetically, via reinvestment, and economic activity. There has remained the desire to
maintain Upper Pier Avenue east of Monterey as a more resident serving portion of the street.
While new buildings such as 200, 205 and 338-400 Pier Avenue were approved for construction
prior to adoption of the SPA-11 Zone, they generally comply with the intent of the code. The
project at 338-400 Pier Avenue, which is comprised of two large buildings occupied by a single
office tenant is less consistent with the intent. While the building with its large windows lies
adjacent to the sidewalk, with parking located off Pier Avenue, is generally compatible with the
SPA-11 Zone, the use of the building that does not provide attraction to residents or visitors creates
a closed feel and lack of interest for the pedestrian.
The SPA-11 Zone states that ‘service, office and other non-pedestrian oriented uses are
encouraged to locate on the second story. When there is a mix of uses on the ground floor, the
pedestrian-oriented uses should be located so that the building facade, window displays and
interior are highly visible to pedestrians on the public sidewalk” and the Commission may grant
incentives to facilitate this, excluding parking incentives (17.38.550(C)). The building at 200 Pier
Avenue was built as an office building but has evolved to provide retail on the ground floor as
well, which is compatible with a pedestrian oriented district. Large format markets and
department stores exceeding 4000 square feet on the ground floor are not permitted in order to
maintain the eclectic, small-scaled nature of the district. When the Commission originally
evaluated the SPA-11 Zone there was discussion of whether to restrict the front 15 or 20 feet of the
buildings to retail uses but the Commission ultimately did not recommend this restriction.
Commission Direction:
Should the SPA-11 Zone be applied to the remainder of the downtown district? Should
changes be made to the SPA-11 Zone as applied to Upper Pier Avenue, or as may be
applied to the remainder of the downtown district?
Is the mix of uses allowed appropriate? Should any restrictions be considered relating to
uses that may be located on the ground floor, such as revenue generating uses?
2. All parking in the pedestrian-oriented district should be allowed to be provided off-site, rather
than the current 25% of parking for buildings with greater than a one floor-to-area ratio (FAR).
This is only currently allowed in the SPA-11 Zone (Pier Avenue east of Hermosa Avenue to
6
Valley Drive) as an incentive to conserve iconic buildings (Section 17.38.550(D)).
Discussion: The suggestion is that all parking should be allowed to be provided offsite (subject to
payment of in-lieu fees) rather than requiring some of the parking to be provided onsite for
expansion or new buildings with more than one story. This suggestion recognizes that most lots in
the downtown area are too small or have limited street access to accommodate on-site parking and
is coupled with the general philosophy that common parking facilities should be used such as in
new parking structures developed by the City at city hall or at the community center for efficient
land use in this concentrated district for economic and social activity. It is possible that developers
could identify off-site parking locations for 100% of the required parking even in the absence of
construction of new facilities by the City. (see attached Downtown Parking Conceptual Master
Plan)
Encouraging the development and use of second floor commercial space will provide for more
daytime population in the downtown. This, in turn, will greatly support our current and future
ground floor retail and restaurants. It will also free up more square footage for sale tax generating
uses.
The SPA-11 Zone states that, “Building sites where buildings will exceed gross floor area to
building site area ratio of one to one (1:1) may pay an in-lieu fee for all the required on-site
parking spaces” as an incentive to protection of iconic buildings (17.38.550(D)). Conversely,
“Building sites where buildings will exceed a 1:1 gross floor area to building site area ratio shall be
required to provide a minimum of twenty-five (25) percent of the required parking on-site.”
(17.44.040(E)).
Commission Direction:
Should the provision in the SPA-11 Zone be allowed within the downtown core and not be
just limited to conservation of iconic buildings?
Should the SPA-11 Zone as applied to Upper Pier Avenue be modified to allow in-lieu fees
- generally and encourage second floor office and service uses, rather than just as an
incentive to conservation of iconic buildings?
3. There should be a reduced amount of required parking for commercial (office and retail) uses
within the pedestrian oriented district. Currently one space per 250 SF is required for these uses,
however, the Coastal Commission recently provided for a reduced standard of 1/333 SF, which is
more consistent with other beach communities, contingent on a parking evaluation from the City
which should be undertaken. This will assist in making the city more competitive in recruiting
retail and office uses.
Discussion: In 2003 the City amended the zoning code to require one space per 333 SF for office
and retail uses (17.44.040). However this provision sunset and a request by the City in 2007 to
extend it was not acted upon by the Coastal Commission due to the lack of a parking study being
filed as part of the application evaluating potential development, parking adequacy for these uses,
and its impact on beach parking. The Beach Use and Parking Study prepared for the General Plan
7
update indicates there is some surplus parking on the street and in the public lots on both weekends
and weekdays in the the downtown area. However further analysis of realistic development
potential to accompany the environmental document and application to the Coastal Commission
will be necessary.
Commission Direction:
Should the City pursue an amendment to reduce parking standards for retail and/or office
uses within the downtown district?
Should any parking reduction for office include the stipulation that a reduction for office
and service use is restricted to upper levels only (not ground floor) consistent with the
Strategy?
4. There should be a reduced amount of required parking for restaurant uses within the
pedestrian-oriented district. Currently, one space per 100 SF is required. Cities such as Redondo
Beach utilize a one space per 250 SF for pedestrian-oriented districts, which should be considered
in Hermosa Beach as well. (Also the City currently requires expansions of small restaurants to be
subject to a restrictive standard that parking must be provided for the entire restaurant rather than
just the expansion, this is discussion in item 9.)
Discussion: Snack shops, which are restricted to 25 seats and generally do not attract people as
part of single destination trip, are permitted to use the 1/250 SF standard pursuant to a parking
plan. If more, or expansions of existing, restaurants are desired in the downtown core or
downtown district generally then a parking reduction would facilitate this use. Inquiries of staff
indicate there is market demand to develop or expand restaurants. Anecdotal information also
indicates that restaurants (particularly on-sale) command more rent.
Commission Direction:
Are more, or expansions of existing, restaurants desired in the downtown core or
downtown district generally?
If so, should they be facilitated via reduced parking standards, and how great of a reduction
should be allowed? ....
Should a reduction be allowed only as an incentive to advance a stated purpose?
Should the allowance for snack shops to have a reduced parking standard (reduced from
1/100 to 1/250) be an administrative decision based on specific criteria, rather than
requiring a parking plan?
5. Outdoor seating should be encouraged for the creation of a more sociable environment within
the pedestrian oriented district. . Outdoor dining activates the street level and brings vibrancy, a
sense of community in a pedestrian district, which all adds to the quality of life. The determination
of the appropriate amount of outdoor seating within the public street right-of-way should be based
on lot frontage length, maintaining adequate space for pedestrian circulation and considerations
related to adjacencies and public safety. These are to be determined on a case-by-case basis at a
staff level by the Community Development and Public Works Director. Parking requirements for
outdoor seating should be reduced appropriately to encourage the diversity of types of
establishments within the downtown district and in particular within the Downtown Core. For
8
example, in Redondo Beach, no additional parking is required for the first 12 seats of outdoor
seating.
Discussion: The zoning code allows 200 SF of outdoor seating, with a max. of 13 seats (1/15 SF)
on the public right-of-way without provision of parking in the Downtown Core. However,
restaurants that purport to be snack shops must first apply for a parking plan; once determined to
be a snack shop the 200 SF allowance applies. The SPA-11 Zone does not allow outdoor seating
on the public right-of-way and on Pier Plaza outdoor dining encroachments are only allowed
contingent on compliance with parking requirements.
Commission Direction:
Should the prohibition on outdoor dining on Pier Avenue be eliminated and the 200 SF
allowance without parking be incorporated?
Should the standards for Pier Plaza encroachments be amended to allow the 200 SF
allowance without additional parking?
Should snack shops be allowed a reduced parking standard (from 1/100 to 1/250) as an
administrative decision based on specific criteria, rather than requiring a parking plan?
Should outdoor dining on the sidewalk for snack shops be counted as part of the 25
maximum number of seats allowed for snack shops?
6. Parking requirements should be reduced for mixed use buildings on a single lot that generate
parking demand during different times of the day without the need for a discretionary action by the
City. There are currently a variety of conditions upon which the amount of parking reduction may
be allowed or a fee paid in lieu of providing parking, but a discretionary review is required.
Discussion: As indicated, a parking plan considered by the Planning Commission is required in
order to share parking among uses with varying time of day demands (17.44.060, 210; 220).
Commission Direction:
Should the review of parking demands for mixed uses be an administrative decision?
7. Upper level office use should be encouraged to attract a lively downtown environment and
provide a greater daytime population that supports retail and restaurant uses. Parking for upper
level office use should be reduced and located off-site in shared parking and public parking
facilities.
Discussion: Parking standards for office uses are the same as for retail uses (1/250 SF). Office
standards are not related to location within the building.
Commission Direction:
Should the City pursue an amendment to reduce parking standards for upper floor office
uses within the downtown district?
Should any such reduction require a restriction on office uses on the ground floor such as
no future office on the ground floor, or relocation of office that may be located on the
ground floor to the upper floor?
9
8. Vehicular parking requirements should be reduced in exchange for the provision of additional
bicycle parking, beyond what is already required by the City. This provision is currently limited to
development along Pier Avenue. An equivalence of 4 bicycle spaces for one car space, up to 20%
of the parking required for non-residential projects should be considered (which is the provision
allowed in the City of Los Angeles and other cities’ zoning codes). This includes the required
bicycle parking and any additional bicycle parking.
Discussion: There is no specific requirement for parking reductions relating to provision of
bicycle parking. Provision of bicycle parking may support reduced parking per a parking plan.
The SPA-11 Zone requires provision of bicycle parking at the rate of one space per 7 employees or
3,000 square feet of new floor area: “Secure bicycle parking facilities shall be supplied at the rate
of one (1) space per seven (7) employees or three thousand (3,000) square feet of floor area.
Bicycle facilities installed onsite shall not be placed within required pedestrian ways. Where
facilities cannot be accommodated onsite as determined by the community development director or
planning commission, the developer shall pay a commensurate fee adopted by the city for the
provision and installation of bicycle parking facilities along Pier Avenue in a manner determined
by the public works director. ’Secure’ facilities means firmly attached devices in well-lit locations,
protected from rain if feasible.” (17.38.550(I)(5))
Commission Direction:
Within the downtown district should parking requirements should be reduced in exchange
for the provision of additional bicycle parking?
Is an equivalence of 4 bicycle spaces for one car space, up to 20% of the parking required
for non-residential projects be considered?
Could this bicycle parking be provided offsite?
9. For an existing non-restaurant use that is converting to restaurant use and whose parking
requirements are met in common facilities within the pedestrian-oriented district, a credit against
the future parking requirements should be allowed, based upon the zoning requirements of the
existing use. Currently this is not allowed for some types of restaurants in the downtown district.
Discussion: The zoning code applicable to the downtown district states, “B. When the use of an
existing building or portion thereof is less than five thousand (5,000) square feet gross floor area is
changed from a nonrestaurant use to a restaurant use, the parking requirement shall be calculated
as set forth in Section 17.44.030, with no parking credit allowed for the existing or prior use.”
(17.44.040(B)) This disincentivizes conversion of small retail, service or office uses to restaurants
uses. Conversely, a credit is allowed for conversion of non-restaurant uses of 5,000 SF or greater
to restaurant uses.
Commission Direction:
Is the existing standard consistent with the vision for the downtown district?
Should conversion of small (under 5,000 SF) format uses to restaurant continue to be
disincentivized?
10. Parking requirements for commercial uses within the pedestrian-oriented district should be
10
allowed in common facilities within a quarter mile walking distance. This is currently only allowed
for second floor office space as an incentive to conserve iconic buildings in SPA-11 zone along
Pier Avenue.
Discussion: This recognizes the walkability of the downtown district and strategy to consolidate
parking. Currently parking must be onsite or located within 300 feet of the use for which it is
provided, on property under the same ownership (17.44.090(A)). Since a parking plan only
allows consideration of number of spaces, a Variance would be required to consider a longer
distance and variance findings can be difficult to make. In the SPA-11 Zone, as an incentive to
conserve iconic buildings, “Parking spaces for office uses located on a second story may be
located not more than one-quarter (1/4) mile walking distance from the site, and/or on property not
under the same ownership as such office use. Where the parking is located off-site, the owners
shall file with the community development department a covenant approved by the city and
recorded by the office of the Los Angeles County Recorder for the improvement and maintenance
of the required parking facilities for the use specified.” 17.38.550(D))
Commission Direction:
Should parking requirements for commercial uses within the downtown district be allowed
in common facilities within a quarter mile walking distance?
11. Parking requirements for commercial uses within the pedestrian-oriented district should be
based on a net usable building square footage basis, that is, not including for example, bathrooms,
hallways, lobbies, service, storage and mechanical rooms.”
Discussion: The zoning code bases parking standards on gross floor area. "Gross floor area"
means the total area occupied by a building or structure, excepting therefrom only the area of any
inner open courts, corridors, open balconies (except when utilized, e.g., restaurant seating or
similar usage), and open stairways. Such total area shall be calculated by measuring along the
outside dimensions of the exterior surfaces of such building or structure.” (17.44.010). The
Commission has allowed some spaces, which are unlikely to be occupied or occupied concurrently
with other spaces to be exempted based on a parking plan documenting parking demand. This is
essentially the reasoning for basing parking on net usable building square footage. This could
complicate future remodels or rearrangement of spaces which then need to supply parking for
spaces which were not counted.
Commission Direction:
Should parking for commercial uses within the downtown district be based on a net usable
building square footage basis, that is, not including for example, bathrooms, hallways,
lobbies, service, storage and mechanical rooms?
II. COMMERCIAL TENANTING STRATEGY
11
The Commercial Tenanting Strategy cited above addresses way to increase daytime activity to
support retail uses. It notes that “the current retail tenant mix along Pier Avenue and Hermosa
Avenue appears to be overrepresented in the health and beauty sector - uses more typical of a
neighborhood center than a retail shopping district and are under-represented in the apparel sector,
where the City exhibits significant retail leakage.”
Most of the Guidelines provide direction (bolded) that could be incorporated into the zoning code
in the form of use restrictions or design standards to ensure its implementation:
A. Increase retail uses along Pier Avenue and Hermosa Avenue that appeal to
residents as well as visitors, which are overrepresented by the health and
beauty sectors and financial sectors, and underrepresented by the clothing
sector.
B. Active ground level uses that engage a diverse and pedestrian oriented
population must be provided on key corridors (Pier Plaza, Hermosa Avenue,
Pier Avenue, and The Strand between 11th to 13th Streets) and adjacent to
important public spaces. Parking, driveways, walls lacking permeability, and
non-retail uses (including offices and appointment-driven services) are to be
avoided.
C. Encourage uses that increase the day-time population and longer visitor
stays in order to support retail development.
D. Office development on upper floors or outside the Downtown Core can build
economic support for local-serving retail and quality dining establishments.
E. The encouragement of office and hotel uses cannot occur at the expense of
creating a pedestrian oriented place.
F. Activities that spill out and populate the public spaces create a pedestrian
environment and communicate that the Downtown District is a place is worth
visiting.
G. Maintain and improve the connectivity of the street/alley grid so people can
continue to easily move from place to place, especially by walking and
biking.
H. Maximize uses welcoming and accessible to the general public along
beachfront frontages and at locations with coastal views.
I. Improvements to the public realm such as streetscape, plaza, and parking
management, will enhance the image and identity of the Downtown Core as a
pedestrian and retail destination.
J. Continue the current trend towards bicycling for both recreation and work trips by
12
the provision of convenient bicycle travel ways and bicycle parking.
K. Zoning modifications that facilitate parking in publicly managed
consolidated/centralized facilities serving multiple uses rather than
providing parking on each site will help maintain the eclectic character of the
Downtown District, create a pedestrian oriented place, and improve land use
efficiencies. (see attached Downtown Parking Conceptual Master Plan)
Commission Direction:
Should a Specific Plan Area code be created for the Downtown Core incorporating relevant
Guidelines along with pedestrian-oriented form standards?
Should additional restrictions on the types of uses within this narrowly defined area be
imposed?
Should office and service-type uses be required to be located on upper floors?
III. HERMOSA AVENUE STREETSCAPE IMPROVEMENTS
The proposal for redevelopment of Hermosa Avenue is integrally related to the private realm. This
strategy states, “Just as Pier Avenue is the gateway to the downtown district from the east,
Hermosa Avenue is an important north/south gateway into the City. It traditionally served as the
“main street” to the community, providing essential goods and services for the local population.
Hermosa Avenue has significant regional continuity but does not present a strong sense of arrival
when it traverses the downtown core. Improvements that enhance this sense of arrival and provide
a stronger sense of the downtown as a district should be considered.
Just as the improvements on Pier Avenue have spurred reinvestment and positive changes,
improvements to Hermosa Avenue between 10th and 14th Streets can strengthen the economic
underpinnings of this part of the Downtown Core. A concept similar to what was successfully
undertaken along Pier Avenue was favorably considered by the City Council at a recent study
session in reference to the improvements planned for Hermosa Avenue. This concept would
involve the provision of wider 20-foot sidewalks on the sunny east side of the street, where
sidewalk cafes and outdoor seating should be encouraged, the addition of street trees and
intersection and median improvements, as well as diagonal parking.”
The Guidelines illustrates how the vision for Hermosa Avenue draws upon the success of Pier
Avenue.
A. Make improvements to create a sense of arrival and definition of the Downtown
Core as a unique district.
B. Implement a streetscape strategy similar to that along upper Pier Avenue: consider
wider sidewalks, street trees, intersection and median improvements, diagonal
parking, and also sidewalk cafes.
C. Widen sidewalks and public plazas on Hermosa Avenue will create space for cafes
and outdoor dining and attract additional patrons.
13
D. Provide convenient on-street parking on Hermosa Avenue to make retail shopping
appear more accessible and attractive.
Commission Direction:
Consider whether a code similar to the SPA-11 Zone should be created for Hermosa
Avenue.
IV. PIER PLAZA AND THE STRAND IMPROVEMENTS
The Strategy states, “Furthermore, upper story uses would not only provide additional activity but
provide a better scale to this wide space and additional support for the retail uses along it.”
The Guidelines provide several bolded directives that could be incorporated into the zoning code
to facilitate implementation:
A. Promote and facilitate frequent activities (e.g. weekly) that attract residents and
create a greater sense that these spaces are not only for visitors but also for
residents. (see attached Sociable City Plan)
B. Rescale the Plaza to make it more attractive during times when fewer people are
present: consider extending palm trees westward, smaller canopy trees, and
elements that will make it more inviting such as lighting and banners.
C. Encourage multi-story uses along the Plaza to provide additional activity and
support for the retail uses, and to frame this wide space by improving the
sense of scale and security.
D. Create a stronger destination for residents and families: consider playground,
fitness area, bicycle facilities, and other family and multi-generational activities and
facilities.
E. Ground floor frontages on Pier Plaza and The Strand between 11th to 13th
Streets, must provide quality public spaces that appeal to a diverse
population and create a more sociable and attractive place. Parking,
driveways, walls lacking permeability, and non-retail uses (including offices
and appointment-driven services) are to be avoided.
Commission Direction:
Should the relevant provisions be incorporated into the zoning code along with restrictions
or incentives to encourage implementation?
V. HOTEL DEVELOPMENT STRATEGY
The Hotel Development Strategy states, “It is important that an attitude is taken that looks to the
achievement of the qualitative dimensions of place-making as of at least equal value to the
achievement of the room count and yield of the hotel.” ... “The goals of the [Healdsburg] hotel
14
project were to not only provide for the lodging of visitors but to create a special place that would
contribute to the life on the square and become a catalyst for further retail and restaurant
development.”
The Catalyst Hotel Development Strategy is well defined in the Guideline adopted by Council and
provisions relevant to zoning are bolded:
A. High quality hotel development that respects the scale and unique character of
Hermosa Beach and provides significant quality public spaces and benefits can
enhance the hospitality, identity and economic viability of the Downtown District.
B. Catalyst hotel projects provide strategic, transformative and differentiated
development:
Rather than representing “business as usual,” catalyst projects define,
enhance and communicate the City’s brand, and activate community
involvement, participation, and innovation.
Advance community objectives to maintain our small beach town character,
enhance economic and environmental sustainability, and support an active
healthy lifestyle.
Provide significant and demonstrable positive effects on the social and
economic fabric of the Downtown District, including benefits to residents,
businesses, and visitors.
Make significant contributions to a livable and sustainable community.
C. Catalyst development that provides public benefits may merit public/private
partnerships or incentives of various types, including potential use of city
assets, consistent with community objectives and values and these
guidelines.
High priority benefits include:
Includes uses, amenities or spaces that provide the ability for the
public to use or derive benefit from the project.
Provides space and design that facilitates a more diverse and
balanced mix of uses that appeal to residents as well as visitors.
Provides a unique hotel product with a quality design and experience
that strives for a top rating of four-star or higher at all times.
Design and operation that reduces vehicle trips in the Downtown.
15
Demonstration of environmental leadership through development
design and operations consistent with the city’s carbon neutral goal.
Design and operation that expands opportunities for walking, biking
and use of alternative modes.
Demonstration of marine protection through development design and
operations that result in net zero urban and stormwater runoff.
Other priorities include:
Minimizing parking demand through use of shuttles, carsharing, etc.
Improvements or investments that serve as a catalyst to carbon reduction
by others.
D. Catalyst development design exhibits the following:
Takes a holistic and integrated approach in order to maximize
community benefits and compatibility.
Creates high quality public spaces for uses that appeal to a diverse
population throughout the day and create synergy with nearby
development.
Community spirited improvements or public benefits may be located
on property being developed for a hotel or other catalyst project, or on
other property that is associated with the comprehensive development
project.
Maintains the connectivity of the mobility grid (streets, alleys,
pedestrian and bike pathways) so people can continue to easily move
from place to place, especially by walking and biking.
E. Hotel development with frontage on Pier Plaza, The Strand between 11th and 13th
Streets, Hermosa Avenue, or Pier Avenue exhibits the following:
The ground floor frontages on the Pier Plaza, Hermosa Avenue and
The Strand between 11th to 13th Streets must provide quality public
spaces appeal to a diverse population and create a more sociable and
attractive place.
Parking, driveways, walls lacking permeability (without windows and
doors inviting to the general public), and ground floor non-retail uses
(including uses such as offices and appointment-driven services)
must be avoided.
16
Multi-story buildings should be developed on Pier Plaza to provide
additional activity and support for the retail uses, and frame the wide
space by improving the sense of scale and security. Development
design and architecture should be mindful of the identity and scale of
the City and the Downtown District, while celebrating the unique
setting.
Provision of high quality public spaces on the ground floor and roof
terraces which enhance opportunities to enjoy the unique beachfront
setting of Hermosa Beach but do not add stories may merit
consideration of increased height. Any increased height is subject to a
vote of the people.
Commission Direction:
Should the relevant provisions be incorporated into the zoning code along with restrictions
or incentives to encourage implementation?
Attachments:
1. Zoning code: Specific Plan Area No. 11 Zone (Upper Pier Avenue)
2. Zoning code: Off-Street Parking
3. March 17, 2015 Staff Report/Attachments
4. Sociable City Plan
5. Downtown Parking Concept Plan
17
Attachment 1
SPA No. 11 Zone – UPPER PIER AVENUE
17.38.510 Plan area no. 11 – Authority.
This specific plan area is an instrument for implementing the general plan pursuant to Article 8, Chapter 3,
of the state Planning and Zoning Law (California Government Code §65450 et seq.). (Ord. 09-1300 §1,
May 2009)
17.38.520 Plan area no. 11 – Location and description.
The subject area, known as ’Upper Pier Avenue’, is located on the north and south sides of Pier Avenue
between Valley Drive and Hermosa Avenue, within the downtown district. The area is designated as
’general commercial’ on the official general plan map. (Ord. 09-1300, §1, May 2009)
17.38.530 Plan area no. 11 – Purpose.
The purpose of this specific plan area is to set forth the development requirements, standards and uses for
the subject area for the following purposes:
A. Create a pedestrian-oriented seaside village center of small-scale commercial establishments that attract
and serve local residents, in addition to visitors.
B. Protect the history and character of upper Pier Avenue and the city of Hermosa Beach.
C. Retain a ’sense of place’ with buildings of diverse character that have been constructed over time,
reflecting use of local materials and changes in architecture and culture.
The SPA-11 zone is also intended to:
A. Strengthen the city’s economic base, and protect small businesses that serve city residents.
B. Create a suitable environment for commercial uses and protect the available commercial land resources
from change to noncommercial land uses and from the adverse effects of inharmonious uses.
C. Minimize the impact of commercial development on adjacent residential districts.
D. Ensure that the appearance and effects of commercial building and uses are harmonious with the
character of a pedestrian-oriented seaside village.
E. Ensure the provision of adequate off-street parking, loading and pedestrian amenities.
F. Protect the environment, particularly air and ocean water quality, though green building, reduced
greenhouse gas emissions, energy, materials and water conservation, water quality protection, and other
sustainable measures. (Ord. 09-1300, §1, May 2009)
18
17.38.540 Plan area no. 11 – Uses.
A. General. The following permitted and conditional uses are intended to be consistent with the purposes of
this zone. Uses that support pedestrian activity should be prominent, including day time uses that serve the
local residents and community.
For definitions of the listed uses see Section 17.04.050. “Pedestrian-oriented” means uses and activities that
attract, accommodate and are highly visible to people who are walking. Most prominent on the ground floor
are retail uses, restaurants or snack bars, and places for people to congregate, with offices, services and
business services on second stories."
B. Permitted and Conditional Uses. The following use classifications are allowed subject to the
requirements of this section and zone. In the following matrix, the letter "P" designates permitted use
classifications. The letter "U" designates use classifications permitted by approval of a conditional use
permit. Section numbers listed under "see section" reference additional regulations located elsewhere in the
zoning ordinance or this code, and others may apply.
In addition to the requirements in Chapter 17.40 of this Code, no conditional use shall be approved in this
Specific Plan Area unless the planning commission finds the use, and its location and design, are consistent
with the purposes of this zone.
P = Permitted
U = Conditional Use Permit (CUP) required (See Chapter 17.40)
USES P or U SECTION
Alcohol beverage establishments, on-sale (not including restaurants closing before
10:00 p.m. serving only beer and wine
P 17.40.080
Alcohol beverage establishment, off-sale -- (closing at 11:00 p.m. or earlier) P
Alcohol beverage establishment, off-sale -- (open between 11:01 p.m. and 2:00 a.m.) U 17.40.090
Aquariums, sales and supplies of marine life P
Art/antiques/curios gallery or shop P
Audio/video equipment and supplies, sales and repair P
Bakery P
Banks and financial institutions P
Barber/beauty shop P
Books/news/magazines, sales P
Billiard or pool halls U 17.40.020
Clinic, dental and/or medical P
Clothing and wearing apparel sales and service P
Copying and printing services and supplies P
Clubs, private U 17.40.020
Convention/meeting hall U 17.40.020
Day nursery, preschool U 17.40.110
Dancing, customer P
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USES P or U SECTION
Department stores (maximum 4,000 square feet of floor area on ground floor) P
Department stores (more than 4,000 square feet of floor area on ground floor) U 17.40.020
Drugstore P
Entertainment, live U 17.40.020
Florist or plant shop O
Food and beverage market (maximum 4,000 square feet of floor area on ground floor) P
Furniture/furnishings, sales and display P
Garden equipment, small, hand-operated, sales and rentals P
Gymnasium/health and fitness center P
Hardware/home improvement store P
Hobby and craft supplies and service P
Household appliances/office equipment, sales and repair P
Interior decorating studio, store or shop P
Florist or plant shop P
Large day spa U 17.40.050
Laundry business and dry-cleaning (including self-service) P
Locksmith business P
Massage therapy business U 17.40.160
Messenger service P
Movie theaters U 17.40.020
Museums P
Music academy U 17.40.020
Musical instruments, retail and repair P
Offices, general P
Outdoor uses on private property: dining, merchandise displays, entertainment, or
special performances
U 17.40.020
Parking lots and /or structures U 17.40.020
Pet grooming, no overnight kennels P
Photography (equipment sales and service, film processing, studio) P
Printing and or publishing business, commercial P
Restaurant (drive-in, drive-thru window, outdoor dining on public right-of-way or
outdoor walk-up window on public right-of-way is not allowed)
P
Restaurant with on-sale alcoholic beverages limited to beer and wine, closing at 10:00
p.m. or earlier
P 17.26.060
Restaurant with on-sale alcoholic beverages, limited to restaurants with beer and wine
closing later than 10:00 p.m. and restaurants with on-sale general alcoholic beverages
U 17.40.080
Reverse vending machine(s) U 17.40.120
Secondhand merchandise, retail sales (pawn shops are prohibited) P
Snack bar/snack shop P
Sporting/recreational equipment sales, service, and rental P
Supermarkets (more than 4,000 square feet of floor area on ground floor) U 17.40.020
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USES P or U SECTION
Ticket broker/sales P
Temporary outdoor uses in conjunction with special event: merchandise displays,
dining, entertainment, special performances, parades
* 12.12.070
Tobacco store P
Toy store P
Wireless communication facility U 17.40.170
Youth Hostel U 17.40.150
*Allowed by special permit approved by city council on public street/right-of-way pursuant to Section
12.12.070 and allowed on private property in conjunction with such special permit.
C. Similar Uses Permitted. Use classifications not listed as permitted or conditional uses shall be prohibited
unless the community development director finds the use consistent with the purposes of the zone, and
similar to and not more objectionable than other uses listed, as provided in Section 17.26.040.
D. Nonconforming Uses and Structures. Nonconforming uses and structures shall be subject to the
provisions of Chapter 17.52, except as follows:
1. Residential uses. Residential uses in existence on the effective date of this section codified in this chapter
may continue, be remodeled or altered, provided that:
a. The number of dwelling units, floor area per unit, and number of bedrooms per unit shall not be
increased.
b. The continuation or alteration of residential uses located on the second story shall remain limited to the
second story, and no new residential uses shall be located on the ground floor.
c. Alteration of buildings or portions of buildings used for residential uses shall conform to the standards of
this zone, excluding Sections 17.38.550(G) and (H).
2. Nonconforming buildings (excluding residential uses).
a. Structural removal. Although not required, removal and replacement of building facades should conform
to 17.38.550(G) and (H) to the extent feasible. Modification or alteration of portions of a structure
nonconforming to front yard requirements if completely removed shall comply with the requirement to
place buildings close to the frontage line unless the community development director, or planning
commission when a precise development plan is required determines this requirement to be infeasible.
b. Expansion shall conform to the requirements of this zone, including requirements to place buildings close
to the frontage line.
c. Determination of compliance with this section shall be made by the community development director.
3. Nonconforming use limits other uses. Conforming uses may be established on lots or in buildings with
nonconforming uses, unless the community development director or planning commission determines that
said uses are incompatible. (Ord. 09-1300, §1, May 2009)
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17.38.550 Plan area no. 11 – Development standards.
A. Purpose. Development shall be sited, designed, operated and maintained in a manner that achieves and is
consistent with the development standards and purposes of this zone. Provisions that are encouraged but not
required are indicated with words such as should, encouraged, although not required, and if feasible.
B. Uses Conducted within Buildings or Enclosures. All uses shall be conducted wholly within a building
enclosed on all sides, except for the following:
1. Outdoor uses may be permitted by Conditional Use Permit as stated in Section 17.38.540(B).
2. Uses incidental to a use conducted primarily within a building located on the premises, as determined by
the community development director, provided that such incidental uses are not conducted in whole or in
part on sidewalks, public ways or within any required yard; and that such incidental uses are of a type
which cannot be economically or practically conducted within buildings. Where incidental uses are not
conducted within a building, no part of the area devoted to the incidental uses shall be considered as part of
the required parking facilities. All uses shall be substantially screened from public visibility, public streets,
parks or other public places, and public properties. Uses within the meaning of this section include but are
not limited to parking stalls, parking attendant booths, solid waste and other enclosures.
3. Commercial parking lots pursuant to a Conditional Use Permit as stated in Section 17.38.540(B).
4. Temporary outdoor merchandise display or outside dining in conjunction with a temporary outdoor event
such as a sidewalk sale authorized by the City Council by special permit as set forth in Section 12.12.070.
C. Location of Uses in Buildings - Incentives. Pedestrian-oriented uses are strongly encouraged to locate on
the ground floor, fronting Pier Avenue. Service, office and other non-pedestrian oriented uses are
encouraged to locate on the second story. When there is a mix of uses on the ground floor, the pedestrian-
oriented uses should be located so that the building facade, window displays and interior are highly visible
to pedestrians on the public sidewalk. The planning commission may grant incentives to facilitate this
pattern of uses pursuant to the procedures in this subsection.
1. Incentives. Deviation from one or more zoning standards that inhibit construction, alteration or expansion
of a second story for non-pedestrian oriented uses, or inhibit location of pedestrian-oriented uses on the
ground floor may be granted. Deviation from parking requirements shall not be granted as an incentive.
2. Procedures.
a. Applications for incentives filed with the community development department shall include a statement
of incentives requested, statement of the specific relief that the incentive will provide, and fee adopted by
the city.
b. Procedures for the conduct of hearings, report of decision and findings, appeals, reapplication upon
denial, and revocation shall be in accordance with Section 17.38.560(B).
3. Findings.
a. In granting incentives, the planning commission shall make all of the following findings:
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i. The incentive(s) will facilitate the ability to locate pedestrian-oriented uses on the ground floor and/or
offices or other non-pedestrian-oriented uses on the second story.
ii. Any deviation from zoning standards is to the minimum extent necessary.
iii. The incentives are consistent with the purposes of this zone.
iv. The project will not involve demolition or significant alteration of a building that significantly
contributes to the character of Upper Pier Avenue as determined by the commission.
v. The incentives will not conflict with the provisions of, or be detrimental to, the general plan.
vi. The incentives will not be materially detrimental to the public welfare or injurious to the property or
improvements in the vicinity and this zone.
b. The commission may place conditions on the granting of incentives to ensure that incentives granted will
be implemented consistent with the findings of approval and do not otherwise constitute a grant of special
privilege.
D. Conservation of Existing Buildings - Incentives. The conservation and continued use and reuse of
existing buildings that are iconic of and contribute to the character of upper Pier Avenue as a small-scale,
pedestrian-oriented village with diverse architectural character is encouraged through the granting of
incentives by the Planning Commission.
Buildings need not be designated as historic landmarks pursuant to Chapter 17.53 in order to be eligible for
the granting of incentives.
1. Incentives. Deviation may be granted from zoning standards, including parking requirements and in-lieu
fees, that inhibit ability to retain, restore or reuse an existing building determined by the planning
commission to be worthy of retention. Deviation from parking requirements may include:
a. A parking credit for the existing or prior use may be granted when a non-restaurant use less than five
thousand (5,000) square feet of gross floor area is changed to a restaurant use.
b. Parking spaces for office uses located on a second story may be located not more than one-quarter (1/4)
mile walking distance from the site, and/or on property not under the same ownership as such office use.
Where the parking is located off-site, the owners shall file with the community development department a
covenant approved by the city and recorded by the office of the Los Angeles County Recorder for the
improvement and maintenance of the required parking facilities for the use specified.
c. Building sites where buildings will exceed gross floor area to building site area ratio of one to one (1:1)
may pay an in-lieu fee for all the required on-site parking spaces.
d. Other parking modifications or reduction of in-lieu parking fees.
2. Procedures.
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a. Applications for incentives filed with the community development department shall include a statement
of incentives requested, statement of the specific relief that the incentive will provide, evidence that the
building is worthy of retention, and fee adopted by the city.
b. Procedures for the conduct of hearings, report of decision and findings, appeals, reapplication upon
denial, and revocation shall be in accordance with Section 17.38.560(B).
3. Findings.
a. In granting incentives, the planning commission shall make all of the following findings:
i. The conservation of the existing building will contribute to the character of upper Pier Avenue and
advance the purposes of this zone set forth in Section 17.38.530, or the building has been designated by a
state or federal agency or the city council as a landmark pursuant to Chapter 17.53.
ii. The project will not result in significant alteration of the building. "Significant alteration" means changes
or modifications that adversely alter, affect or destroy exterior architectural features or the essential
elements that make the building worthy of protection.
iii. Any deviation from zoning standards is to the minimum extent necessary.
iv. The incentives are consistent with the purposes of this zone.
v. The incentives will not conflict with the provisions of, or be detrimental to, the general plan.
vi. The incentives will not be materially detrimental to the public welfare or injurious to the property or
improvements in the vicinity and this zone.
b. The commission may place conditions on the granting of incentives to ensure that the project and
incentives granted will be implemented consistent with the findings of approval. The granting of parking
incentives may be accompanied by reasonable requirements to provide additional pedestrian or other
transportation amenities. The future significant alteration of the building shall not be approved by the city
unless and until any fees waived or reduced by the city pursuant to this section have been paid. Parking
incentives granted shall not be credited toward any future use of the property. An affidavit evidencing such
conditions approved by the city and recorded by the office of the Los Angeles County Recorder shall be
filed with the community development department.
4. Any waiver or reduction of in-lieu parking or other fees shall be in the form of a recommendation to the
city council, which shall make the final determination pursuant to Section 17.38.560(B).
E. Height and Number of Stories. Buildings shall be oriented and designed so as to improve the pedestrian
environment and not overwhelm the sidewalk.
1. No building shall exceed a maximum height of thirty (30) feet. No building shall exceed two (2) stories.
2. Notwithstanding Section 17.46.010, no roof structure or element shall exceed the thirty (30) foot height
limit; provided that antennas, satellite dishes and similar structures, solar energy systems, and single-pole
umbrellas and small wind energy systems may exceed the height limit to the extent allowed by Chapter
17.46.
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3. The ground floor of a two story building, or any one story building, shall not exceed sixteen (16) feet in
height, provided that parapets and other screens to conceal rooftop apparatus and roof deck railings may
exceed this limit to the minimum extent necessary as determined by the community development director.
4. The second story of buildings on the Pier Avenue frontage shall be set back a minimum of:
a. Five (5) feet from the face of the ground floor facade along at least fifty (50) percent of the facade length,
provided building height does not exceed twenty-five (25) feet; or
b. Ten (10) feet from the face of the ground floor facade along at least fifty (50) percent of the facade length
if building height exceeds twenty-five (25) feet.
5. The following shall not be counted as a story:
a. Mezzanines that cover less than one-third of the floor area of the story immediately below it.
Semi-subterranean floors not exceeding three (3) feet above the adjacent Pier Avenue sidewalk grade at any
point within twenty (20) feet of the lot frontage line. This provision is intended to provide flexibility in
design to accommodate to changes in slope and shall not supersede the requirements in Subsections
17.38.550(G)(2) and 17.38.550(G)(3) enabling storefront visibility to the pedestrian.
F. Building Location and Setback Requirements.
1. Front Yard: Buildings shall be located close to the front lot line along Pier Avenue as follows. Building
facades shall be oriented approximately parallel to the Pier Avenue frontage so that the building facade,
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window displays and interior are highly visible to pedestrians on the public sidewalk as provided in this
subsection. Buildings shall not be located more than six (6) feet distant from the Pier Avenue lot frontage
along fifty (50) percent of the length of the frontage. The distance from the frontage line may be increased
up to twelve (12) feet for elements oriented to the pedestrian, such as prominent entryways, awning and
gallery frontages, patios, benches, or planters with approved landscape to shade benches or the sidewalk.
2. Alley Setback. Setbacks shall conform to Section 17.44.130.
3. Rear and Side Yard Setback Adjacent to Residential Zones.
a. A minimum rear and/or side yard setback of five (5) feet shall be provided, except where public rights-of-
way twenty (20) feet or greater in width separate the site from the residential zone.
b. Existing commercial buildings that do not comply with residential setback requirements shall not be
considered nonconforming, and may be remodeled or expanded as long as new construction conforms to the
requirements of this zone.
G. Storefront Frontages. Building facades fronting Pier Avenue shall be designed as storefronts to facilitate
pedestrian activity.
1. Facades shall have a prominent entryway easily accessible from the sidewalk and compliant with the
Americans With Disabilities Act of 1990, as amended.
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Although not required, primary entrances are encouraged be situated at the corner of buildings located at
street intersections.
The first story of buildings located within three (3) feet of the sidewalk shall be a minimum height of twelve
(12) feet above sidewalk grade to accommodate awning or gallery frontage types.
Projections over the sidewalk shall provide a minimum of eight (8) feet of vertical clearance from the
sidewalk, and not extend closer than two (2) feet to the curb, and are subject to approval of an
encroachment permit as set forth in Chapter 12.16.
Although not required, awning or gallery frontage types are encouraged along Pier Avenue to provide shade
and building articulation. The planning commission may require awning frontage types in conjunction with
a precise development plan.
2. Doors fronting Pier Avenue shall be at sidewalk grade or at finished grade of the adjacent access way,
spaced on average no farther than thirty (30) feet apart, and operable. Openings between buildings with
publicly accessible walkways leading to courtyards, businesses or alleys may be counted as doorways when
calculating this spacing. Out-swinging doors or windows encroaching on the sidewalk require approval of
an encroachment permit as set forth in Chapter 12.16.
Door walls and features that open to the sidewalk creating accessibility and visibility to the pedestrian are
encouraged but not required.
3. On the ground floor facade fronting Pier Avenue, glazing shall cover at least seventy (70) percent of that
area of the facade located between three (3) feet and eight (8) feet in height. "Glazing" means a transparent
part of a wall, typically made of glass or plastic. Minor modifications to the location of glazing on the
facade may be approved by the community development director to maximize visibility for the pedestrian
on the sidewalk. Glazing shall be substantially transparent (e.g., 90% light transmission). Specialty
windows may use stained or opaque glass.
Buildings located at street corners are encouraged but not required to continue the glazed area on the
elevation facing the secondary frontage.
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H. Other Architectural Standards. The architectural character of Pier Avenue reflects Hermosa Beach’s
locale and historic development patterns. Consistent with Hermosa Beach’s eclectic architecture,
compatibility and variety, among styles and elements, rather than uniformity, is desirable along Pier
Avenue.
1. Building mass, facades and roof lines shall be varied and articulated to reduce the appearance of bulk and
mass, and maintain pedestrian scale and visual interest from the public sidewalk. Long, straight facades and
blank elevations visible from Pier Avenue are not allowed. Facades and elevations shall be designed with
openings and elements that provide relief or articulation, incorporating one or more of the following:
cornices, parapets, eaves, awnings or canopies, balconies, entry or patio insets, or similar features. Second
stories shall incorporate windows and one or more architectural elements (e.g., balconies, planter boxes,
awnings). All exposed elevations, including rear and side elevations, shall be designed for compatibility.
2. Franchise architecture conflicts with local character and is not allowed. "Franchise architecture" means
building design that is trademarked, branded or identified with a particular chain, corporation or business.
Franchise architecture can be avoided by altering scale, proportion, branded element locations, colors, or
incorporating locally recognizable elements. This provision does not prohibit chain, franchise or formula
businesses within the specific plan area.
Surfaces shall be painted, treated or otherwise exhibit a finished look. Multiple storefronts with a common
facade or appearance shall be coordinated, but should not be identical. Synthetic material, such as
hardboard siding, shall very closely simulate the natural material and have equal or better weathering
characteristics. Exposed concrete block, corrugated metal, chain link fencing, and similar materials that
present an unfinished or industrial look shall not be used on any building or wall visible from a public street
or alley, except as accents.
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Although not required, exterior colors should be characteristic of natural building materials and compatible
with the surroundings, without being identical. Vandalism resistant finishes are preferred.
3. Elements of poor visual quality (e.g., rooftop mechanical devices, loading, service areas, utilities) shall
be sited, designed and screened compatible with site elements to minimize visibility from Pier Avenue.
Siting, design and screening shall also minimize visual, noise and air quality effects on nearby residential
uses. Flat roofs shall be enclosed by parapets a minimum of forty-two (42) inches high to conceal rooftop
apparatus; rooftop elements and structures and their screening shall not exceed the height limit, provided
that antennas, satellite dishes and similar structures, solar energy systems, and single-pole umbrellas may
exceed the height limit to the extent allowed by Chapter 17.46.
4. Solar orientation. Projects that require a precise development plan shall incorporate the following
elements to facilitate passive and active solar energy use unless found by the planning commission to be
infeasible or inapplicable due to site conditions:
a. Design and orientation to accommodate solar collection systems.
b. Install cool roofs.
c. Install deciduous vegetation, overhangs, awnings or other features to protect south/west faces and/or
improvements to moderate interior temperatures.
Although not required, smaller projects should be designed to maximize opportunities for passive and active
solar energy use.
5. Accessibility and visitability.
a. Design and operation of development shall comply with the Americans With Disabilities Act of 1990 as
amended and to the extent practical other requirements that facilitate physical accessibility for all persons,
such as universal design principles.
b. Projects that require a precise development plan shall incorporate the following elements to maximize
accessibility to all persons unless found by the planning commission to be infeasible due to site conditions.
A minimum of one (1) zero-step entrance to each building from an accessible path from the sidewalk and
handicap parking space to the front, side or rear of each building shall be provided. All ground floor interior
doors (including bathrooms) shall provide at least thirty-two (32) inches of clear passage. One half-bath
(toilet and sink) shall be provided on the ground floor of each building.
Although not required, smaller projects including second story businesses and facilities, should maximize
accessibility by incorporating the elements above.
I. Circulation and Parking. Development shall be designed to maximize pedestrian circulation among
buildings, lots, and the street, coordinated with vehicular circulation.
1. Accessible sidewalks and pedestrian ways a minimum of four (4) feet wide shall be provided connecting
buildings with the street, parking and other buildings. Pedestrian ways not illuminated by street lighting
fixtures shall be provided with security lighting.
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Pedestrian ways for projects that require a precise development plan shall be increased to five (5) feet in
width unless the planning commission determines the requirement to be infeasible.
2. Parking location. Parking lots and parking structures shall be screened from visibility from Pier Avenue
by buildings, and be accessed from alleys or secondary streets where available. New curb cuts on Pier
Avenue shall not be allowed. Driveway and garage encroachments on alley or secondary street frontages
shall be located at least thirty (30) feet from the Pier Avenue lot frontage line. Encroachments shall not
exceed the required minimum width of nine (9) feet per lane. Directional signage to parking not readily
visible from Pier Avenue shall be provided not to exceed a total area of four square feet per face and ten
feet from grade to the highest portion of the sign body.
3. Surface parking lots. Surface parking visible from Pier Avenue shall be screened by buildings or by
streetscreens (landscape that provides screening, fences or walls, or combination thereof) in compliance
with the following requirements.
a. Streetscreens shall be a minimum height of three (3) feet compatible with building or site elements.
Streetscreens exceeding three (3) feet, but not more than four (4) feet in height, may be allowed at the
discretion of the Community Development Director or planning commission if at least thirty (30) percent
permeable (e.g., openings encompassing 30% of the face) and well articulated to avoid a walled effect, and
provided vision clearances set forth in Section 17.46.060 are maintained.
b. Streetscreens incorporating planters shall comply with Subsection 17.38.550(L).
c. Streetscreens shall have openings no wider than necessary to accommodate required driveways and
pedestrian access ways.
d. Streetscreens shall be installed in conjunction with development or redevelopment exceeding five
hundred (500) square feet of floor area or lot area.
4. Parking structures. Parking structures shall be located to the rear of buildings fronting Pier Avenue.
Monotonous, blank or unarticulated elevations, or levels with exposed parking shall not be visible from Pier
Avenue, and visual effects to adjacent residential use shall be minimized. Mass, elevations and parked cars
may be visually masked through design, stair towers, canopies and other screening techniques. Signs or
other warning devices shall be installed at semi-subterranean garage entrances/exits to protect pedestrians.
Ventilating systems shall be located and insulated to minimize noise and air quality impacts to surrounding
uses, particular residential uses, to the satisfaction of the community development director.
5. Secure bicycle parking facilities shall be supplied at the rate of one (1) space per seven (7) employees or
three thousand (3,000) square feet of floor area. Bicycle facilities installed onsite shall not be placed within
required pedestrian ways. Where facilities cannot be accommodated onsite as determined by the community
development director or planning commission, the developer shall pay a commensurate fee adopted by the
city for the provision and installation of bicycle parking facilities along Pier Avenue in a manner
determined by the public works director. ’Secure’ facilities means firmly attached devices in well-lit
locations, protected from rain if feasible.
6. Off-street parking requirements shall otherwise conform to Chapter 17.44, including those applicable to
the downtown district, except as modified by the granting of incentives as set forth in Section 17.38.550(D).
J. Pedestrian Amenities. Pedestrian amenities are desirable for the comfort and security of pedestrians.
"Pedestrian amenities" mean any facility or feature that facilitates or increases the desirability of walking,
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such as sidewalks and pedestrian ways, canopies or shade trees, outdoor places for pedestrians to
congregate, seating, and security lighting and signage designed at the human scale and oriented to people
walking.
1. Pedestrian amenities shall be provided in conjunction with the development or redevelopment exceeding
five hundred (500) square feet of floor area or lot area. The planning commission may require additional
pedestrian amenities related to the type or intensity of use in conjunction with a precise development plan,
conditional use permit or parking plan.
2. One (1) bench visible from and accessible to the sidewalk and one (1) tree with irrigation to shade the
sidewalk for each fifty (50) feet of lot frontage on Pier Avenue shall be supplied. Where frontage is less
than fifty (50) feet, these amenities are not required. Where the amenities cannot be accommodated onsite
as determined by the community development director or planning commission, the developer shall pay a
commensurate fee adopted by the city for provision and installation of such amenities along Pier Avenue as
determined by the public works director.
K. Signs. Signs shall conform to Chapter 17.50, including standards for commercial zones, and specifically
the C-2 zone. The following signs are additionally allowed:
1. Wall signs. One (1) wall sign per building may be located on a secondary frontage when there is no
entrance/exit open to the public, not to exceed six (6) square feet in area.
2. Projecting signs. One (1) additional nonilluminated projecting, arcade or hanging business identification
sign for each business visible to pedestrians is permitted to be hung over or near an entryway. The sign shall
not exceed six (6) square feet per face. Signs projecting over the public sidewalk shall be located at least
eight (8) feet in height above the sidewalk and not project outward more than three (3) feet, subject to
approval of an encroachment permit as set forth in Chapter 12.16.
L. Landscaping. Landscaping shall be designed and employed on the site to shade pedestrian ways,
conserve energy and reduce urban heat absorption, retain onsite and filter rain water, and enhance the
overall project including building design and the streetscape.
1. Existing trees and plants shall be protected, unless determined by the community development director or
planning commission to be infeasible.
2. All lot areas not encumbered by buildings, required parking, and amenities required by this zone shall be
landscaped and permanently maintained in an attractive manner. Projects for which a precise development
plan is required shall provide a minimum of two (2) percent of the lot area in landscape unless a reduced
percentage is authorized by the planning commission.
In addition, new development and redevelopment of at least five hundred (500) square feet of the surface
area of the lot shall in the development area provide landscape, or increase conformance of existing
landscape on the lot with this subsection, unless the community development director determines it to be
infeasible.
3. Landscape may consist of lot perimeter, streetscreen, parking lot median, and other planters a minimum
of four (4) feet wide, installed with live plants, compliant with the requirements of this section. One (1)
five-gallon shrub shall be provided for each twenty (20) square feet of landscaped area. Adjacent to
residential zones, the required rear and/or side yard area shall be provided with a minimum five (5) foot
wide planter strip landscaped with a minimum of one twenty-four (24) inch or fifteen (15) gallon size
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specimen tree for every ten (10) feet of length, unless an alternative consistent with the provisions of this
subsection (L) is approved by the community development director or planning commission.
One (1) tree with irrigation to shade the sidewalk for each fifty (50) feet of lot frontage on Pier Avenue,
coordinated with street tree spacing, except as provided by subsection (J).
4. Landscape areas shall consist of at least seventy-five (75) percent pervious materials. Planting beds shall
be mulched to a depth of two (2) inches or greater, and installed with live plants. Landscaping shall be
perpetually maintained, trimmed and void of weeds. Landscape shall not impair vehicular sight distance or
encroach on the public right-of-way or pedestrian ways.
5. Landscape shall consist primarily of species tolerant of drought and urban site conditions (e.g.,
constrained root area, compacted soil, reflected heat, urban runoff) and other localized site elements. No
species listed by the Invasive Plant Inventory of the California Invasive Plant Council or equivalent
authority accepted by community development director shall be planted.
Trees species installed in planters adjacent to the public sidewalk shall be subject to the approval of the
public works director. Although not required, native species should be used, deciduous trees should be used
to shade southern and western exposures unless equivalent energy conservation features are employed, and
species selected should not exceed thirty (30) feet in height at maturity under local site conditions.
6. All landscaped areas shall include an automatic water-conserving irrigation system that adjusts for
hydrozones and seasons. Reclaimed water shall be used when available. Plans shall demonstrate a water
budget that conforms to the California Department of Water Resources’ ’Model Water Efficient Landscape
Ordinance’ or a local ordinance, whichever is stricter.
7. Six (6) inch high raised curbs shall be provided along the perimeter of all landscaped areas except on the
side abutting building walls or fences. Modifications for stormwater and urban runoff management (e.g.,
curb inlets, at-grade planters) may be allowed to specifications approved by the building official or city
engineer as applicable.
8. Landscape plans and irrigation systems shall be reviewed and approved by the community development
director.
9. The Planning Commission may require additional or alternative measures in conjunction with a precise
development plan or conditional use permit to further the purposes of this section and ensure that
landscaping is compatible with the scale and design of the streetscape and site elements.
M. Lighting. Lighting standards are intended to promote energy conservation and reduce the adverse effects
of lighting on health and safety, neighboring uses, nocturnal environments and enjoyment of the nighttime
sky, while providing appropriate light for safety and security.
1. Walkways, entrances, pedestrian spaces and parking facilities shall be adequately lit for safety and
security. All lighting installations shall be designed and installed to be high-efficiency, fully shielded (full
cutoff) and down cast (emitting no light above the horizontal plane of the fixture), and shall have a
maximum lamp wattage of two hundred fifty (250) watts incandescent for commercial lighting, and one
hundred (100) watts incandescent or twenty-six (26) watts compact fluorescent for residential lighting.
Light fixtures shall not create glare, spill beyond the property lines or shine toward the night sky. Yellow
spectrum lamps such as sodium lamps are prohibited on private property. Exceptions are allowed to comply
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with building, fire and city codes, and for signs, shielded landscape lighting not more than three (3) feet
above grade, and temporary holiday or similar lighting.
2. Exterior lighting, excluding security lighting not more than three (3) feet above grade, shall be
extinguished within one hour after close of business. Automated external lighting controls shall be used to
extinguish lights prior to dawn.
3. Light fixtures shall be designed and installed so the light is reflected away from any dwelling unit and the
lamp bulb is not directly visible from within any residential unit.
4. Lighting fixtures shall be designed and installed so that lamp bulbs are not directly visible to and do not
shine into the eyes of pedestrians on sidewalks or pedestrian areas.
5. The Planning Commission may require more restrictive measures in conjunction with a precise
development plan or conditional use permit to further the purposes of this section and ensure that lighting is
appropriate to its purpose, and compatible with the scale and design of the streetscape and site elements.
N. Stormwater and Urban Runoff Pollution Control. In addition to the stormwater and urban runoff
pollution control regulations in Chapter 8.44, development and redevelopment creating or adding at least
five hundred (500) square feet of impervious surfaces shall submit and implement a stormwater
management plan of best management, good housekeeping, structural and treatment practices that are
practical and feasible as determined by the public works director or building official as applicable,
considering:
1. Use of pervious surfaces and/or reduction of hardscape (e.g., patios, parking stalls, landscape).
2. Onsite stormwater infiltration (e.g., drains to pervious surfaces, rain barrels, curb inlets to below or at-
grade planters, drainage basins, filters).
3. Other measures set forth in Sections 8.44.060 through 8.44.095.
O. Applicability of other standards. All other development standards shall be governed by the city zoning
ordinance. When uncertainly over applicability of requirements exists, standards applicable to commercial
development, and more specifically the C-2 zone, shall apply; provided that the regulations in Chapter
17.26 do not apply unless specifically referenced within the regulations for this zone.
P. Green Building Standards. Although the following standards are not required, applicants are encouraged
to incorporate other green site and building elements into development projects, to minimize the impact of
development and building on the environment, its occupants and the community, such as:
1. Incorporate water quality and stormwater control measures such as those in Chapter 8.44 (Stormwater
and Urban Runoff Pollution Control Regulations).
2. Reduce energy use and exceed the minimum energy standards of the California Energy Standards (Title
24, Part 6, California Code of Regulations) by at least fifteen (15) percent.
3. Utilize recycled materials and exceed the demolition/construction recycling requirements by at least
fifteen (15) percent.
33
4. Install solar collection and/or solar hot water heating systems.
5. Utilize measures for healthy interior environments (e.g., low volatile organic compound finishes,
flooring, cabinetry.)
6. Install grey water recycling systems and/or use of available reclaimed water.
7. Compliance with GreenPoint Rated Checklist (Build-It Green), Leadership in Energy and Environmental
Design (LEED), International Code Council (ICC 700) National Green Building Standard, California Green
Building Standards Code (California Code of Regulations, Title 24, Part 11) or comparable green rating
system measures as determined by the community development director, as applicable or adapted to
commercial development.
Projects for which a Leadership in Energy and Environmental Design (LEED) ’Certified’ standard, or other
equivalent as determined by the community development director, is demonstrated shall be eligible for
priority permit processing, promotion on the City’s green building website, use of City-approved green
building logo as part of allowed construction signage and in its promotional materials, and other green
building incentives which may be adopted by the City and made applicable to this zone. (Ord. 09-1300 §1,
May 2009)
17.38.560 Plan area no. 11 – Procedures.
A. Procedures Generally. Procedures for conditional use permits, variances, precise development plans,
zone changes, amendments, parking plans, signs, development agreements, determination of legality of
nonconforming residential buildings, and other entitlements under this title shall apply, except as specified
within the regulations for this zone.
B. Request for Incentives. Applications requesting incentives provided for in Sections 17.38.550(C) and
17.38.550(D) shall additionally conform to the following procedures:
1. Public comments or hearing. The applicant shall provide notice a minimum of ten (10) days before a
hearing on an application for request for incentives. The method of notice shall be established by resolution
of the city council. The date of the hearing shall be set by the community development department. The
date must be a minimum of ten (10) days and a maximum of forty (40) days from the date the application is
accepted as complete.
2. Report of decision and findings--Disposition of report. The planning commission shall issue the report of
decision and findings for requests for incentives. The written report shall be issued within forty (40) days of
the conclusion of the hearing on the request for incentives application. The report shall include a decision
granting, denying or granting with conditions the request for incentives, the required findings, and an
indication that the planning commission’s decision shall become final if not appealed within fifteen (15)
days of the issuance of the report of decision and findings. A copy of the report of decision and findings
shall be sent to the name and address shown on the application. Reports shall be numbered consecutively in
the order of filing, and kept as a permanent record.
Notwithstanding, the commission’s decision on any request for a reduction in or waiver of in-lieu parking
fees or other fees required by the city shall be in the form of a resolution of recommendation to the city
council. The council shall conduct a duly noticed public hearing a maximum of forty (40) days following
receipt of the resolution from the planning commission, public notice of which shall be given at least ten
calendar days prior to said hearing in accordance with requirements established by resolution of the council.
34
The council’s decision shall be final and conclusive. A copy of the report of decision and findings shall be
sent to the name and address shown on the application.
3. Appeals--Filing, fees procedure. Appeals of the Planning Commission decision shall be in writing,
including the specific areas of disagreement with the planning commission’s decision. Fees for appeals will
be established by resolution of the city council. Appeals shall be filed with the city clerk’s office in writing
within fifteen (15) days of the planning commission’s issuance of a report of decision and findings. When
an appeal is filed, the planning commission shall transmit the record of the case to the city council. The city
council shall conduct a public hearing in accordance with Chapter 17.68 (applying the procedures
applicable to variances). Such hearing shall be held within forty (40) days of the council’s receipt of the
written appeal. The city council shall announce its findings within sixty (60) days of the hearing, unless
good cause is found for an extension. The council may incorporate by reference the findings of the planning
commission. The council’s action shall be final. Within thirty (30) days of its final decision, the city clerk
shall mail notice to the applicant and appellant. A copy of this notice shall be included in the planning
commission’s permanent files.
4. Reapplication upon denial. After the denial of a request for incentives has become final, no further
application for the same request for incentives shall be filed for the same property for the ensuing six (6)
months, unless the project has been redesigned so as to eliminate the planning commission’s or city
council’s previous objections to the project. Said redesign will require a new application process.
5. Revocation—Causes—Hearing. Any incentives granted may be revoked by the planning commission for
any of the following causes:
a. That any term or condition has not been complied with.
b. That the property for which the incentives have been granted is used or maintained in violation of any
statute, law, regulation or condition of approval.
c. That the project or use for which the incentive was granted has not been exercised for at least twelve (12)
consecutive months, or has ceased to exist, or has been abandoned.
d. That the project for which the incentives were granted has been so exercised as to be detrimental to the
public health or safety or so as to constitute a nuisance. A hearing to show cause why the incentives should
not be revoked shall be held by the approving body prior to the revocation of any incentives granted. (Ord.
09-1300 §1, May 2009)
35
Attachment 2
Chapter 17.44 OFF-STREET PARKING (EXCERPTS)
17.44.010 Definitions.
As used in this chapter:
"Gross floor area" means the total area occupied by a building or structure, excepting therefrom only the
area of any inner open courts, corridors, open balconies (except when utilized, e.g., restaurant seating or
similar usage), and open stairways. Such total area shall be calculated by measuring along the outside
dimensions of the exterior surfaces of such building or structure.
"Off-street parking" means parking upon private property as accessory to other permitted land uses, and
shall not include publicly owned parking.
17.44.030 Off-street parking--Commercial and business uses.
Required Number of Spaces by Use. The aggregate amount of off-street automobile parking spaces
provided for various uses shall not be less than the following:
E. Commercial Uses.
1. Bars and cocktail lounges: one (1) space for each eighty (80) square feet of gross floor area.
2. Beauty colleges: one (1) space for each one hundred (100) square feet of gross floor area.
3. Business schools and trade schools: one (1) space for each one hundred (100) square feet of gross floor
area.
4. Furniture and hardware stores: one (1) space for each two hundred fifty (250) square feet of gross floor
area.
5. Offices, general: one (1) space for each two hundred fifty (250) square feet of gross floor area.
6. Offices, Governmental and Public Utilities. Government offices that generate high levels of contact with
the public, or have high numbers of employees, including but not limited to employment offices, public
social services offices, Department of Motor Vehicle offices: one (1) space per seventy-five (75) square feet
of gross floor area for the first twenty-thousand (20,000) square feet of the building(s), plus one (1) space
per two hundred fifty (250) square feet of gross floor area for the remaining floor area.
7. Offices, medical: five (5) spaces for each one thousand (1,000) square feet of gross floor area.
8. Restaurants (other than walk-up, drive-through and drive-in: one (1) space for each one hundred (100)
square feet of gross floor area.
36
9. Restaurants, walk-up, drive-through and drive-in without adequate dining room facilities: one (1) space
for each fifty (50) square feet of gross floor area, but not less than ten (10) spaces.
10. Retail, general retail commercial uses: one (1) space for each two hundred fifty (250) square feet of
gross floor area.
H. Hotels: one (1) space for each unit for the first fifty (50) units; one (1) space per one (1) and one-half
(1/2) units after fifty (50); and one (1) space per two (2) units after one hundred (100) units. Hotels with
facilities including restaurants, banquet rooms, conference rooms, commercial retail uses and similar
activities shall provide parking for the various uses as computed separately in accordance with the
provisions of this chapter.
O. Snack Bar/Snack Shop. The parking requirements for a snack bar and/or snack shop shall be the same as
that for a restaurant, unless it can be shown to the planning commission that the characteristics of the
building, its location, size and other mitigating factors such as limited service area relative to gross floor
area and limited seating capacity result in less parking demand than for a restaurant use. In these cases the
planning commission may consider the retail commercial requirement for parking, pursuant to Section
17.44.210, Parking plans.
17.44.040 Parking requirements for the downtown district.
The following requirements apply within the boundary of the downtown district, as defined by the map
incorporated by this reference:
A. The amount of parking shall be calculated for each particular use as set forth in Section 17.44.030 with
the exception of the following:
1. Retail, general retail commercial uses: one (1) space for each 250 square feet of gross floor area (or three
(3) spaces per one thousand (1,000) square feet). Staff Note: this is the correct standard.
2. Offices, general: one (1) space for each 250 square feet of gross floor area (or three (3) spaces per one
thousand (1,000) square feet). Staff Note: this is the correct standard.
3. Office, medical: one (1) space for each 250 square feet of gross floor area (or three (3) spaces per one
thousand (1,000) square feet). Staff Note: this is the correct standard.
B. When the use of an existing building or portion thereof is less than five thousand (5,000) square feet
gross floor area is changed from a nonrestaurant use to a restaurant use, the parking requirement shall be
calculated as set forth in Section 17.44.030, with no parking credit allowed for the existing or prior use.
C. When the use of an existing building or a portion thereof is changed to a more intensive use with a
higher parking demand (with the exception of restaurants less than five thousand (5,000) square feet gross
floor area as noted above), the requirement for additional parking shall be calculated as the difference
between the required parking as stated in this chapter for that particular use as compared to a base
requirement of one (1) space per two hundred fifty (250) square feet gross floor area.
D. For expansions to existing buildings legally nonconforming to parking requirements, parking
requirements shall only be applied to the amount of expansion.
37
E. Parking In-Lieu Fees. When the city council provides for contributions to an improvement fund for a
vehicle parking district in lieu of parking spaces so required, said in-lieu fee contributions shall be
considered to satisfy the requirements of this chapter.
1. The director of the community development department shall be responsible for the calculations required
under this chapter and shall calculate and collect the in-lieu contribution.
2. The following allowances through in-lieu fee contributions for parking may be allowed with a parking
plan as approved by the planning commission and as prescribed in Section 17.44.210:
a. Building sites with a ratio of building floor area to building site of 1:1 or less may pay an "in-lieu" fee for
all required spaces.
b. Building sites where buildings will exceed a 1:1 gross floor area to building site area ratio shall be
required to provide a minimum of twenty-five (25) percent of the required parking on-site.
17.44.060 Common parking facilities.
Common parking facilities may be provided to wholly or partially satisfy the off-street parking
requirements of two (2) or more uses when one (1) or more of such uses will only infrequently generate use
of such parking area at times when it will ordinarily be needed by the patrons or employees of the other
use(s).
A. Up to one hundred (100) percent of the parking requirements of governmental and public auditorium
uses may be allowed to be provided in such multiple-use parking areas. Up to eighty (80) percent of the
parking requirements of other uses may be allowed to be provided in such multiple-use parking areas.
B. The following factors shall be considered in determining the proportionate part of the required parking
for such use(s):
1. Whether the affected requirements are those of permanent buildings, or those of mere occupancies;
2. The peak as well as normal days and hours of operation of such buildings and of the structures and
occupancies with which it is proposed to share multiple-use parking areas;
3. Whether the proposed multiple-use parking area is normally or frequently used by the patrons, customers
or employees of other buildings or occupancies which will share such parking area at the same time as the
applicant’s patrons, customers and employees will normally or frequently utilize such parking area;
4. The certainty that the multiple-use parking area(s) will be available for satisfying such parking
requirements to the extent approved, and the permanency of such availability;
5. The proximity and accessibility of the multiple-use parking area(s).
C. A parking plan approval by the planning commission for multiple-use parking area(s) shall be so
conditioned as to reasonably ensure the satisfaction of the appropriate parking requirements during the
continued existence of the buildings or occupancies involved.
38
D. If the common parking area(s) and the building sites to be served are subject to more than one
ownership, permanent improvement and maintenance of such parking facilities must be provided in one of
the following manners:
1. By covenant or contract among all such property owners; and duly recording an appropriate covenant
running with the land;
2. By the creation of special districts and imposing of special assessments in any of the procedures
prescribed by state law;
3. By utilizing the authority vested in a parking authority as provided by state law;
4. By dedicating such common parking area to the city for parking purposes subject to the acceptance of
such dedication by the city council.
17.44.070 Off-street parking--Mixed uses.
Whenever there is a combination of two or more distinct uses on one lot or building site, the total number of
parking spaces required to be provided for such lot or building site shall be not less than the sum total of the
parking spaces required for each of the distinct uses. No off-street parking facilities provided for one use
shall be deemed to provide parking facilities for any other use except as otherwise specified within this
chapter.
17.44.090 Off-street parking location.
All off-street automobile parking facilities shall be located as follows:
A. All required parking spaces shall be located on the same lot or building site as the use for which such
spaces are provided; provided however, that such parking spaces provided for commercial, business,
industrial or warehouse uses may be located on a different lot or lots, all of which are less than three
hundred (300) feet distance from the use for which it is provided, and such lot or lots are under common
ownership with the lot or building site for which such spaces are provided.
Where the buildings are situated on one lot and the parking is situated on another lot, the owner shall file
with the Community Development Department an affidavit recorded by the office of the Los Angeles
County Recorder that these lots are held in common ownership for the use specified. Such distance shall be
measured along a straight line drawn between the nearest point on the premises devoted to the use served by
such parking facilities and the nearest point on the premises providing such parking facilities.
It is further provided that uses located within the boundaries of an established off-street parking district,
organized pursuant to action by the City Council, shall be waived by the requirements of this subsection.
17.44.210 Parking plans.
A. A parking plan may be approved by the planning commission to allow for a reduction in the number of
spaces required. The applicant shall provide the information necessary to show that adequate parking will
be provided for customers, clients, visitors and employees or when located in a vehicle parking district, the
applicant shall propose an in-lieu fee according to requirements of this chapter.
39
B. Factors such as the following shall be taken into consideration:
1. Van pools;
2. Bicycle and foot traffic;
3. Common parking facilities;
4. Varied work shifts;
5. Valet parking;
6. Unique features of the proposed uses;
7. Peak hours of the proposed use as compared with other uses sharing the same parking facilities especially
in the case of small restaurants or snack shops in the downtown area or in multitenant buildings;
8. Other methods of reducing parking demand.
C. A covenant with the city a party thereto, may be required limiting the use of the property and/or
designating the method by which the required parking will be provided at the time that the planning
commission determines that inadequate parking exists.
D. Fees, application and processing procedures for parking plans shall set forth by resolution of the city
council.
17.44.220 Consolidated off-street parking.
Subject to approval by the planning commission as prescribed in Section 17.44.210, required parking spaces
for various uses may be reduced in number and computed at one space per two hundred fifty (250) square
feet of gross floor area when parking is consolidated in retail shopping centers over ten thousand (10,000)
square feet in size, or where public parking areas are created to take the place of on-site parking within
vehicle parking districts.
Sociable City
DRAFT Conceptual Implementation Plan
Create Downtown
Stakeholder Working
Group
Meet quarterly before each downtown event to
discuss issues and
strategies
2 Restaurants - 1 Pier Plaza & 1 Hermosa Ave
2 Residents
1 Retail
1 Service Business 1 Hotel
City Staff (Econ Dev, PD, PIO, Community Recourses and other departments, as
needed)
Ambassador Program
Public Events, Weekends
days and nights, Holidays
and High Season
• Greet and Provide information to residents and visitors
• Give directions
• Safely escort visitors and employees to and from vehicles and businesses upon
request
• Communicate w/ PD and report problems
• Report problems to City departments
• Keep Downtown Clean
• Provide directions to Homeless services
• Remind folks not to smoke and direct them to designated smoking areas
• Handout a brochure listing all businesses in the Downtown
Lighting
Interim Step before
Downtown Strategy Implementation
• Pier Plaza
o More lights on trees on Pier Plaza
o String lights across Pier Plaza
o Increase lighting in Lots A, B, C & D
Business Visitations
• Annual individual onsite visits w/ Police Chief and Econ Dev Officer
• Hospitality Association meetings w/ Police Chief and Econ Dev Officer
• Meeting per request with City Manager or other Dept. Head
• Security staff training for late night establishments – Certificated program
Marketing • Stakeholder group to work with City Public Info Officer to create positive marketing programs
• Businesses create coordinated positive messaging
• Advertise and “Alcohol Awareness Month” and educate about drunk driving
• Use social media and email lists from stakeholders
Resident Focused Entertainment on Pier
Plaza
Primarily between 7 pm –
10 pm
• Art Walk
• (Look into Hunting Beach activates)
• Movies on the Plaza
o Sing-alongs (Sound of Music, etc.)
o Cult classics (Rocky Horror, etc.)
o Retro Classics (Casa Blanca, Hitchcock, etc.)
• Ballroom Lessons & Dancing
• Local dog shows
• Stage Music
o Big Band
o Jazz
o Classical
o Choirs (non-religious performance)
o Cultural Performances
• Permit & Regulate Individual Street Performances
o Acoustical only
o Requiring business license and special type of event permit
o Static locations
o Residents of Hermosa Beach preferential performer program
o Acts approved by Community Resources staff
• Local Children and School Performances
o Choirs
o Bands
o Dance
40
o High School Rallies
Continue Hospitality Staff
Training
Hospitality Association
• Underage Drinking
• Security
• Customer Service
41
$$$
$$
$
$
Lot C300 Spaces
Lot B
Lot A
Lot D19 Spaces
68 Spaces 124 Spaces
City Hall withMunicipalPublic Parking
Community Center with MunicipalPublic Parking
Pier Ave
Palm DrValley DrLoma DrThe StrandBayview DrArdmore AveSunset DrHermosa AveMonterey BlvdManhattan Ave14th St
8th Pl
9th St
11th St
10th St
15th St
Bard StOak St
13th St
14th Ct
Cypress Ave13th Ct
11th CtBeach Dr15th Ct
9th Ct
Pier Plaza
10th Ct
11th Pl
Bard StCypress AveLoma Dr10th St
13th St
11th St
11th St
Oak St
9th St
11th St
Beach Dr±
Potential Trolley Service
Public Parking and Potential Future Public Parking
Potentially Associated with New Hotels
Hotel Development Sites
Potential Hotel Remodel/Develpment Sites
$$$$$$$$$$
Lower Cost ParkingMedium Cost ParkingHigh Cost ParkingVery High Cost Parking
Downtown Parking Conceptual Master Plan
42
Downtown Parking Conceptual Master Plan
Notes
Lot A Potentially associated with new
hotel mixed-use development (retail, hotel,
banquet/meeting space, public amenities, and parking for these uses
-116 spaces may remain public parking)
Lot B Potentially associated with
new hotel development
30 spaces to remain public parking
(automated valet parking structure)
Lot C Current Municipal Public Lot
Lot D Current Municipal Public Lot
Potential under grounding 1 story & 2 above ground
(candidate for automated valet parking)
Hermosa Ave. Hermosa Ave general
streetscape improvements:
2 lanes, diagonal parking, widen sidewalks, streetscape furnishing
City Hall Potential to rebuild large civic center
on top of new 3 story underground public
parking facility/facilities
Community Center Potential to build 3 or 4 stories underground
public parking facilities and replace
tennis courts, etc. on top of parking facilities
43
City of Hermosa Beach
Beach Access and Parking Study
600 Wilshire Blvd., Suite 1050
Los Angeles, CA 90017
213.261.3050
January 2015
Submitted by
TABLE OF CONTENTS
Introduction to the Beach Access and Parking Study .......................... 2
Coastal Zone Visitors ................................................................................. 4
Methodology and Findings ................................................................................. 4
Coastal Zone Mode Share ......................................................................... 7
Mode Share ............................................................................................................... 7
Parking in the Coastal Zone ..................................................................... 9
Parking Conditions ................................................................................................. 9
Sources ...................................................................................................... 23
LIST OF FIGURES
Figure 1 – Study Area ..................................................................................................... 3
Figure 2 – Origin and Number of Coastal Zone Visitors on a Weekday
Afternoon ............................................................................................................................ 5
Figure 3 – Origin and Number of Coastal Zone Visitors on a Weekday
Evening ................................................................................................................................ 6
Figure 4 – Origin and Number of Coastal Zone Visitors on a Weekend
Afternoon ............................................................................................................................ 6
Figure 5 – Coastal Zone Public Parking Supply ................................................ 10
Figure 6 – Public Parking Restrictions .................................................................. 11
Figure 7 – Coastal Zone Public Parking Occupancy Density on a
Weekday Afternoon ..................................................................................................... 13
Figure 8 – Coastal Zone Public Parking Occupancy Density on a
Weekday Evening ......................................................................................................... 14
Figure 9 – Coastal Zone Public Parking Occupancy Density on a
Weekend Afternoon .................................................................................................... 15
Figure 10 – Coastal Zone Public Parking Occupancy by Parking Permit
Holders on a Weekday Afternoon ......................................................................... 17
Figure 11 – Coastal Zone Public Parking Occupancy by Parking Permit
Holders on a Weekday Evening .............................................................................. 18
Figure 12 – Coastal Zone Public Parking Occupancy by Parking Permit
Holders on a Weekend Afternoon ......................................................................... 19
Figure 13 – Car2Go Vehicles Parked in the Coastal Zone ............................ 22
LIST OF TABLES
Table 1 – Hermosa Beach Population and Coastal Zone Visitors ................ 4
Table 2 – Coastal Zone Trip Length from Home Destination ........................ 5
Table 3 – Mode Share .................................................................................................... 7
Table 4 – Bicycle Activity on the Strand .................................................................. 8
Table 5 – Coastal Zone Public Parking Supply ..................................................... 9
Table 6 – Coastal Zone Parking Occupancy ....................................................... 12
Table 7 – Coastal Zone Parking Occupancy by Parking Permit Holders 16
Table 8 – Occupancy in Public Parking Lots A – C .......................................... 20
Table 9 – Car2Go Vehicles Parked in the Coastal Zone ................................. 21
2
INTRODUCTION TO THE BEACH ACCESS AND PARKING
STUDY
In the summer of 2014, Fehr & Peers conducted a detailed parking inventory and occupancy survey in the
City of Hermosa Beach Coastal Zone (Coastal Zone) to document existing access and parking conditions
during the peak summer beach season. The Coastal Zone extends from the north to the south city limits,
and east from the beach to approximately Valley Drive (see Figure 1).
The methods, locations, and time periods for the survey data collection were directed by City staff and
reflect input from the consultant team working on the updates to the General Plan and the Local Coastal
Plan as well as the Hermosa Police Department. The City has a long and successful history of managing
public parking resources, and this inventory and survey is intended to support ongoing management
decisions.
Data collected include information related to three aspects of coastal visitation and access:
1. Coastal Zone visitors – both in terms of their number and the origin of their trip
2. Coastal Zone mode share – summarizing data from an in-person beach area survey, and
3. Parking in the Coastal Zone – including parking supply, regulations, and occupancy levels
This document is structured as a summary of the data and does not include recommendations or
suggested changes to parking standards, additional parking supply or management policies. Key
observations revealed in analysis of the survey data are discussed in greater detail in the sections to
follow.
3
Introduction │Hermosa Beach Beach Access and Parking Study
Figure 1 – Study Area
4
COASTAL ZONE VISITORS
METHODOLOGY AND FINDINGS
Data Collection Methodology
Coastal Zone visitor origin data was collected using cell phone and other GPS device data, which provides
a robust data set covering a broad area. Data is collected from all types of mobile phones, not just
smartphones. The data set is scrubbed of all personally identifiable information, and uses an algorithm to
determine a mobile phone user’s home location based on the phone’s usual stationary nighttime
coordinates.
For the Coastal Zone analysis, data was collected on all mobile signals active within the Coastal Zone
during similar time periods to those in which the parking occupancy survey was conducted, including on
weekday afternoons, weekday evenings, and weekend afternoons. To avoid counting vehicles driving
through, but not stopping in, the Coastal Zone, mobile signals were only considered as a visitor if they
stopped for a minimum continuous five to seven minute period within the Coastal Zone (i.e., for a longer
period of time than a driver stopped at a red light would wait for a green signal). Results present the
number and origin location of visitors to the Coastal Zone during the selected times of day, averaged
from a year’s worth of data, excluding holiday periods.
Number of Coastal Zone Visitors
Cell phone data revealed that the total number of residents and visitors inside the Coastal Zone on a
weekday afternoon number almost 50,000, or more than 2.5 times the total city population
(approximately 20,000). On a weekday evening, the number of people within the Coastal Zone grows to
just over 60,000 people, and on a weekend afternoon, the number of people in the Coastal Zone swells
incredibly to almost 110,000 – five and a half times the total city population. Table 1 presents the number
of visitors to the Coastal Zone in each surveyed time period.
Table 1 – Hermosa Beach Population and Coastal Zone Visitors
Area Population
City of Hermosa Beach 19,535
Coastal Zone - Weekday Afternoon 48,600
Coastal Zone - Weekday Evening 60,500
Coastal Zone - Weekend Afternoon 108,000
Coastal Zone Visitor Origin
At all times, a majority of visitors to the Coastal Zone are “local”, originating within a radius of 10 miles
from neighboring communities such as Manhattan Beach, Redondo Beach, El Segundo, and Torrance. Of
the three surveyed time periods, the percentage of local visitors is highest on a weekday evening, when
80 percent of people in the Coastal Zone come from 10 miles away or less. The percentage of local visitors
is lowest on weekend afternoons, when only 66 percent of the total number of people in the Coastal Zone
5
Coastal Zone Visitors │ Hermosa Beach Beach Access and Parking Study
come from 10 miles away or less. However, because the total number of visitors to the Coastal Zone is so
much higher on a weekend afternoon as compared to a weekday evening, the number of local visitors
represented in the 66 percent (71,000) is higher than even the total number of people in the Coastal Zone
from any distance on a weekday. In all surveyed time periods, between five and 10 percent of people in
the Coastal Zone (or between 3,000 and 9,000 people) come from more than 100 miles away – and likely
arrived to the area from one of the regional airports including LAX or Long Beach. Table 2 presents the
percent of visitors to the Coastal Zone from varying differences during each surveyed time period. Figure
2, Figure 3, and Figure 4 illustrate the origin of visitors to the Coastal Zone during a weekday afternoon,
weekday evening, and weekend afternoon, respectively.
Table 2 – Coastal Zone Trip Length from Home Destination
Weekday Afternoon Weekday Evening Weekend Afternoon
Total Visitors 48,600 60,500 108,000
Home Destination Count Percent Count Percent Count Percent
< 3 miles 19,000 38% 30,000 50% 41,000 36%
3 - 10 miles 16,000 33% 18,000 30% 30,000 30%
10 - 50 miles 10,000 21% 9,000 15% 25,000 24%
50 - 100 miles 600 1% 500 1% 3,000 2%
100 + miles 3,000 7% 3,000 5% 9,000 8%
Figure 2 – Origin and Number of Coastal Zone Visitors on a Weekday Afternoon
6
Figure 3 – Origin and Number of Coastal Zone Visitors on a Weekday Evening
Figure 4 – Origin and Number of Coastal Zone Visitors on a Weekend Afternoon
7
Coastal Zone Mode Share│ Hermosa Beach Beach Access and Parking Study
COASTAL ZONE MODE SHARE
MODE SHARE
The most reliable source of data on mode share comes from 74 responses collected in a Beach Area
Survey conducted in August 2014 by members of the Hermosa Beach General Plan Update team, and
from video of bicycle activity on the Strand recorded over four days in August 2014. According to the
Beach Area Survey, 40 percent of beach area visitors arrived by walking, 56 percent drove, and the
remaining four percent biked, skateboarded, or were dropped off in a taxi or another vehicle. No beach
area visitors reported using public transit. Table 3 illustrates beach area visitor mode share, as collected in
the Beach Area Survey. As a comparison, Hermosa Beach citywide commute mode share, excluding
workers who work from home, is also presented.
Table 3 – Mode Share
The number of beach area visitors who arrived by bicycle may be underreported as few bicyclists stopped
to take the survey. Video taken on the Strand just north of Pier Avenue suggests that the number of area
visitors bicycling to or on the beach is extremely high: 300 bicyclists were observed during one hour on a
weekday afternoon, over 400 bicyclists in one hour on a weekday evening, and almost 1,000 bicyclists in
one hour on a weekend afternoon. Table 4 presents bicycle activity by bicyclist classification on the Strand
during each surveyed time period.
2%
Beach Area Visitor Mode Share City of Hermosa Beach Citywide
Commute Mode Share (Excluding
Workers Who Work From Home)
8
Table 4 – Bicycle Activity on the Strand
Weekday Afternoon Weekday Evening Weekend Afternoon
Overall 293 413 966
Bicycle Enthusiast 8 3 40
Adult Male 173 223 572
Adult Female 99 156 295
Child 10 23 46
Adult w/ child in child seat/trailer 3 8 13
* Bicycle enthusiast may be male or female, and was identified as wearing spandex bicycle clothing
`
9
Parking in the Coastal Zone │ Hermosa Beach Beach Access and Parking Study
PARKING IN THE COASTAL ZONE
PARKING CONDITIONS
Methodology
A parking inventory was conducted first. On every street segment within the Coastal Zone, the following
variables were observed and recorded: the number and type of parking spaces, all posted restrictions, and
the cost to park. Following the inventory, an occupancy survey was conducted on Saturday, August 2 and
Tuesday, August 5. Per the City’s direction, occupancy counts were collected on Saturday and Tuesday
afternoons between 2:00 and 3:00 PM to collect data during the peak beach visitation period, and on
Tuesday evening between 7:00 and 8:00 PM during the peak weekday evening restaurant dinner hour.
Observations included whether a parking space was occupied, and if it was occupied by a vehicle
displaying a Residential Parking Permit sticker or tag.
Coastal Zone Public Parking Supply
There are approximately 4,400 public parking spaces in the Coastal Zone. Of the 4,400 spaces, more than
400 can be found in one of three public parking lots located west of Hermosa Avenue near the beach,
while approximately 1,500 of the on-street spaces are metered. For purposes of analysis, and with input
from City of Hermosa Beach staff, the Coastal Zone was divided into three subzones with the following
geographic limits:
Zone 1 North City Limit – 16th Street Primarily Residential land use
Zone 2 16th Street – 8th Street Primarily Commercial land use
Zone 3 8th Street – South City Limit Primarily Residential land use
Zone 1 has the greatest concentration of public parking in the Coastal Zone. Table 5 presents the number
and type of public parking spaces available in each analysis subzone. Figure 5 illustrates the number of
public parking spaces available on each analyzed street segment and in each of the three public parking
lots. Figure 6 illustrates metered and unmetered parking restrictions on each analyzed segment.
Table 5 – Coastal Zone Public Parking Supply
Area Metered Unmetered Parking Lot Total
Overall 1,512 2,457 428 4,397
Zone 1 622 1,394 - 2,016
Zone 2 419 764 428 1,611
Zone 3 471 299 - 770
10
Figure 5 – Coastal Zone Public Parking Supply
11
Parking in the Coastal Zone │ Hermosa Beach Beach Access and Parking Study
Figure 6 – Public Parking Restrictions
12
Coastal Zone Public Parking Occupancy
Occupancy in the Coastal Zone is lightest on weekday afternoons and heaviest on weekend afternoons,
with occupancy on weekday evenings more similar to that of afternoons on weekdays than on weekends.
Geographically, utilization of parking spaces is highest in Zone 1, with more than twice as many spaces
occupied in Zone 1 than in Zone 3 in each surveyed time period. Despite this, occupancy rates (the
percent of spaces which are occupied, as opposed to the number of spaces occupied) are highest in Zone
3 due to the unequal distribution of parking spaces between subzones. In Zone 3 on Saturday afternoons,
the parking supply nears capacity with an occupancy rate of 98 percent. Overall occupancy in the entire
Coastal Zone never exceeds 80 percent. Table 6 presents the number and percent of occupied Coastal
Zone public parking spaces cumulatively and in each subzone across the analyzed time periods. Figure 7,
Figure 8, and Figure 9 present density maps highlighting high occupancy areas in the Coastal Zone during
a weekday afternoon, weekday evening, and weekend afternoon, respectively.
Table 6 – Coastal Zone Parking Occupancy
Area Weekday Afternoon Weekday Evening Weekend Afternoon
Overall 2,367 54% 2,756 63% 3,470 79%
Zone 1 1,118 55% 1,317 65% 1,712 85%
Zone 2 773 48% 825 51% 1,005 62%
Zone 3 476 62% 614 80% 753 98%
13
Parking in the Coastal Zone │ Hermosa Beach Beach Access and Parking Study
Figure 7 – Coastal Zone Public Parking Occupancy Density on a Weekday Afternoon
14
Figure 8 – Coastal Zone Public Parking Occupancy Density on a Weekday Evening
15
Parking in the Coastal Zone │ Hermosa Beach Beach Access and Parking Study
Figure 9 – Coastal Zone Public Parking Occupancy Density on a Weekend Afternoon
16
Residential Permit Parking in the Coastal Zone
The geographic borders of the Residential Parking Permit District are nearly contiguous with the Coastal
Zone boundary (see Figure 1). Residential parking permit holders are entitled to park at 24-hour meters
without paying the meter or in one hour residential zones without regard to the time limit for up to 72
hours. Employees of local businesses are also entitled to purchase parking permits for an additional fee.
Occupancy by residential parking permit holders within the Coastal Zone is heaviest in the evening and on
weekends, when almost half of all spaces are occupied by permit holders. In Zone 3 on weekends, permit
holders consume almost the entire parking supply (85 percent). Table 7 presents the percent of public
parking spaces in each subzone occupied by a parking permit holder’s vehicle across the three analyzed
time periods. Figure 10, Figure 11, and Figure 12 present occupancy maps showing occupancy by parking
permit holders during a weekday afternoon, weekday evening, and weekend afternoon, respectively.
Table 7 – Coastal Zone Parking Occupancy by Parking Permit Holders
Area Weekday Afternoon Weekday Evening Weekend Afternoon
Overall 28% 40% 44%
Zone 1 30% 45% 46%
Zone 2 20% 25% 22%
Zone 3 37% 61% 85%
17
Parking in the Coastal Zone │ Hermosa Beach Beach Access and Parking Study
Figure 10 – Coastal Zone Public Parking Occupancy by Parking Permit Holders on a Weekday
Afternoon
18
Figure 11 – Coastal Zone Public Parking Occupancy by Parking Permit Holders on a Weekday
Evening
19
Parking in the Coastal Zone │ Hermosa Beach Beach Access and Parking Study
Figure 12 – Coastal Zone Public Parking Occupancy by Parking Permit Holders on a Weekend
Afternoon
20
Occupancy in Public Beach Parking Lots
A total of 428 parking spaces are provided in three public parking facilities, Lots A – C, which are located
between Hermosa Avenue and the Strand near Pier Avenue. Lot C provides three electric vehicle charging
stations on the third floor of the parking facility.
Overall occupancy of the three lots was lightest on a weekday evening and highest on a weekend
afternoon. Occupancy was generally higher than 85 percent, but at no surveyed time did occupancy drop
below 79 percent. (During the weekend afternoon survey period, Lot B was closed for a beach event.)
Table 8 presents parking supply numbers as well as occupancy rates in the three parking facilities during
each of the analyzed time periods. Additionally, Table 8 presents the proportion of parking spaces
occupied by a parking permit holder.
Table 8 – Occupancy in Public Parking Lots A – C
Weekday Afternoon Weekday Evening Weekend Afternoon
Lot Supply Occ Rate
Permit
Occ Rate Occ Rate
Permit
Occ Rate Occ Rate
Permit
Occ Rate
Overall 428 89% 33% 79% 7% 95% 9%
Lot A 130 95% 5% 90% 8% 90% 11%
Lot B 37 100% 59% 97% 19% - -
Lot C 261 96% 43% 72% 4% 97% 9%
21
Parking in the Coastal Zone │ Hermosa Beach Beach Access and Parking Study
Car2Go
Car2Go is a new one-way point-to-point carsharing service available in the South Bay that allows users to
pick up a car parked on the street near their point of origin and leave it parked on the street at their
destination. Car2Go launched at the end of July 2014. Two Car2Go vehicles were observed in the Coastal
Zone on the surveyed weekday, five were observed on the surveyed weekend day. Table 9 presents the
number and location where Car2Go vehicles were observed parking during each of the surveyed time
periods. Figure 13 illustrates the location of Car2Go vehicles within the Coastal Zone.
Table 9 – Car2Go Vehicles Parked in the Coastal Zone
Area Weekday Afternoon Weekday Evening Weekend Afternoon
Overall 2 1 5
Zone 1 2 1 -
Zone 2 - - 3
Zone 3 - - 2
22
Figure 13 – Car2Go Vehicles Parked in the Coastal Zone
2
23
Sources │ Hermosa Beach Beach Access and Parking Study
SOURCES
American Community Survey 5-year Estimates, 2008-2012 “Total Population”
American Community Survey 5-year Estimates, 2009-2013 “Means of Transportation to Work by Age”
Streetlight Cell Phone Data, 2013
Hermosa Beach Parking Supply and Occupancy Count Survey Data, August 2014
Hermosa Beach Area Survey, August – September 2014
Hermosa Beach Police Security Video Footage, August 2014
HERMOSA BEACH
Downtown Core Revitalization Strategy
Prepared for the City of Hermosa Beach by ROMA Design Group and Economic & Planning Systems
JANUARY 2014
HERMOSA BEACH
Downtown Core Revitalization Strategy
Prepared for the City of Hermosa Beach by ROMA Design Group and Economic & Planning Systems
JANUARY 2014
Table of Contents
Introduction .....................................................................................................1
The Downtown Core .....................................................................................3
Commercial Tenanting Strategy ................................................................7
Hermosa Avenue Streetscape Improvements ....................................10
Pier Plaza and The Strand Improvements .............................................12
Hotel Development Strategy ...................................................................16
Parking Strategy ............................................................................................23
Overview of South Bay Cities
DOWNTOWN CORE REVITALIZATION STRATEGY 1
Introduction
Hermosa Beach is one of three beach cities in the South Bay and
together with Redondo Beach and Manhattan Beach, repre-
sents a resource of great value within the larger Los Angeles
region. Established as independent municipalities more than
one hundred years ago, they were originally resort and recre-
ational settings, somewhat removed from the economic life of
the land-centric city of Los Angeles to the north and east. Once
only accessible by trolley and rail to the rest of the region, these
cities are now very well connected to the metropolitan area and
have become even more attractive places for residents. At the
same time, they also serve as a regional open space and recre-
ational resource for the metropolitan area and therefore have to
contend with the surges of population on weekends and during
the summer months. Historic census information reveals continu-
ously upward trends in household income, educational levels,
home ownership and land value. Upgrades and improvements to
the building stock, which was built for shorter-term summer stays,
have been undertaken. As the region has continued to grow and
expand, the beach cities have become increasingly valuable places
to live, work and play.
Hermosa Beach has many features in common with Manhattan
Beach to the north and Redondo Beach to the south, and is closely
linked to these communities by the continuity of the public beach,
the Strand along the beach and the Greenbelt. But, it is also a
very distinctive place with its own issues, opportunities and chal-
lenges. Hermosa Beach is the smallest of the beach communities
and it is also the one that is geographically most focused on the
coast. It is also more of a bedroom community, with greater out-
commuting of residents to work and a smaller daytime popula-
tion. At the same time, historic economic data indicates resiliency
in the real estate market and generally the market potential is
good for a variety of different uses, particularly with the effects of
the Great Recession waning.
Hermosa Beach has an attractive, small town character and a fine-
grain urban fabric generally comprised of small lots and build-
ings. The urban pattern is oriented to the beach and the pier,
connected by the Strand and the Greenbelt and punctuated by
other parks and open spaces. As the City continues to change
and evolve over time, and as growth occurs, there is an ongoing
concern over the surges in population and the generally nega-
tive social behavior that occurs within the Pier Plaza area. These
are important concerns, which may be best addressed by posi-
tive changes aimed at making upgrades and investments that will
attract economic enterprises and activities that will ultimately
overshadow the negative aspects.
2 CITY OF HERMOSA BEACH • JANUARY 2014
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Downtown Context
DOWNTOWN CORE REVITALIZATION STRATEGY 3
Over the past several months, ROMA Design Group has been
working with Economic & Planning Systems (EPS), economic
consultants, and the City of Hermosa Beach in developing strate-
gies for the economic development of the Downtown and Civic
Center areas. In the first phase of the work effort, options related
to the leveraging of City-owned property were identified and
evaluated. Based on direction from the City Council, the Phase
2 effort has focused within the Downtown Core. The purpose of
this report is to summarize the findings of the Phase 2 work effort.
The Downtown Core
The Downtown Core encompasses the rectangle between 10th
and 14th Streets and between the Strand and Palm Drive and
is focused on Hermosa Avenue and Pier Plaza. It is part of the
downtown district, which extends north to 15th Street, south to
8th Street and east along Pier Avenue to Valley Boulevard. While
the upper Pier Avenue has an important relationship to the
Downtown Core, it has already been the subject of a successful
revitalization effort and is not the primary focus of the strategies
described herein.
The Downtown Core is the oldest part of Hermosa Beach, which
was originally platted in the early 1900’s. Today, it has many of the
characteristics of an older downtown, with buildings on relatively
small parcels that have incrementally developed over time. Some
of the most notable older structures were built with clear civic
intent and stature, attaining heights of 40 to 60 feet. Historically,
these taller buildings with large windows and high floor-to-ceiling
ground floor spaces were located immediately adjacent to the
sidewalk. Commercial uses were built to support the recreational
nature of the beach community as well as to serve the small
permanent and seasonal residential population. Landmark build-
ings reflect the early identity of Hermosa Beach, including the
Biltmore Hotel (now demolished), the Bijou Theater and the Bank
of America and a number of mixed-use buildings with ground
floor shops with upper floor office and residential uses.
As the population increased, particularly after World War II, and
as the pattern of shopping shifted to larger shopping centers,
the nature of the downtown also underwent significant changes.
Within the center of downtown at the foot of Pier Avenue, bars
began to occupy buildings as commercial uses declined and relo-
cated elsewhere. Now, it is important to create an environment
that nurtures the increasingly stable, diverse and family-oriented
population. Investing in improvements to the public realm is
one of the first steps that can be made, and will signal the City’s
commitment to the area. Subsequent important steps will be to
better manage parking and encourage a greater variety of busi-
nesses, including fine dining establishments, high quality hotels
and upper floor offices that reflect the changing nature of the
population and contribute to the overall downtown environment
4 CITY OF HERMOSA BEACH • JANUARY 2014
The Lighthouse, featuring jazz on Pier Plaza, the landmark Biltmore Hotel and the Bijou Theater, made distinctive contributions to the identity
and activity of Hermosa Beach. After WWII the downtown underwent significant changes and now it is poised to change in a fresh new way.
DOWNTOWN CORE REVITALIZATION STRATEGY 5
and quality of life in the city. In the future, downtown Hermosa
Beach should become a place that appeals to a wide diversity of
people – the surfer, the creative entrepreneur, the high tech busi-
nessman and the young family with children. It should be a place
that allows a diversity of groups to mutually co-exist - not a place
that is dominated by one group at the expense of another.
The downtown district is the heart of Hermosa Beach and should
be enhanced so that it becomes, to an even greater extent than
today, the focus of social life in the city. The betterment of the
downtown will reflect positively on the quality of life in the com-
munity as a whole. In 2010, the City invested in improvements
to upper Pier Avenue that have already had significant benefits
on the character and quality of that street. This report addresses
what further actions should be taken to nurture positive change.
As Hermosa Beach has matured as a community, the downtown
has evolved as well. Still, the downtown businesses do not serve a
broad cross-section of the population and provide less in the way
of diverse retail and fine dining than would be expected, given
the demographics of the community and the high quality assets of
the area.
If we look at the downtown district in its entirety, and the core
area more specifically, there is a significant amount of land that is
now vacant, used for parking or is underutilized. Positive
Pier Avenue Improvements
redevelopment of these areas will help to enhance the quality
of life in the city. Critical to the transformation of the area is
achieving the appropriate mix of uses and quality of development
that makes Hermosa Beach a more sustainable and livable commu-
nity. From a land use point of view, there are certain types of uses
that can contribute to a more sociable, publicly-spirited place and
a more economically viable district.
Within the downtown as a whole as well as within the core,
there is a need to increase the day-time population to add life
and vitality that goes beyond the typical recreationally oriented
uses that have been historically attracted to the beach setting of
6 CITY OF HERMOSA BEACH • JANUARY 2014
A diverse family-friendly downtown environment
Hermosa Beach. Office development, whether on upper floors
or in stand-alone buildings, is an important activity that can build
economic support for local-serving retail and quality dining estab-
lishments. Recent office development that caters to businesses
in knowledge work fields, such as finance, real estate and infor-
mation, has occurred within the city primarily within downtown
along Pier Avenue. This reflects a larger trend in which knowl-
edge workers are taking advantage of the flexibility afforded by
communications systems for work closer to their homes and in
areas offering a high quality of life.
Hotel development can also help to improve the vitality and
economic viability of the Downtown Core by providing for over-
night stay and longer visitation. There is strong market potential
for hotel development on beachfront locations which are limited
within Los Angeles County. Hermosa Beach is exceptionally well
positioned for upscale hotel facilities on beachfront locations
within the Downtown Core. In addition, if new hotel develop-
ment includes an ample lobby, restaurant, spa, and other ameni-
ties, it will help to create a more sociable and attractive destina-
tion that will enhance its image and identity and contribute to its
sense of security. Furthermore, high quality hotel development
will, as with additional office uses, also provide greater market
support for quality retail and restaurant establishments.
DOWNTOWN CORE REVITALIZATION STRATEGY 7
The encouragement of office and hotel uses cannot come at the
expense of creating a pedestrian oriented people place with
active ground level uses on key corridors and adjacent to impor-
tant public spaces. In addition, creating a more active, people-
oriented place must also be pursued in conjunction with quality
development that respects the scale and unique character of
Hermosa Beach. To realize the potential of the Downtown Core
will require the pro-active pursuit of appropriate infill develop-
ment as well as public-private partnerships, implementation of
public parking and streetscape improvements as well as some
modifications to existing zoning.
Commercial Tenanting Strategy
Within the Downtown Core, the prime commercial tenanting
opportunities are located along Hermosa Avenue, adjacent to
Pier Plaza and on the Strand. Strategic public investment and
successful development of catalyst sites in these three areas –
Pier Plaza, Hermosa Avenue and the Strand frontage – could
dramatically enhance the appeal, sociability and security of the
Downtown Core and help transform it into a vibrant center for
Hermosa businesses.
Today, the quality and diversity of many existing retail establish-
ments is not on par with expectations of residents or potential visi-
tors from other Beach Cities. For example, the current retail tenant Examples of mixed-use buildings with office above retail
8 CITY OF HERMOSA BEACH • JANUARY 2014
mix along Pier Avenue and Hermosa Avenue appears to be over-
represented in the health and beauty sector - uses more typical
of a neighborhood center than a retail shopping district - and are
under-represented in the apparel sector, where the City exhibits
significant retail leakage. As previously discussed, uses that increase
the day-time population and longer stay visitation will contribute to
the market support for retail development. Streetscape improve-
ments and public parking can also help to enhance the appeal,
convenience and attractiveness of the area. In addition, zoning
modifications that eliminate on-site parking requirements will help
to create greater continuity and pedestrian interest.
Creating a more distinctive and well-defined retail district will
help to market the area as a destination and, at the same time,
attract better quality shops and restaurants. Improvements to the
public realm are key to the enhancement of the image and iden-
tity of the Downtown Core as a retail destination. Widened side-
walks and public plazas that create space for cafes and outdoor
dining can also attract additional patrons. Activities that spill out
and populate the public spaces communicate that this place is
worth visiting - seeing people brings people. In addition, the
provision of convenient on-street parking makes retail shopping
appear more accessible and attractive. Furthermore, the current
ever-increasing trend towards bicycling for both recreation and
work trips needs to be recognized by the provision of convenient
bicycle parking as well. Examples of active ground level uses
DOWNTOWN CORE REVITALIZATION STRATEGY 9P I E R P L A Z A1 3 T H S T R E E T1 1 T H S T R E E T1 0 T H S T R E E T1 4 T H S T R E E T1 4 T H C O U R T1 1 T H C O U R T1 0 T H C O U R T1 5 T H C O U R T
H E R M O S A A V E N U E
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Ground Level Retail and Dining Opportunities
The Downtown Core is an ideal location for active ground floor
uses, including retail shops, restaurants, cafes, juice bars, health
clubs and a broad range of commercial establishments that will
invigorate the downtown. A greater concentration and diversity
of quality retail activity should be encouraged, along with a focus
on smaller, local cafe and eating establishments, like the Gum
Tree and Java Man on Pier Avenue have. Small snack and coffee
shops (25 or fewer seats) that contribute to the local character and
pedestrian orientation should be permitted within the Downtown
Core. Currently, discretionary review is required.
Streetscape improvements help economic vitality
Lack of active ground level uses along the Strand
10 CITY OF HERMOSA BEACH • JANUARY 2014
Hermosa Avenue Streetscape Improvements
Just as Pier Avenue is the gateway to the downtown district from the
east, Hermosa Avenue is an important north/south gateway into the
City. It traditionally served as the “main street” to the community,
providing essential goods and services for the local population.
Hermosa Avenue has significant regional continuity but does not
present a strong sense of arrival when it traverses the downtown
core. Improvements that enhance this sense of arrival and provide a
stronger sense of the downtown as a district should be considered.
Just as the improvements on Pier Avenue have spurred reinvest-
ment and positive changes, improvements to Hermosa Avenue
between 10th and 14th Streets can strengthen the economic
underpinnings of this part of the Downtown Core. A concept
similar to what was successfully undertaken along Pier Avenue was
favorably considered by the City Council at a recent study session in
reference to the improvements planned for Hermosa Avenue. This
concept would involve the provision of wider 20-foot sidewalks on
the sunny east side of the street, where sidewalk cafes and outdoor
seating should be encouraged, the addition of street trees and
intersection and median improvements, as well as diagonal parking.
From a traffic point of view, the concept would allow for flexibility
in operations. Within the curb-to-curb dimension of the street,
there would be one wide 14-foot southbound sharrows lane
with 8 feet for parking, for a total of 22 feet. If needed, this area
could also accommodate two southbound moving lanes during
peak periods. In the other direction, separated by a 10-foot
landscaped median or turn lanes, vehicles would travel along two
11-foot northbound lanes. In addition to movement down the
street, it is anticipated that the curbside lane would be used for
moving in and out of the parking spaces, and the median-side
lane would accommodate bicycle movement.
On the east side of the street, diagonal parking would be accom-
modated within a 16-foot wide area. This could be configured
as head-in parking that is preferred by retail shops or as back-in
parking that is preferred by bicyclists since it offers greater visi-
bility of motorists for moving bicycles.
The addition of diagonal parking directly adjacent to the east
side of the street would provide 30 additional on-street parking
spaces. Tighter traffic lanes would also have the additional benefit
of calming traffic within the Downtown Core and allow it to be
perceived as a destination rather than a place to move through
on the way to somewhere else. Overall, the improvements would
provide convenient parking that would help expand the market
potential of the street, and in combination with the streetscape
improvements and the widening of the sidewalk, would also
provide for a more sociable pedestrian-oriented environment.
DOWNTOWN CORE REVITALIZATION STRATEGY 11
Hermosa Avenue Streetscape Concept14TH STREET14TH CT13TH ST13TH CT11TH ST11TH CT10TH STREETPIERPLAZAPIER AVENUE20’
SIDEWALK
16’
PARKING
11’
100’RIGHT OF WAY
11’10’ 12’ 10’
P
10’
SW
Hermosa Avenue today
12 CITY OF HERMOSA BEACH • JANUARY 2014
Pier Plaza and the Strand Improvements
The pedestrianization of Pier Plaza and the addition of Canary
Island Palms undertaken in 1998 was a good first step towards
reclaiming this important space within the community. Today, it is
a unique resource within the City and South Bay, offering a place
for people gathering right at the threshold to the Pier, the Strand
and the beach. However, when it was redesigned, it was still
envisioned for vehicular movement and therefore the scale and
organization of the street works well for special events and when
there are crowds of people using the space. The events that are
planned for Pier Plaza should continue and be encouraged fur-
ther, promoting activities such as a regular farmer’s market once or
twice a week, that bring residents to the area and create a greater
sense that the place is not only for visitors but also for residents.
At the same time, the space of the plaza needs to be rescaled
and made more attractive during times when fewer people are
present. It should feel like a comfortable outdoor room that
works when it is full of activity and when it is not. Currently
the space is 450 feet long and, with a width of 100 feet, seems
vacuous. Specific recommendations to benefit the scale and
structure of the street would include extending the palm trees
all the way to the Strand and adding elements that will make
it more attractive, including lighting, landscape and banners.
Furthermore, upper story uses would not only provide additional
activity but provide a better scale to this wide space and addi-
tional support for the retail uses along it.
A significant objective of many community groups within the City
is to make the Downtown Core a stronger destination for resi-
dents and families as well as for visitors and nighttime entertain-
ment. Since the City controls the beach and Plaza areas west of the
Strand, consideration could be given to building a new and exciting
children’s playground that would serve a variety of age groups as
well as adult fitness areas within view of the playground. Modern
Pier Plaza during a special event
DOWNTOWN CORE REVITALIZATION STRATEGY 13
0 20’40’
PIER PLAZA STREETSCAPE IMPROVEMENT CONCEPT
Strategic Plan for Economic Development
Prepared for the City of Hermosa Beach by ROMA Design Group in association with Economic & Planning Systems
NOVEMBER 26, 2013THE STRANDHERMOSA AVENUE13’ WIDE POTENTIAL OUTDOOR SEATING ZONE
13’ WIDE POTENTIAL OUTDOOR SEATING ZONE
NEW LIGHT FIXTURES IN EXISTING LOCATIONS
8 NEW CANARY ISLAND DATE PALMS 16 EXISTING CANARY ISLAND DATE PALMS
NEW LIGHT FIXTURES IN EXISTING LOCATIONS
TYPICAL BIKE PARKING AREA
TYPICAL BIKE PARKING AREA4 BANNERS
22 NEW JACARANDA TREESPier Plaza Streetscape Improvement Concept
Typical weekday at Pier Plaza
100’
RIGHT OF WAY
12’ 6’ 7’ 10’10’ 7’ 6’
30’
20’
CLEAR
14 CITY OF HERMOSA BEACH • JANUARY 2014
trends indicate that there is a demand for this kind of combina-
tion of recreational activities so that parents can exercise while
their children are playing in close proximity and within view. These
improvements would not only add to the activities in Pier Plaza to
the east but would also enhance public access and enjoyment of
the beach and the fishing and strolling activities on the pier.
The development of a bicycle facilities for repair, servicing, rental
and sales, could be located on the west side of the Strand right
at the entrance to the pier. This would reinforce the family biking
that already takes place and the diversity and mix of activities that
are part of the Pier Plaza area.
THE PLAZA WEST OF THE STRAND IS THE PROPOSED LOCATION FORTHE PLAYGROUND AND BIKE KIOSK
Public Space Improvement Opportunities Examples of bike repair and rental kiosks
DOWNTOWN CORE REVITALIZATION STRATEGY 15
Additional Pier Plaza streetscape improvements, a bike kiosk and playground can help make Pier Plaza a more family friendly place
16 CITY OF HERMOSA BEACH • JANUARY 2014
Hotel Development Strategy
The Downtown Core is an attractive location for beachfront hotel
development and historically, as well as in recent years, there have
been a number of hotel projects of varying size and character
and each with its own contributions to the city as a whole. The
Biltmore Hotel, which has been demolished but began as the Surf
and Sand Beach Club in the 1920’s and later owned by the LA
Athletic Club, is reflective of a landmark hotel that set the tone for
the City. The six-story, 120-room hotel with its pool, ballroom, and
rooftop setting for starlight dancing and daytime sunbathing, was
the social center of Hermosa Beach for many years.
Today, there continues to be a few hotels in the Downtown Core
and more are planned. The Sea Sprite Motel offers the price-
conscious visitor a place for a short or long stay. Each of the 40
rooms has some kitchen facilities for family visits and a pool. The
more recently constructed 96-room Beach House is in fractional
ownership and offers both short and long stays. It has limited
common area, does not have a pool, and is not a full service hotel.
Also, just beyond the primary core area on Hermosa Avenue,
north of 10th Street, a 30-room luxury boutique hotel (the Clash
Hotel) has been approved for construction. More recently, a
critical site along the Strand and Pier Plaza, has been assembled
for a hotel development and is in the process of developing
specific proposals.
Hotel development is one of the uses allowed in the Coastal
Zone, because it is in keeping with the objectives of making the
coastal resources more publicly accessible. The City’s Coastal
Land Use Plan permits three-story development within a 45-foot
height limit, while the City’s zoning regulations limit any develop-
ment to 30 feet. However, land values and operating efficiencies
within the core area are such that it is difficult to develop the
kinds of ground level uses that are desired along with upper level
accommodations within the City’s 30 foot height limit. In addi-
tion, these height limits not only restrict the height required for
successful ground level publicly-oriented uses in a multi-story
configuration, but they also restrict rooftop development of P I E R P L A Z A1 3 T H S T R E E T1 1 T H S T R E E T1 0 T H S T R E E T1 4 T H S T R E E T1 4 T H C O U R T1 1 T H C O U R T1 0 T H C O U R T1 5 T H C O U R T
H E R M O S A A V E N U E
P A L M D R I V E
M A N H A T T A N A V E N U E
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Hotel Opportunity Areas
DOWNTOWN CORE REVITALIZATION STRATEGY 17
amenities and facilities which can take advantage of the significant
beachfront location. Hennessey’s Tavern is an example of the
kind of rooftop amenity space that could be provided in conjunc-
tion with a pool deck in a new hotel. A three-story height within
30 feet is a significant constraint to the development of a quality
hotel facility, particularly within the constrained parcel sizes in the
Downtown Core.
The introduction of additional hotel accommodations is a critical
component of creating a more diverse and inviting environment
for residents and visitors. To achieve the greatest benefit from
hotel development within the core, the qualitative aspects of the
development of the public spaces, amenities and services that are
provided must be addressed.
Hotels historically have been a key element in establishing the
unique place-making qualities of recreational areas and making
them more attractive for the community as a whole. Examples
abound of landmark hotels around the country and the world that
have successfully achieved these qualities. They have furthered
the identity of the unique settings, making them more welcoming
for everyone and providing amenities that have furthered the
sociability, sense of security and hospitality that contribute to a
sense of place.
Yosemite is a great natural environment that everyone wants to
visit, but the Ahwahnee Hotel adds hospitality, comfort and iden-
tity that makes Yosemite an even more special destination. La
Jolla, as a tourist destination, similarly benefits from the La Valencia
Hotel, through its landmark qualities and the recreational and social
activities that are open to the community. A more recent example
of striking success is the role the Hotel Healdsburg in northern
California played in the emergence of the Healdsburg Town
Square as a center of the Wine Country. We are very familiar with
the story of the transformative effect that this hotel provided to the
community because of our involvement in the master planning of
the downtown and the development of the project. To illustrate,
when we began the master planning effort, Healdsburg had a Town
Plaza that was an identifiable landmark in this small town, but many
of the businesses, particularly the bars around the square, catered
to a rough-neck crowd that made the area feel unsafe and unwel-
coming to many people.
There were many elements of the Master Plan that were recom-
mended to transform the nature of the area, but most importantly
was the development of a hotel directly across from the Town
Square on a key publicly-owned parcel. The goals of the hotel proj-
ect were to not only provide for the lodging of visitors but to create
a special place that would contribute to the life on the square and
become a catalyst for further retail and restaurant development.
That goal was achieved in the realization of Hotel Healdsburg which
18 CITY OF HERMOSA BEACH • JANUARY 2014
Hotel Healdsburg reinforces the small town scale of its setting and brings attractive buildings and activities that helped transform the downtown
DOWNTOWN CORE REVITALIZATION STRATEGY 19
provided an architectural quality that heightened the identity and
qualities of the Wine Country setting and provided a high level
of amenity and a public spiritedness. The architecture is modern,
but brings in and integrates landscaping in a manner that heightens
the awareness of the unique qualities of the region. It also extends
this approach to the public spaces by the introduction of taste-
fully selected local art that emphasizes those qualities. The Hotel
Healdsburg and the unique qualities it provided contributed to
making Healdsburg a key destination in the Wine Country and the
Town Square the sociable heart of the community.
More specifically, the Hotel Healdsburg is a 3-story, 45-foot high
hotel project that engages effectively the public environment of
the street and the Town Square. It provides a massing and integra-
tion of public and quasi-public spaces that extend the public realm
into the hotel and help to make it a more inviting place. It provides
a diversity of active ground level uses, including the Dry Creek
Kitchen, a fine dining establishment, with an extensive outdoor seat-
ing area along the street frontage, and a number of unique small
shops along the streetfront that enhance the identity and experi-
ence of place. The project includes a gracious lobby and adjacent
casual meeting and gathering spaces as well as other separate
meeting and catered dining rooms and a spa, pool area and out-
door places for relaxation. Valet parking to a public off-site parking
facility is also available from an attractive and well-integrated porte-
cochere that does not diminish the urban qualities of the hotel. Hotel Healdsburg amenities
20 CITY OF HERMOSA BEACH • JANUARY 2014
The landmark La Valencia Hotel is well fitted within its retail downtown setting and provides courtyard dining for visitors and residents
DOWNTOWN CORE REVITALIZATION STRATEGY 21
Hermosa Beach is a beach community that has many different
qualities than Healdsburg and the development of a hotel here
needs to build on the unique qualities of this place. At the same
time, there is an opportunity to learn from historical precedents
and the transformative qualities that benefitted Healdsburg and
interpret them more specifically for how they might be applied
locally. It is important that an attitude is taken that looks to the
achievement of the qualitative dimensions of place-making as of
at least equal value to the achievement of the room count and
yield of the hotel. There are different categories of hotels, motels
and inns in Hermosa Beach at different price points that provide
for a diversity of visitors to the area. What could be strength-
ened, however, is the creation of a distinctive, higher quality
establishment that serves the more discerning visitor and that can
also become a focal point for community life. The setting of the
Downtown Core right at the beach and adjacent to Pier Plaza is
ideal for such an establishment.
To develop a quality hotel that achieves the public purpose and
the desired positive spin-off effect in the Downtown Core, there
are many factors that need to be addressed and overcome. Sites
are small and land assembly is not easy. The existing 30-foot
height limit makes it very difficult to achieve a tall ground level
that graciously provides for the public spaces of the hotel and a
rooftop level that would be ideally suited for special amenities
and open-air functions. On the roof level, there is a possibility of
outdoor dining, a pool deck and spa facilities. Currently, occupied
rooftop space is counted as part of the height of the building.
If the quality of life in the city and the sociability of the Downtown
Core are priorities, and a distinctive hotel that helps to further
these objectives is desired, then the City needs to take a pro-
active role to help achieve these goals. The prospect of redevel-
opment of the Mermaid Hotel site, on the north side of Pier Plaza,
has been identified, but a hotel developer and operator cannot
achieve all of the public-spirited qualities and spin-off effects that
are desired on their own.
To achieve these qualities, a public/private partnership is required.
This partnership can include assistance in providing valet parking
in the existing parking structure and replacing the public park-
ing that is lost by constructing a large and efficient new structure
on publicly-owned land on the south side of Pier Plaza. This new
parking structure will not only replace the parking, but would
create opportunities for other hotel and retail ventures on that
side of the plaza as well. In addition, the City has land in street
rights-of-way and in parking lots that could contribute to the cre-
ation of a more appropriately configured site for a quality hotel.
Equally important, the City should consider taking the lead in
a ballot initiative for voter approval of a height limit change to
45 feet. This increase in height would be aimed at increasing
22 CITY OF HERMOSA BEACH • JANUARY 2014
Without adding to the number of stories, a modest increase in height can help to improve the quality of hotel development in the core
DOWNTOWN CORE REVITALIZATION STRATEGY 23
the quality of development, not the intensity nor the number of
stories. In addition, it would only be allowed on a limited basis
and only for specific projects that clearly demonstrate achieve-
ment of public objectives related to qualitative aspects including
architectural and site design, publicly oriented activities on the
ground floor, rooftop amenities, etc. It is important to note that
the new height limit would be consistent with current Coastal
Commission policies and generally is in the same area where the
existing historic Bijou Building is 45 to 50 feet in height.
Parking Strategy
The parking strategy is intended to encourage small, indepen-
dent, local businesses in the downtown district maintain the
smaller scale, and small town character and manage the parking
demand fluctuations more effectively, particularly since there
are surges during the summer and weekends. There are two
primary aspects of the parking strategy – first, the development
of a public parking supply that is publicly managed with demand
pricing to help control the distribution and availability of parking.
The public parking can be provided for by using in-lieu fees
and parking charges to help pay for the program and a specific
financing plan for these will need to be developed. New public
parking structures should be located to help alleviate peak
loading on thoroughfares and for better traffic management. In
addition to these, convenient, short term on-street parking, like
what was developed on Pier Avenue, should be encouraged on
Hermosa Avenue, the other major downtown retail street. The
second component of the parking strategy involves modifica-
tions to the existing zoning requirements for new development
in support of a pedestrian-oriented district where the continuity
and quality of the pedestrian experience is given a priority and a
certain amount of walking to parking facilities is part of the experi-
ence of place.
Public Facilities and Parking Management
The provision of centralized public parking facilities in beach-
front locations and downtown districts is an essential component
of a successful economic development strategy. The need for
additional facilities in Hermosa Beach to both intercept parking
demand and provide for a successful Downtown Core has long
been identified. This work effort reinforces the importance of
meeting these needs and identifies two strategic locations for
the placement of these parking facilities. One of these would be
located in the Downtown Core on City-owned property south of
Pier Plaza. This is envisioned to be similar in size and character to
the existing parking structure on the north side of the Plaza. The
other would be located in the Community Center and/or Civic
Center and would best serve the surge requirements of the recre-
ational visitor, the beach-goer and parking for special events, civic
and community functions and Pier Avenue retail. It is anticipated
24 CITY OF HERMOSA BEACH • JANUARY 2014 P I E R P L A Z A1 3 T H S T R E E T1 1 T H S T R E E T1 0 T H S T R E E T1 4 T H S T R E E T1 4 T H C O U R T1 1 T H C O U R T1 0 T H C O U R T1 5 T H C O U R T
H
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A Public Parking Garage is needed to the south of Pier Plaza, similar to the one previously built to the north side
DOWNTOWN CORE REVITALIZATION STRATEGY 25
that each of these structures might accommodate 300 to 400
parking spaces similar to the existing downtown parking structure.
The management of public parking facilities should include
demand pricing and efficient parking information and control
systems that provide a more effective distribution of the available
supply.
The Downtown Core parking structures should provide for the
required commercial and hotel development on underutilized
properties and public parking for existing uses and beach visi-
tors. Parking between the existing and the new parking structure
within the core could be redistributed between the two facilities,
depending on where development is taking place.
In addition to the provision of parking structures, it is important to
maintain and augment, if possible, parking along the street. This
parking should be time-managed and priced to emphasize short-
term convenience needs and avoid being absorbed for long-term
use and by employees. Street parking communicates a friendly
and convenient environment and actually can help to contribute
to a pedestrian-oriented environment, especially in combination
with streetscape improvements. In Hermosa Beach, the parking
and streetscape improvements that were implemented on Pier
Avenue demonstrate the positive effect on retail activity that can
be achieved.
Zoning Modifications
Concerns were raised in initial discussions with developers, realtors
and property owners about parking requirements in the existing
Zoning Code and the deterrent that they impose upon economic
vitality and the ability to maintain and further the small scale vil-
lage environment of downtown Hermosa Beach. In particular, a
significant concern is the effect that these requirements have on
the ability to encourage office development on upper floors which
would be beneficial in enhancing the daytime population and thus
the market support for retail and restaurant functions.
Existing parking issues and requirements in Hermosa Beach were
reviewed along with those of other selected beach cities. The
conclusion of this effort is that there should be a greater emphasis
on how parking solutions can help to create a more attractive and
accessible pedestrian-oriented district, where a greater mix and
intensity of activities are desired while still accommodating beach-
going peak visitor demand.
The following provides a series of recommended actions that
would help to encourage a more pedestrian-oriented district
through changes in the Zoning Code.
1. Pier Avenue, from PCH to Hermosa Avenue and including
the Community and Civic Center sites and Hermosa Avenue
26 CITY OF HERMOSA BEACH • JANUARY 2014
and the Downtown Core from 10th to 14th Streets should
be designated as a pedestrian-oriented district, with special
incentives and provisions to minimize the impact of parking
and to encourage pedestrian and bicycle mobility.
2. All parking in the pedestrian-oriented district should be
provided off-site, rather than the current 25% of parking for
buildings with greater than a one floor-to-area ratio (FAR).
This is only currently allowed in the SPA-11 zone (Pier Avenue
east of Hermosa Avenue to Valley Drive) as an incentive to
conserve iconic buildings (Section17.38.550(D)).
3. There should be a reduced amount of required parking for
commercial (office and retail) uses within the pedestrian-
oriented district. Currently one space per 250 SF is required
for these uses, however, the Coastal Commission recently
provided for a reduced standard of 1/333 SF, which is more
consistent with other beach communities, contingent on a
parking evaluation from the City which should be undertaken.
4. There should be a reduced amount of required parking
for restaurant uses within the pedestrian-oriented district.
Currently, one space per 1,000 SF is required. Cities such
as Redondo Beach utilizes a one space per 250 SF for
pedestrian-oriented districts, which should be considered in
Hermosa Beach as well.
5. Outdoor seating should be encouraged for the creation of a
more sociable environment within the pedestrian oriented
district. The determination of the appropriate amount of
outdoor seating within the public street right-of-way should
be based on lot frontage length, maintaining adequate space
for pedestrian circulation and considerations related to
adjacencies and public safety. These are to be determined
on a case-by-case basis at a staff level by the Community
Development and Public Works Director. Parking require-
ments for outdoor seating should be reduced appropriately
to encourage the diversity of types of establishments within
the downtown district and in particular within the Downtown
Core. For example, in Redondo Beach, no additional parking is
required for the first 12 seats of outdoor seating.
6. Parking requirements should be reduced for mixed use build-
ings on a single lot that generate parking demand during
different times of the day without the need for a discretionary
action by the City. There are currently a variety of conditions
upon which the amount of parking reduction may be allowed
or a fee paid in lieu of providing parking, but a discretionary
review is required.
7. Upper level office use should be encouraged to attract a lively
downtown environment and provide a greater daytime popu-
lation that supports retail and restaurant uses. Parking for
DOWNTOWN CORE REVITALIZATION STRATEGY 27
upper level office use should be reduced and located off-site
in shared parking and public parking facilities.
8. Vehicular parking requirements should be reduced in
exchange for the provision of additional bicycle parking,
beyond what is already required by the City. This provision
is currently limited to development along Pier Avenue. An
equivalence of 4 bicycle spaces for one car space, up to 20%
of the parking required for non-residential projects should
be considered (which is the provision allowed in the City of
Los Angeles and other cities’ zoning codes). This includes the
required bicycle parking and any additional bicycle parking.
9. For an existing non-restaurant use that is converting to restau-
rant use and whose parking requirements are met in common
facilities within the pedestrian-oriented district, a credit
against the future parking requirements should be allowed,
based upon the zoning requirements of the existing use.
Currently this is not allowed for some types of restaurants in
the downtown district.
10. Parking requirements for commercial uses within the pedes-
trian-oriented district should be allowed in common facili-
ties within a quarter mile walking distance. This is currently
only allowed for second floor office space as an incentive to
conserve iconic buildings in SPA-11 zone along Pier Avenue.
11. Parking requirements for commercial uses within the pedes-
trian-oriented district should be based on a net usable
building square footage basis, that is, not including for
example, bathrooms, hallways, lobbies, service, storage and
mechanical rooms.
Vibrant and
Sustainable
Downtown
Core
Pedestrian-
Oriented
District Off-Site
Parking
Parking
Standard
1/333 SF
Restaurant
Parking
Standard
1/250 SF
Outdoor
Dining
Staff
Approvals
Daytime
Population
Bike Stalls
vs. Car
Stalls
Existing
Parking
Credit for
All
Restaurants
More
Parking
Options
Net Sq Ft
Calculations
for Parking
Reqs
Should similar standards from the SPA-11 Zone be included in
a downtown commercial zone inclusive of Upper Pier to be
applied to the entire downtown district?
Are the standards and the mix of uses allowed appropriate?
Should any restrictions be considered relating to uses that may
be located on the ground floor, such as revenue generating
uses?
Pedestrian-Oriented
District
Off-Site Parking
Should provisions currently applicable in the SPA-11 Zone for
off-site parking and allowance of parking in-lieu fees to
provide all required parking (currently limited to
conservation of iconic buildings) be applied generally to
encourage second floor office and service uses, rather than
just as an incentive to conservation of iconic buildings?
Parking Standard 1/333 SF
Should the City pursue an amendment to reduce parking
standards for retail and/or office uses within the downtown
district?
Should any parking reduction for office include the stipulation
that a reduction for office and service use is restricted to upper
levels only (not ground floor) consistent with the Strategy?
Restaurant Parking Standard 1/250 SF
Are more, or expansions of existing, restaurants
desired in the downtown core or downtown district generally?
If so, should they be facilitated via reduced parking
standards, and how great of a reduction should be
allowed?
Should a reduction be allowed only as an incentive to
advance a stated purpose?
Should the allowance for snack shops to have a reduced
parking standard (reduced from 1/100 to 1/250) be an administrative
decision based on specific criteria, rather than requiring a parking plan?
Outdoor Dining
Should the prohibition on outdoor dining on Pier Avenue be
eliminated and the 200 SF allowance without parking be
incorporated?
Should the standards for Pier Plaza encroachments be amended
to allow the 200 SF allowance without additional parking?
Should snack shops be allowed a reduced parking standard
(from 1/100 to 1/250) as an administrative decision based on
specific criteria, rather than requiring a parking plan?
Should outdoor dining on the sidewalk for snack shops be
counted as part of the 25 maximum number of seats allowed
for snack shops?
Staff Approvals
Should the review of parking demands for mixed uses be an
administrative decision?
Daytime Population
Should the City pursue an amendment to reduce parking
standards for upper floor office uses within the
downtown district?
Should any such reduction require a restriction on office
uses on the ground floor such as no future office on the
ground floor, or relocation of office that may be located
on the ground floor to the upper floor?
Bike Stalls vs. Car Stalls
Within the downtown district should parking requirements
should be reduced in exchange for the provision of additional
bicycle parking?
Is an equivalence of 4 bicycle spaces for one car space, up to
20% of the parking required for non-residential projects be
considered?
Could this bicycle parking be provided offsite?
Existing Parking Credit for All Restaurants
Is the existing standard consistent with the vision for the downtown
district?
Should the current rule to not apply the credit for conversion of small
(under 5,000 SF) restaurants be continued, which is in effect a dis-
incentive to these small format restaurants?
More Parking Options
Should parking requirements for commercial uses within the
downtown district be allowed in common facilities within a
quarter mile walking distance?
Net Sq Ft Calculations for Parking Reqs
Should parking for commercial uses within the downtown district be
based on a net usable building square footage basis, that is, not
including for example, bathrooms, hallways, lobbies, service, storage
and mechanical rooms?
Vibrant and
Sustainable
Downtown
Core
Pedestrian-
Oriented
District Off-Site
Parking
Parking
Standard
1/333 SF
Restaurant
Parking
Standard
1/250 SF
Outdoor
Dining
Staff
Approvals
Daytime
Population
Bike Stalls
vs. Car
Stalls
Existing
Parking
Credit for
All
Restaurants
More
Parking
Options
Net Sq Ft
Calculations
for Parking
Reqs
Vibrant and
Sustainable
Downtown
Core
Pedestrian-
Oriented
District Off-Site
Parking
Parking
Standard
1/333 SF
Restaurant
Parking
Standard
1/250 SF
Outdoor
Dining
Staff
Approvals
Daytime
Population
Bike Stalls
vs. Car
Stalls
Existing
Parking
Credit for
All
Restaurants
More
Parking
Options
Net Sq Ft
Calculations
for Parking
Reqs
Should similar standards from the SPA-11 Zone be included in
a downtown commercial zone inclusive of Upper Pier to be
applied to the entire downtown district?
Are the standards and the mix of uses allowed appropriate?
Should any restrictions be considered relating to uses that may
be located on the ground floor, such as revenue generating
uses?
Pedestrian-Oriented
District
Off-Site Parking
Should provisions currently applicable in the SPA-11 Zone for
off-site parking and allowance of parking in-lieu fees to
provide all required parking (currently limited to
conservation of iconic buildings) be applied generally to
encourage second floor office and service uses, rather than
just as an incentive to conservation of iconic buildings?
Parking Standard 1/333 SF
Should the City pursue an amendment to reduce parking
standards for retail and/or office uses within the downtown
district?
Should any parking reduction for office include the stipulation
that a reduction for office and service use is restricted to upper
levels only (not ground floor) consistent with the Strategy?
Restaurant Parking Standard 1/250 SF
Are more, or expansions of existing, restaurants
desired in the downtown core or downtown district generally?
If so, should they be facilitated via reduced parking
standards, and how great of a reduction should be
allowed?
Should a reduction be allowed only as an incentive to
advance a stated purpose?
Should the allowance for snack shops to have a reduced
parking standard (reduced from 1/100 to 1/250) be an administrative
decision based on specific criteria, rather than requiring a parking plan?
Outdoor Dining
Should the prohibition on outdoor dining on Pier Avenue be
eliminated and the 200 SF allowance without parking be
incorporated?
Should the standards for Pier Plaza encroachments be amended
to allow the 200 SF allowance without additional parking?
Should snack shops be allowed a reduced parking standard
(from 1/100 to 1/250) as an administrative decision based on
specific criteria, rather than requiring a parking plan?
Should outdoor dining on the sidewalk for snack shops be
counted as part of the 25 maximum number of seats allowed
for snack shops?
Staff Approvals
Should the review of parking demands for mixed uses be an
administrative decision?
Daytime Population
Should the City pursue an amendment to reduce parking
standards for upper floor office uses within the
downtown district?
Should any such reduction require a restriction on office
uses on the ground floor such as no future office on the
ground floor, or relocation of office that may be located
on the ground floor to the upper floor?
Bike Stalls vs. Car Stalls
Within the downtown district should parking requirements
should be reduced in exchange for the provision of additional
bicycle parking?
Is an equivalence of 4 bicycle spaces for one car space, up to
20% of the parking required for non-residential projects be
considered?
Could this bicycle parking be provided offsite?
Existing Parking Credit for All Restaurants
Is the existing standard consistent with the vision for the downtown
district?
Should the current rule to not apply the credit for conversion of small
(under 5,000 SF) restaurants be continued, which is in effect a dis-
incentive to these small format restaurants?
More Parking Options
Should parking requirements for commercial uses within the
downtown district be allowed in common facilities within a
quarter mile walking distance?
Net Sq Ft Calculations for Parking Reqs
Should parking for commercial uses within the downtown district be
based on a net usable building square footage basis, that is, not
including for example, bathrooms, hallways, lobbies, service, storage
and mechanical rooms?
Vibrant and
Sustainable
Downtown
Core
Pedestrian-
Oriented
District Off-Site
Parking
Parking
Standard
1/333 SF
Restaurant
Parking
Standard
1/250 SF
Outdoor
Dining
Staff
Approvals
Daytime
Population
Bike Stalls
vs. Car
Stalls
Existing
Parking
Credit for
All
Restaurants
More
Parking
Options
Net Sq Ft
Calculations
for Parking
Reqs
MANHATTAN BEACH, CA
January 11-16, 2015
2 Manhattan Beach, CA · January 11– January 16, 2015 Thanks to our Sponsor:
3 Manhattan Beach, CA · January 11– January 16, 2015 • The mission of the Urban Land Institute is to
provide leadership in the responsible use of land
and in creating and sustaining thriving
communities worldwide.
• ULI is a membership organization with nearly
35,000 members, worldwide representing the
spectrum of real estate development, land use
planning and financial disciplines, working in
private enterprise and public service.
• What the Urban Land Institute does:
– Conducts Research
– Provides a forum for sharing of best
practices
– Writes, edits and publishes books and
magazines
– Organizes and conducts meetings
– Directs outreach programs
– Conducts Advisory Services Panels
About the Urban Land Institute
4 Manhattan Beach, CA · January 11– January 16, 2015 • Since 1947
• 15 - 20 panels a year on a variety of
land use subjects
• Provides independent, objective candid
advice on important land use and real
estate issues
• Process
• Review background materials
• Receive a sponsor presentation &
tour
• Conduct stakeholder interviews
• Consider data, frame issues and
write recommendations
• Make presentation
• Produce a final report
The Advisory Services Program
5 Manhattan Beach, CA · January 11– January 16, 2015 The Panel
Jonathan Bartlett
Senior Consultant,
Global Buildings
Jacobs
Atlanta, GA
Peter Crowley
Partner
LandDesign
Alexandria, VA
Tom Hester
Urban Design
Practice Leader
Parsons Brinckerhoff
Tempe, AZ
Geri Lopez
Director, Economic
Development and
Housing
Clearwater, FL
Richard Reinhard
Deputy Executive
Director
Downtown DC BID
Washington, DC
Erin Talkington
Vice President
RCLCO
Bethesda, MD
Richard Perlmutter, Chair
Managing Partner
Foulger Pratt
Rockville, MD
Michael Lander, Vice-Chair
President/Owner
The Lander Group, Inc.
Minneapolis, MN
6 Manhattan Beach, CA · January 11– January 16, 2015 Panel Assignment At the heart of the Community, Downtown is a key
component of what makes Manhattan Beach such a
desirable place to live, visit, and conduct business. It
is a vibrant and dynamic area that is popular with
locals and also serves as a visitor destination.
Downtown’s success is built upon a number of key
factors including outstanding year-round weather;
the look and feel of the areal award-winning
shopping and dining experiences that are unique to
the Downtown and in close proximity to the ocean
and beach orientation and environment for outdoor
activities.
The Purpose of this engagement process is to
ensure the Downtown area maintains and enhances
its unique character and encourages business
success.
7 Manhattan Beach, CA · January 11– January 16, 2015 Panel Assignment
• Vision:
– What specifically defines our quaint and unique beach Downtown character and how can the City maintain and enhance it?
– Describe your vision for the future of Downtown Manhattan Beach (20 years form now) in 4 sentences of less. Use descriptive adjectives.
• Market Potential:
– How do you see the current ratio of chain to local retail and what would be a good mix?
– What are the pros and cons of
restricting certain types of uses at the street level to ensure a quality retail experience?
– What type of businesses should we be
retaining and/or attracting for our downtown, and what are the best methods to do that?
• Development Strategies:
– Provide examples of streetscape
designs that should be implemented
downtown? What elements need to be
addressed/improved?
– What are the pros and cons of having
prescribed design guidelines
implemented in the overall
development of downtown
construction?
– How best should the community pursue
effective public-private partnerships to
revitalize and manage the downtown?
• Implementation:
– What type of parking strategies should
we implement downtown?
– What is the action plan/implementation
plan with a critical path(s) forward for
the above question?
8 Manhattan Beach, CA · January 11– January 16, 2015
• Don’t let the ULI report sit on the
shelf
• Take advantage of the opportunity to
set in place a plan for the future
• Make some big decisions
1996 Strategic Plan
9 Manhattan Beach, CA · January 11– January 16, 2015
• Culture—Michael Lander
• Economics—Erin Talkington and
Jonathan Bartlett
• Retail Environment—Richard
Perlmutter
• Design and Transportation—Tom
Hester and Peter Crowley
• Development Opportunities—Tom
Hester, Peter Crowley, Michael Lander
and Richard Perlmutter
• Implementation Strategies--Geri Lopez
and Rick Reinhard
Presentation Outline
10 Manhattan Beach, CA · January 11– January 16, 2015 Michael Lander
11 Manhattan Beach, CA · January 11– January 16, 2015 Culture and History
History
• Reflects transportation of the day
• Origins of village scale
• 30’ lots/small summer cottages
Changes over time
• Summer to full time
• Train to auto
• Middle income to high income
12 Manhattan Beach, CA · January 11– January 16, 2015 Changes in Development Pattern
Traditional/Pre-automobile/Manhattan Beach
• Compact
• Connected
• Mixed use
• Multimodal
Suburban
• Spread out
• Cul-de-sac/collector
• Single Use
13 Manhattan Beach, CA · January 11– January 16, 2015 Diverse and Changing Community
• Long term residents (20+ yrs.)
• New high income residents
• Over half residents less than 15 years
• Increasing visitors
• Business owners
• Property owners
14 Manhattan Beach, CA · January 11– January 16, 2015 Manhattan Beach Attracts Buyers with Options
• Value small town character
• Excellent schools
• Laid back feeling
• Citizen involvement/connection
• Safety
• Freedom for kids
15 Manhattan Beach, CA · January 11– January 16, 2015 Changing Environment – Impacts on Community
• No longer served by train
• Suffering impacts of love affair with cars
• Turnover with new profile residents
• Market demand for bigger houses, more car
space
• Demand for more restaurants
• Housing prices skyrocket
• Pressures on ‘small town character’
• Suburban style development projects
16 Manhattan Beach, CA · January 11– January 16, 2015 Development Impacts
• Residential McMansions
– Oversized
– Auto impacts
• Retail Mix
– Rents escalating
– Losing long time tenants
– National tenants move-in
• More cars/traffic Congestion
• Parking Issues
17 Manhattan Beach, CA · January 11– January 16, 2015 Methodology
• Reviewed background material from staff
• Met staff and Council
• Talked with over 120 community members
• Reviewed past studies
• Assessed threats and opportunities
• Toured, walked, biked your city
• Lived on site for the week
• Applied collective experience
• Healthy communities principles
18 Manhattan Beach, CA · January 11– January 16, 2015 Perspectives and Recommendations
• Economic context
• Retail trends
• Urban design concepts
• Transportation and parking strategies
• Identify key development opportunities
• Implementation strategies
• Progressive governance
19 Manhattan Beach, CA · January 11– January 16, 2015 Jonathan Bartlett
20 Manhattan Beach, CA · January 11– January 16, 2015 Who is Manhattan Beach?
Population: 35,000
Households: 14,000
Median HH Income: $134,000 (2.3x LA metro)
Avg Net Worth: $1.2 million
Median Age: 42
% College: 73%
Adv Degree: 31%
21 Manhattan Beach, CA · January 11– January 16, 2015 Who is Manhattan Beach?
17.3%
20.4% 18.7%
12.6%
30.8%
0%
5%
10%
15%
20%
25%
30%
35%
<$50,000 $50,000-$100,000 $100,000-$150,000 $150,000-$200,000 $200,000+
1.7%
12.2%
18.8%
23.9%
20.0%
13.3%
10.1%
0%
5%
10%
15%
20%
25%
30%
<25 25-34 35-44 45-54 55-64 65-74 75+
22 Manhattan Beach, CA · January 11– January 16, 2015 Housing Market Conditions
• Residential price appreciation over the last five years has been extraordinary.
• Average price per square foot in the most recent quarter was $1,131, placing
Manhattan Beach 90266 among the most expensive zip codes in the United
States.
$1,581,061
$2,309,546
$1,212,151
$1,437,017
$709,627 $823,236
$500,000
$700,000
$900,000
$1,100,000
$1,300,000
$1,500,000
$1,700,000
$1,900,000
$2,100,000
$2,300,000
$2,500,000
2009 2010 2011 2012 2013 2014
MB HB RB
+18%
+46%
+16%
23 Manhattan Beach, CA · January 11– January 16, 2015 Meet the Neighbors!
• 60% of the households in Manhattan Beach have
only been here since 2000.
• 25% have arrived since 2010.
• Based on average annual transactions, since we
arrived in Manhattan Beach on Sunday you have 7
new neighbors, each of whom paid today’s market
value for real estate.
24 Manhattan Beach, CA · January 11– January 16, 2015 Tenanting Implications
• The rise in home values and influx of new residents has
changed the character of the Manhattan Beach retail market.
• The community’s affluence attracts upscale merchants - both
locally run and national brands - who are positioning to serve the
evolving needs of the community.
• Your household expenditures in the financial services category
are 4.5 times the national average. This naturally attracts
banks.
• The active housing market has created demand for residential
real estate services, and a proliferation of such businesses has
logically followed.
25 Manhattan Beach, CA · January 11– January 16, 2015 Commercial Market Trends
• Commercial vacancy rate is extremely low, supply of space is limited
and, particularly in the built-out downtown area, new space is extremely
difficult to produce.
• Strong consumer demand and limited supply is driving up the cost of
space.
• Retail rents in downtown Manhattan Beach run from $4-$6 per square
foot per month on existing leases.
• Anecdotal evidence is that certain well-located, rehabbed properties
have commanded rents two to three times higher.
• These increases are fueled by a number of factors, most obviously the
high cost of acquiring and renovating older commercial properties.
26 Manhattan Beach, CA · January 11– January 16, 2015 Retail Business Illustration
Monthly Rent: $5
Annual Rent: $60
/ 10%
= Required Sales/SF $600
Store Size (SF): 1,500
Annual Sales: $1.8 million
Sales per Day (M-Sa): $5,800
Haircuts/Day (@ $100): 58
Pressed Juices/Day (@$5): 1,200
Monthly Rent: $10
Annual Rent: $120
/ 10%
= Required Sales/SF $1,200
27 Manhattan Beach, CA · January 11– January 16, 2015 Impact on Local Retailers
• Retailers that generate the highest sales per foot include Apple
(average sales per foot over $6,000); Tiffany ($3,043); Lululemon
($2,200), Kate Spade ($1,280), etc., as well as restaurants, service
businesses.
• The risk that rapidly increasing rents will drive smaller stores out of
business directly parallels the condition in the Manhattan Beach
housing market, which has a similarly narrow group of qualified
participants.
• Unlikely that $10 per foot (or more) will prevail across the whole of
downtown in the near term, which gives us confidence that strong local
businesses in the right locations can continue to succeed in downtown
Manhattan Beach.
• When landlords face resistance at a given price point, and nationals
don’t step in, the market will adjust. *This assumes that existing rules
are being enforced consistently.
28 Manhattan Beach, CA · January 11– January 16, 2015 Formula Retail Ban?
• There is no “right” number of national stores vs. local – they are
symbiotic.
• Manhattan Beach today ~20% nationals.
• Some communities are comfortable with 60%+.
• Attempting to regulate this percentage with a heavy hand can have
unintended consequences; we do not recommend this approach.
• The retail profile in town will continue to evolve with the changing
population, but the risk of a wholesale overrun by national chains is
overstated.
29 Manhattan Beach, CA · January 11– January 16, 2015 The Local Advantage
1. Not every location is equal; rents
will continue to vary by block,
corner, and side of the street.
2. Downtown store sizes are
inadequate for many mass market
retailers.
3. The mall is a much more desirable
location for mass market retailers.
(space, co-tenants, traffic counts,
parking, lower rents).
4. Your merchants are innovative and
engaged, but they need support in
key areas that are under your
control. We will discuss these
shortly.
8,000 SF
1,750 SF
Gap/VS Wants Downtown Offers
30 Manhattan Beach, CA · January 11– January 16, 2015 Richard Perlmutter
31 Manhattan Beach, CA · January 11– January 16, 2015 The Retail Story
• Web-based business
• Bricks and Mortar business
• Omni-Channel Marketing
• Winners and Losers
– High Touch and curated
• Restaurants
• Soft goods
• Groceries
• Services
– Anchor Restaurants—
regional draw
• High rent
• Symbiotic with locals
Perpetual State of Change
32 Manhattan Beach, CA · January 11– January 16, 2015 State of Retail
• Excellent
• High rents
• Low vacancy
• Small shop
dominance
• Maintain vigilance
Economic Health
33 Manhattan Beach, CA · January 11– January 16, 2015 Mega Trends
• Web-based
• Restaurants as anchors
• Responses:
– Don’t consider rent
control
– Don’t consider
formulaic regulatory
programs
– Consistently enforce
land use regulations
– Resist combining
storefronts
Retail
34 Manhattan Beach, CA · January 11– January 16, 2015 People Work and Live Differently
• Hotels
• Restaurants
• Retail
• Office
Options
35 Manhattan Beach, CA · January 11– January 16, 2015 Erin Talkington
36 Manhattan Beach, CA · January 11– January 16, 2015 What is in Downtown Today?
• Approximately 400,000 SF of retail, office, and hotel space
– 70% small shops that create the village character
• Broad mix of tenants and merchants, as well as national and local tenants.
Downtown
400,000 SF
Manhattan Village Mall
550,000 SF
37 Manhattan Beach, CA · January 11– January 16, 2015 What is Downtown’s Niche?
• Retail and office space does not exist in a vacuum.
• Within the broader South Bay marketplace, every place plays a distinct role.
• Different types of businesses all thrive in different types of locations.
– Village Mall: regional destination for national fashion and soft goods
retailers.
• This is where Gap and Victoria Secret will locate.
– Sepulveda: anchor, big box and convenience retailers in large power
centers.
• This is where Costco, Target, Petsmart, and 7-Eleven will locate.
– Downtown: experiential destination for restaurant, upscale fashion,
specialty tenants, and local retail and services.
• This is where the surf shop, the dive bar, the regionally-renowned
restaurant, the local bank and realtor, and the upscale boutique will
locate.
38 Manhattan Beach, CA · January 11– January 16, 2015 What Businesses are in Downtown Today?
• Your retail and office tenant mix reflects this market niche and your changing
demographics:
– Destination restaurants,
– Upscale and Specialty retailers,
– Local office and services.
• 150,000 SF of small retail shops:
– 100,000 SF restaurants
– 50,000 SF small shops and personal services
• 20,000 SF of grocery
• 130,000 square feet of small office, medical, and banks.
Retail Tenant Breakdown Count Share
Arts 1 1%
Restaurant 43 35%
Grocery/F&B Sales 4 3%
Personal Services 23 19%
Retail 53 43%
124
39 Manhattan Beach, CA · January 11– January 16, 2015 Who Shops in Downtown?
• Two primary consumer groups provide support for downtown retail:
– local residents
– Visitors
• Average resident spends $60,000 on retail each year
– $470 million dollars in spending on the retail categories available to
downtown shops.
– Twice what the average community of 14,000 households would support.
• Residents seek out restaurants and specialty shops in downtown – yet most go
to other retail areas for the majority of their shopping.
Demand in downtown:
50,000 SF of local retail and services,
+ 25,000 SF of restaurants
75,000 SF in total.
40 Manhattan Beach, CA · January 11– January 16, 2015 Who Shops in Downtown?
200,000 SF of Retail in Downtown Today
- 75,000 SF of Retail Demand from Residents
125,000 SF – Who else keeps the lights on?
Retail Supported by Residents:
75k SF = 1.5 blocks
Retail Today:
200k SF = 4.25 blocks
41 Manhattan Beach, CA · January 11– January 16, 2015 Who Shops in Downtown?
• Visitors support 60% of your overall retail space.
– Local specialty retailers receive 2/3 of support from residents
– Restaurants rely on visitors for nearly 75% of their patrons.
• You need your visitors!
• So what’s the catch?
– Few places for visitors to stay.
– Challenging to drive to and park in downtown and near the beach.
42 Manhattan Beach, CA · January 11– January 16, 2015 Is There a Market Issue Here?
• Downtown market is functioning in a logical and healthy way.
• Prices and rents reflect:
– limited quantity of beach-adjacent real estate
– affluent local market
• Rent is outcome of market dynamics:
– limited supply of downtown space
– strong demand to occupy those storefronts.
• Address the factors that create higher price - rent control is NOT the solution
43 Manhattan Beach, CA · January 11– January 16, 2015 How Can Small Businesses Compete?
• DEMAND-SIDE: Improve the viability of businesses
– Parking: improve access so more customers can come
– Expenditures: encourage existing customers to spend more in downtown
– Visitor attraction: Increase your customer base by attracting more visitors
to patronize your retail.
• SUPPLY SIDE: Moderate rent levels
– Store size: limit size to maintain the quantity of storefronts
– Zoning and use: regulate the type of business and where they can locate
– Design: brand the look and feel to improve the marketability
– Quantity of space: shrink or expand the amount of available space to
better reflect consumer demand.
44 Manhattan Beach, CA · January 11– January 16, 2015 Where Does This Leave Us?
• Healthy and well-functioning market, but competitive threats are surfacing.
• Manage these threats proactively, not reactively :
– Small tweaks to regulations,
– Cohesive strategy to attract visitors and residents,
– Clarity on the future vision.
• Residents alone cannot support current amount of retail.
– One strategy would be to reduce the downtown footprint.
– Alternatively, facilitate visitors to increase customer base
• Time for action: prolonging these conversations creates uncertainty and
inefficiency which is bad for business and the community.
45 Manhattan Beach, CA · January 11– January 16, 2015 Tom Hester , Michael Lander and Peter Crowley
46 Manhattan Beach, CA · January 11– January 16, 2015 Transportation Analysis
• High number of walking streets
• Limited access to Valley/Ardmore
• Primary reliance on MBB & 15th
• South of MBB not direct
connection to Valley/Ardmore
• Primary N/S circulation along
Highland and Manhattan Avenue
• Imbalance of congestion and
capacity
• Need to manage the car or the
street
– Circulation
47 Manhattan Beach, CA · January 11– January 16, 2015 Access Management
• Left turn lanes require more street
space
• Congestion caused by block size
and stacking
• Residential access
• Opportunity to manage access to
increase capacity for all modes
48 Manhattan Beach, CA · January 11– January 16, 2015 Parking
• Balance needs of residents and visitors
• Current parking situation results in
increased congestion
• Retail businesses sensitive to parking
• Opportunities for new parking is
expensive and limited
• Locate structures close to Valley/
Ardmore
• Parking strategies should consider
downtown as a “district”, and integrate
– Structures
– On-street
– Remote
49 Manhattan Beach, CA · January 11– January 16, 2015 Parking
• Everyone mentioned as a issue
• Tied to overall transportation network
• Traditional places need special
practices
• Showed some parking urban design
issues
• City completed study in 2008 and
implemented many recommendations
• 2006 study recommended updates –
the place to start
• Define the problem today
50 Manhattan Beach, CA · January 11– January 16, 2015 Increasing Parking Inventory
• Under Von’s redevelopment
• At beachhead
• Certain street locations
• Existing city lots on 12th Street
• Allow/count mechanical parking
spaces
• Encourage underground parking in
new buildings
• New remote parking lots w/shuttle
51 Manhattan Beach, CA · January 11– January 16, 2015 Parking Management Recommendations
• Carefully design and managed parking districts
• Maximize convenience for users
• Maximize use of inventory
• Implement ideas from updated study
Our Ideas
• Promote Uber type service for resident trips
• Create remote lot(s) for employees and visitors
• Expand on street where possible/reclaimed frontages
• Use technology to do demand pricing – insures 15% of metered spaces always available
52 Manhattan Beach, CA · January 11– January 16, 2015 Parking Management Recommendations
• Create new signage and smart phone app to direct residents and visitors to available spaces
• Create shuttle from Mall to downtown to take advantage of parking inventory and create
synergy between shopping district.
• Institute residential parking permits in impacted neighborhoods.
• Increase parking revenue to financing ongoing upgrades.
• Expand valet programs for restaurants and other visitors.
• Increase biking options.
• Consider bikeshare at remove lots.
53 Manhattan Beach, CA · January 11– January 16, 2015 Built Form Character
• Defined by:
– Streets & Blocks
• Compact size and scale
• Most significant determinate for character
– Building Form
• Mass
• Facades and treatments
– Public Realm
• Streetscapes
• Lighting
• Plazas
• Sidewalks & Patio Dining
54 Manhattan Beach, CA · January 11– January 16, 2015 Scale
Traditional Village
Out of Scale
55 Manhattan Beach, CA · January 11– January 16, 2015 Street
Walkstreet 13th
Car/Parking Street 12th
56 Manhattan Beach, CA · January 11– January 16, 2015 Frontages – Morningside Drive
-affects pedestrian environment
- provide continuous interest
- avoid curb cuts, surface parking at street
Bad Better Best
57 Manhattan Beach, CA · January 11– January 16, 2015 Public Realm: Streetscapes
• Streetscapes
– Understated & congested
– Paving materials in disrepair; unattractive
– Landscaping inconsistent; non-descipt
– Does not meet minimum level of quality or
design
• Lighting: need for more safety lighting
• Plazas: Programming can:
– Better/prime utilization of GLA
– Expand public/private realm
– Promote active areas
• Sidewalks & Patio Dining
– Too narrow for users
– Wider sidewalks can promote dynamic mix of
uses
58 Manhattan Beach, CA · January 11– January 16, 2015 Recommendations
• Iconic gateway for people and cars
• Presents brand character
• Street could have 4 distinct parts
– North
– Central
– South
– Beach
– Manhattan Beach Blvd
59 Manhattan Beach, CA · January 11– January 16, 2015 Recommendations
• Capture parking between
Morningside and Valley/Ardmore
• Access to future structure at Vons
& Metlox
• Maintain existing street section
with narrower travel lanes and
wider sidewalks
– MBB: North
60 Manhattan Beach, CA · January 11– January 16, 2015 Recommendations
• Defined between Morningside and
Manhattan Avenue
• 80’ ROW
• Two – 11’ travel lanes; one in each
direction
• Wider sidewalks on both sides;
wider on the north side
• More balanced street section
• Angled on-street parking;
interspersed landscape breaks
• Mix of surface materials; SDG for
parking
• Integrated public art
– MBB: Central
61 Manhattan Beach, CA · January 11– January 16, 2015 Recommendations
• Defined between Manhattan
Avenue to the Strand
• Commercial walkstreet
• 80’ ROW
• Two – 11’ travel lanes; one in each
direction
• Wider sidewalks on both sides
• Managed/remote on-street parking
• More public space/dining terraces
• More balanced street section
• Mix of surface/terrace materials
• Integrated public art
– MBB: South & Beach
62 Manhattan Beach, CA · January 11– January 16, 2015 Recommendations
• Manhattan Avenue
– 80’ wide ROW
– Similar to center MMB typology
• Highland & 13th Street
– 60’ wide ROW
– Reorganization of on-street parking
– Wider sidewalks in some areas
• Expansion/new walk streets
– Other Streets
63 Manhattan Beach, CA · January 11– January 16, 2015 Recommendations
• 15th Street
– Large traffic volumes directed through
residential street
– Design the street to reduce speeds
– Tighten radius at Manhattan Avenue
64 Manhattan Beach, CA · January 11– January 16, 2015 Integrated Reuse Opportunities
• Possible city assets
• Private assets
• Private/Public Partnerships
– Overall Opportunities
65 Manhattan Beach, CA · January 11– January 16, 2015 Retail and Office Shared Space
• Multi-Use Building
• 20,000 SF
• First floor—retail kiosks
• Second floor—executive suites
• Public-private partnership
• 13th Street/Morningside Dr.
• Complementary to Farmers
Market
66 Manhattan Beach, CA · January 11– January 16, 2015 Integrated Reuse Opportunities
• Entire block should be considered
for assemblage
• Below grade structured parking
• Ground level active uses/retail
• Second level professional uses
• Upper levels could include a mix of
residential
– Existing Von’s
67 Manhattan Beach, CA · January 11– January 16, 2015 Integrated Reuse Opportunities
• Below grade & surface parking
• Opportunity for diverse public
spaces
• Spaces could include beach club,
park, or public/private mix
• Relocation of bike path under pier
for safety
• Bike/pedestrian management at
beach head to improve safety
– Beach Plaza
68 Manhattan Beach, CA · January 11– January 16, 2015 Geri Lopez
69 Manhattan Beach, CA · January 11– January 16, 2015 Implementation—Public Sector Role
Implementation requires Political Will!!!
• Success requires bold moves and dedicated leadership
• Public and private sectors must work together to execute important
action plans to achieve the ideas envisioned for Manhattan Beach
• Bold does not mean foolish nor does it mean achieving unconditional
consensus for each initiative or individual development proposal—you
cannot please everyone!
• Must listen to a diverse set of stakeholders and formulate actions that
are in the best interest of the community
• Taking action, even incrementally, is critical to move forward
70 Manhattan Beach, CA · January 11– January 16, 2015 Implementation—Public Sector Role
Bears repeating:
• The clear role for the
City Council is to provide
strong leadership
• Create and implement
the vision for Manhattan
Beach
• Adopt policy and
regulations
• Be decisive in your
actions
71 Manhattan Beach, CA · January 11– January 16, 2015 Implementation—Public Sector Role
Embrace these concepts:
• Create plans, programs, etc. that supports downtown as the “center” or
gathering place of the city for its residents and visitors
• Fund improvements to the public realm and plan for these
improvements in the Capital Improvement Program (CIP)
• Balance the needs of residents, business owners, commercial property
owners, and visitors
• Be proactive to the business community to ensure a healthy downtown
commercial base
• Actively seek private partners to develop key downtown redevelopment
sites
72 Manhattan Beach, CA · January 11– January 16, 2015 Implementation—Public Sector Role
Invest in your future—use your AAA bond rating!
• Issue a bond to fund key infrastructure improvements
– Streetscape
• Research other revenue sources for funding projects other than
property taxes
• Look at a dedicated funding source for other projects and programs
– i.e. City Business License Tax for Façade Improvement Program
– Use Parking Fund to fund parking improvements
• Create a Strategic Plan that aligns city values with available resources
to be used for preparing the city’s budget and funding the CIP
73 Manhattan Beach, CA · January 11– January 16, 2015 Implementation—Public Sector Role
Balance the needs of residents, business owners,
commercial property owners, and visitors
• Be sensitive to resident concerns of noise, trash, deliveries, and smell.
• Assign a city representative to facilitate business and resident
complaints
• Ensure the consistent enforcement of codes to include closing time for
bars near residential, warnings vs. tickets for parking, etc.
74 Manhattan Beach, CA · January 11– January 16, 2015 Implementation—Public Sector Role
The City cannot afford to continue to be reactive--
Be proactive!
• Conduct outreach to the business community to ensure a healthy
downtown commercial base. This will help to preserve those hometown
treasures and attract new businesses that support the Manhattan
Beach vision
• Actively engage the Downtown Business and Professional Association
and Downtown Property Owners Association to listen to their needs
and work collaboratively to identify programs and incentives.
– Create a façade improvement program. This could assist long-time
property owners improve their buildings without raising the rents
– Partner with community organizations to support events that foster
the right activity to help retail businesses
75 Manhattan Beach, CA · January 11– January 16, 2015 Implementation—Public Sector Role
• Seek out partnerships to
encourage additional parking
and desired development
patterns and uses
– Use incentives such as site-
specific tax increment
financing (TIF) revenues to
provide incentives such as
tax rebates, payment of
permit fees, etc. to develop
these projects
Identify opportunities for public-private partnerships to
develop key downtown redevelopment sites
76 Manhattan Beach, CA · January 11– January 16, 2015 Implementation—Public Sector Role
Create a Downtown Specific Plan
• Gives the city staff, developers, property owners and residents the
certainty they desire for how downtown will develop
77 Manhattan Beach, CA · January 11– January 16, 2015 Implementation—Public Sector Role
Evaluate pricing and improvements to the parking
system and adopt a parking management plan
• Serves to enhance both the resident and visitor experience to downtown
• Use your existing Parking and Public Improvement Commission to
evaluate suggested locations recommended for additional parking spaces
in the downtown, remote parking and use of trolley/shuttles
78 Manhattan Beach, CA · January 11– January 16, 2015 Implementation—Public Sector Role
Design and construct streetscape improvements
• Look at wider sidewalks, decorative elements, LED lighting,
landscaping, public art and other amenities
Critical component to enhance the Manhattan Beach vision and brand
79 Manhattan Beach, CA · January 11– January 16, 2015 Implementation—Public Sector Role
Fill the Economic Development Manager position
• Address the traditional economic development activities citywide
needed for an improved tax base, high quality jobs, etc. that will help to
lessen the burden of property taxes on its residents
• Add a redevelopment scope to the job description
– Interface with the business and development community, facilitate
redevelopment projects, develop incentive programs and
implement portions of the Downtown Plan
– Need an experienced person with real estate development, mixed-
use, redevelopment, and private sector experience
– Conduct outreach to the Downtown Business and Professional
Association and Downtown Property Owners Association
– Actively seek public private partnerships for redevelopment of
recommended downtown sites
80 Manhattan Beach, CA · January 11– January 16, 2015 Implementation—Public Sector Role
Develop Downtown Urban Design Guidelines
• Ensures that new and renovated buildings reflect the desired physical
quality and culture of community
• Does not specify an architectural style or color palette but serves to
highlight the pedestrian nature of the commercial corridor and specify
the desired spacing of windows, signage placement, preference for
awnings, amount of glass, etc.
• Does not specify use but rather identifies categories such as building
orientation and placement, access and driveways, parking, utility
location and screening, pedestrian access, materials, lighting,
landscaping, street furniture, and signage
• Once completed, contract with an Urban Design professional to review
proposed projects and their compliance to the guidelines
81 Manhattan Beach, CA · January 11– January 16, 2015 Rick Reinhard
82 Manhattan Beach, CA · January 11– January 16, 2015 Downtown Initiatives
• Responsibility of the entire
community, not just City
Hall
• Implementation to occur
over time
• Funding through means
other than residential
property tax increases
83 Manhattan Beach, CA · January 11– January 16, 2015 Downtown Entities to Be Involved
• Downtown residents group
• Manhattan Beach Chamber
of Commerce
• Other public bodies
• Other stakeholders
• City Council
• City Administration
• City Commissions
• Downtown Business and
Professional Association
• Downtown Property Owners
Association
84 Manhattan Beach, CA · January 11– January 16, 2015 Implementation—Private Sector Role
• Downtown PBID formation—led by
Downtown Property Owners
Association
• Downtown retail strategy—led by
DPOA/Downtown Business and
Professional Association
• Local retail marketing strategy/
Downtown events strategy—led by
DBPA and Parks and Recreation
Commission
• Downtown residents
• Public art plan—led by Cultural Arts
Commission
85 Manhattan Beach, CA · January 11– January 16, 2015 Downtown PBID--DPOA
• Downtown property owners have formed
an association.
• They can take it a step further by
forming a PBID.
• Raises 5-10 times as much as a BID.
• Can focus on economic development.
• Convenes major property owners who
have “skin in the game.”
• PBID represents a small investment.
86 Manhattan Beach, CA · January 11– January 16, 2015 Downtown Retail Strategy
• No shopping center would be
without one
• More and more Downtowns
are producing them
• Our team gave you a broad
analysis
• Need to be able to show
prospective retailers a plan
87 Manhattan Beach, CA · January 11– January 16, 2015 Local Retail Marketing Strategy/Downtown
Events Strategy
• DPBA handles promotion and events.
• We attended Tuesday’s Farmers’
Market.
• Many large, public events hurt, not help,
Downtown retail.
• Getting marketing right is critically
important.
• Some events are scheduled on weeks
or days when retail already is
successful.
• Need to use the Internet and
Smartphone apps.
88 Manhattan Beach, CA · January 11– January 16, 2015 Downtown Residents
• Have unique interests
• Need to balance their
interests with those of
businesses
• Informal group should be
formalized
89 Manhattan Beach, CA · January 11– January 16, 2015 Public Art Plan
• Kept hearing about
importance of art and
artists
• Lack of public art
Downtown
• Need a public art plan to
enliven public plazas and
improve blank walls
90 Manhattan Beach, CA · January 11– January 16, 2015 Why You Need a Compendium of Strategies
• World is changing
so fast—in MB
• New residents
stream in
• Retailers and office
users want new
format
• Consumers buy
more goods online
91 Manhattan Beach, CA · January 11– January 16, 2015 Current Lineup of Studies and Strategies
Doesn’t Cut It
For example:
• 1996 Strategic Plan
• 2008 Parking Management Plan
• 1988 Manhattan Beach Boulevard streetscape
• No retail strategy
• No Downtown public art plan
92 Manhattan Beach, CA · January 11– January 16, 2015 Funding
Makes good sense to:
• Use “other people’s money.”
• Have those who benefit from the
improvement pay for it
• Harvest money from an appreciating
asset
93 Manhattan Beach, CA · January 11– January 16, 2015 Possible Funding Sources
1. Increasing parking fees—for funding
parking and transportation
improvements.
2. Special benefit districts—for funding
projects that benefit adjacent properties.
3. TIFs and PILOTs—for funding site-
specific development projects.
4. Privatization contracts—can be
considered for capitalizing cash-
producing assets.
5. Local real estate transfer tax—to join
five other LA County municipalities.
94 Manhattan Beach, CA · January 11– January 16, 2015 Thank you!