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HomeMy WebLinkAbout2015-09-09_Agenda Packet 4wFo'Q CITY OF NEWPORT BEACH NO BALBOA VILLAGE ADVISORY COMMITTEE AGENDA Q City Council Chambers at Former City Hall 3300 Newport Boulevard NOTE NEWLOCATION Wednesday, September 9, 2015 - 4:00 p.m. to 5:30 p.m. Committee Members: Diane Dixon, Mayor Pro Tem (Chair) Tony Petros, Council Member Gloria Oakes, Balboa Peninsula Point Association Ralph Rodheim, Balboa Village Merchants Association Grace Dove, Central Newport Beach Community Association Tom Pollack, ExplorOcean Representative Jim Stratton, At-Large Representative Staff Members: Kimberly Brandt, Community Development Director Brenda Wisneski, Deputy Community Development Director Tony Brine, City Traffic Engineer James Campbell, Principal Planner Fern Nueno, Associate Planner 1. CALL MEETING TO ORDER I1. PUBLIC COMMENT ON NON-AGENDIZED ITEMS (comments limited to 3 minutes) III. ITEMS FOR REVIEW 1. MINUTES OF JULY 8, 2015 AND AUGUST 12, 2015 (ATTACHMENT 1) Recommended Action: Approve July 8, 2015 and August 12, 2015 Minutes. 2. RP3 BOUNDARY CLARIFICATION (ATTACHMENT 2) Recommended Action: Finalize RP3 Boundary to be considered by City Council. 3. SHUTTLE UPDATE (ATTACHMENT 3) Recommended Action: Receive update and provide direction, as needed. 4. SUSTAINABLE TOURISM (ATTACHMENT 4) Recommended Action: Informational item only. No action required. IV. PUBLIC COMMENT V. ADJOURNMENT (Meeting End Time: 5:30 p.m.) Next Meeting Date: October 14, 2015 at 4:00 p.m. Please refer to the City Website, http://www.newportbeachca.gov/index.aspx?page=2196, for additional information regarding the Balboa Village Advisory Committee. AN AGENDA FOR THIS MEETING HAS BEEN POSTED AT LEAST 72 HOURS IN ADVANCE OF THE MEETING AND THE PUBLIC IS ALLOWED TO COMMENT ON AGENDA ITEMS. IT IS THE INTENTION OF THE CITY OF NEWPORT BEACH TO COMPLY WITH THE AMERICANS WITH DISABILITIES ACT(ADA) IN ALL RESPECTS. IF, AS AN ATTENDEE OR A PARTICIPANT AT THIS MEETING, YOU WILL NEED SPECIAL ASSISTANCE BEYOND WHAT IS NORMALLY PROVIDED,THE CITY OF NEWPORT BEACH WILL ATTEMPT TO ACCOMMODATE YOU IN EVERY REASONABLE MANNER. PLEASE CONTACT LEILANI BROWN, CITY CLERK,AT LEAST 72 HOURS PRIOR TO THE MEETING TO INFORM US OF YOUR PARTICULAR NEEDS AND TO DETERMINE IF ACCOMMODATION IS FEASIBLE (949-644-3005 OR CITYCLE RK@NEWPORTBEAC HCA.GOV). Z �� QP �� ��P P�" O� �� �� \�� CITY OF NEWPORT BEACH BALBOA VILLAGE ADVISORY COMMITTEE MINUTES Location: ExplorOcean 600 East Bay Avenue Wednesday, July 8, 2015 - 4:00 p.m. to 5:30 p.m. I. CALL MEETING TO ORDER Council Member Petros called the meeting to order at 4:00 p.m. The following persons were in attendance: Balboa Village Advisory Committee Members: Diane Dixon, Mayor Pro Tem (Chair) (ABSENT) Tony Petros, Council Member 0' Gloria Oakes, Balboa Peninsula Point Association Ralph Rodheim, Balboa Village Merchant Association (ABSENT) Grace Dove, Central Newport Beach Community Association Tom Pollack, ExplorOcean Representative Jim Stratton, At-Large Representative Staff Members: Kimberly Brandt, Community Development Director Brenda Wisneski, Deputy Community Development Director Tony Brine, City Traffic Engineer Fern Nueno, Associate Planner II. PUBLIC COMMENT ON NON-AGENDIZED ITEMS (comments limited to 3 minutes) Interested parties were invited to address the Committee on Non-Agendized Items. Nathan Donnell, Park Mobile, commented on services provided by his company including a pay-by-cell program for parking and a validation program for local merchants. W.R. Dildine recommended that Park Mobile attend the upcoming Balboa Village Merchants Association (BVMA) meeting on Tuesday, July 14, 2015, in the morning. Howard Hall commented about the voting process regarding the parking program and noted that the matter of people parking in residential streets to avoid meters is not appropriately addressed. Jim Mosher commented on the expansion of ExplorOcean and asked about the status of S the project. Associate Planner Fern Nueno reported that the BVMA is considering rebranding the Village to "Old Town Balboa" instead of Balboa Village and the possibility of changing signs to reflect same. Marcel Ford, President of the Balboa Village Merchants Association, addressed developing an identity for the Village and presented details of the "Old Town" concept. The gateway sign would be on hold until confirmation of the concept. Associate Planner Nueno added that the matter can be placed on a future agenda if the Committee so directs. Council Member Petros noted that Council has already adopted a budget that includes the gateway sign as part of the Capital Improvement Project for 2015 and wondered about Council's responsibility. Deputy Community Development Director Brenda Wisneski reported that Council has not reviewed the design. Council Member Petros asked that if the Committee directs staff to bring the matter forward for reconsideration, staff provide Council with an update. Committee Member Stratton wondered whether it is prudent to change the name at this time. He suggested naming it "Old Town Balboa Village." Committee Member Dove commented positively on the idea and differentiating the area from other parts of town. She suggested "Old Town Balboa" or "Old Balboa." Council Member Petros noted that the Committee is not being asked to approve a name, but rather to hold off on an entry sign to accommodate the name generated by the Merchants Association. The Committee concurred to direct staff to place the item on the Committee's next meeting agenda. Discussion followed regarding the status of the Balboa Fun Zone. Council Member Petros asked staff to provide general information regarding the expansion of ExplorOcean at the next meeting. III. ITEMS FOR REVIEW 1. MINUTES OF JUNE 10, 2015 (ATTACHMENT 1) Recommended Action: Approve June 10, 2015 Minutes. -4- Council Member Petros opened public comments for this item. Council Member Petros closed public comments. Action: Committee Member Stratton moved to approve the minutes of the June 10, 2015, meeting, as presented. Committee Member Pollack seconded the motion. The motion passed 3-0, with Council Member Petros and Committee Member Dove, abstaining. 2. SHUTTLE UPDATE (ATTACHMENT 2) Recommended Action: Receive update and provide direction, as needed. Consultant Dan Boyle, Dan Boyle and Associates, provided an update regarding the proposed shuttle, addressing purposes and goals, community outreach, markets, vision of what the shuttle will accomplish, obstacles and challenges, and next steps. Discussion followed regarding whether Hoag Hospital is amenable to the concept of using the lot for remote shuttle parking, whether other parking lot owners have been contacted, and OCTA funding. Council Member Petros noted that he appreciated the memo, but that he took exception to the primary purpose and goal of the shuttle to improve traffic circulation. He encouraged Mr. Boyle to visit Laguna Beach on a Saturday night and get behind one of the trolleys noting that queue formation behind the trolleys is horrendous as well as the effect they have on intersections and on stops. He suggested that the City's goal may be to provide a modal choice. Additionally, he noted the need to ensure that the vehicles use alternative fuel and maintain a 15-minute headway. He stated he would be interested in receiving a subsequent report including information regarding how the City of Laguna Beach has dealt with funding. Council Member Petros commented on Hoag Hospital's lack of response and stated that parking should be prioritized based on property owned by the City such as Lower Castaways and the lot behind Avon Street. Council Member Petros opened public comments. Janis Dinwiddie commented on the Boat Parade and reported that Hoag Hospital contracts the Superior lot to an outside parking company that manages the parking structures and shuttle buses. Marcel Ford commented on OCTA funding sources and wondered if they would need to manage the program if they fund it. Jim Mosher asked about the status of the free, private shuttle service in Lido Village. Deputy Community Development Director Wisneski reported they have not begun operating as they are in the process of getting their operator's license through the City. Jim Mosher suggested the Committee would be wise in monitoring that process and commented on the use of the term "stakeholders." Council Member Petros closed public comments. Council Member Petros commented on the implementation of "Polly the Trolley" as another source that could be used as a reference. Committee Member Pollack suggested reviewing standards for usual and customary services of trolleys in other cities as well as their funding sources. Council Member Petros reported that Mayor Pro Tem Dixon is representing the City at a Sister Cities event in France. 3. RESIDENTIAL PERMIT PARKING PROGRAM/RP3 (ATTACHMENT 3) Recommended Action: Receive and file final map. Associate Planner Nueno provided a status update on the Residential Permit Parking Program (RP3). She noted that the direction provided at a previous meeting was to proceed with a two-phased approach and referenced a revised map included in the agenda packet to be presented to the City Council. Discussion followed regarding what boundaries the committee approved at the last meeting and extending the permit to specific boundaries. Ensuing discussion continued regarding the possibility of placing the matter on the agenda for the next Committee meeting and postponing Council's consideration. Council Member Petros opened public comments. Howard Hall commented on the boundary for Phase 1 going as far as Medina Way and addressed Phase 2. He added that the required yes/no vote fails to indicate the reasoning behind the various options. W.R. Dildine stated he recalled discussions regarding East Bay and Balboa Boulevard, and excluding the City-owned property. Jim Mosher expressed concerns with the meaning of "final results" when referencing the map, as well as identification of the phases. He added that the Municipal Code asks for a majority of residents. Council Member Petros closed public comments. Action: Committee Member Stratton moved to reconsider the location of Phase 1 boundaries and postpone Council's consideration of the matter. Committee Member Pollack seconded the motion. The motion passed 4-0, with Committee Member Dove abstaining. 4. FACADE IMPROVEMENT PROGRAM UPDATE Recommended Action: Receive update. Deputy Community Development Director Brenda Wisneski provided an update on the Fagade Improvement Program. She addressed the applications received and community outreach. Council Member Petros commented positively on staff proactively contacting property owners as well as responses received. He commended staff for the success of the program. Deputy Community Development Director Wisneski addressed bids and contracts as well as next steps. Council Member Petros opened public comments. Marcel Ford commented on vendors for specific tasks and on murals. Deputy Community Development Director Wisneski confirmed that murals could be paid by the Program funds. Council Member Petros commented positively on the public investing in itself and government in action. Council Member Petros closed public comments. 5. OPEN AIR MARKET CONCEPT Recommended Action: Discussion Community Development Director Kimberly Brandt provided a staff report addressing discussions by the Balboa Village Technical Advisory Panel (TAP), economic activities to help stimulate business in the area, and consideration of an open-air market concept. Discussion followed regarding items sold at the open-air market, whether they would compete with existing merchants, being sensitive to competition and the possibility of implementing a farmers market. Council Member Petros opened public comments. Marcel Ford asked for clarification regarding the type of market and items to be sold and suggested not competing with another farmers market. He stated that merchants would accept the concept if it brought more people to the area and provided suggestions for locating an open-air market. Council Member Petros commented on the popularity of anything related to food, similar 7 to the Embarcadero in San Francisco. Kelly Carlson commented on the need to be sensitive to merchants, off-season competition, avoiding selling "touristy" items, and selling unique items. Marcel Ford commented on a store recently opened by Ms. Carlson and suggested attracting families and children. It was noted that the idea of a farmers market would be interesting to residents. Community Development Director Brandt commented on the need to keep residents in mind and creating an environment that services residents and visitors. Kelly Carlson commented on options for days and hours of operation for a farmers market. Marcel Ford suggested differentiating from the Lido Farmers Market by providing other items for sale. Discussion followed regarding having the Merchants Association discuss the matter, and participation of area restaurants in the recent Newport-to-Ensenada Race. Community Development Director Brandt reported that the matter will be included in next meeting's agenda for further consideration. IV. PUBLIC COMMENT Committee Member Pollack announced that on July 23rd, ExplorOcean is hosting the entire U.S. Special Olympics Team from noon to 6:00 p.m. V. ADJOURNMENT The meeting adjourned at 5:15 p.m. Next Meeting Date: August 12, 2015 at 4:00 p.m. g CITY OF NEWPORT BEACH BALBOA VILLAGE ADVISORY COMMITTEE MINUTES Location: City Council Chambers at Former City Hall 3300 Newport Boulevard Wednesday, August 12, 2015 - 4:00 p.m. to 5:30 p.m. I. CALL MEETING TO ORDER Mayor Pro Tem Dixon called the meeting to order at 4:03 p.m. The following BVAC members were in attendance: Diane Dixon, Mayor Pro Tem (Chair) Tony Petros, Council Member Ralph Rodheim, Balboa Village Merchant Association Grace Dove, Central Newport Beach Community Association The following BVAC members were absent: Gloria Oakes, Balboa Peninsula Point Association Tom Pollack, ExplorOcean Representative Jim Stratton, At-Large Representative Staff Members in attendance: Kimberly Brandt, Community Development Director Brenda Wisneski, Deputy Community Development Director Tony Brine, City Traffic Engineer James Campbell, Principal Planner Fern Nueno, Associate Planner II. PUBLIC COMMENT ON NON-AGENDIZED ITEMS (comments limited to 3 minutes) Interested parties were invited to address the Committee on Non-Agendized Items. Jim Mosher commented on items requested to be placed on the agenda during the last BVAC meeting and expressed disappointment that those matters were not on the present agenda. Deputy Community Development Director Brenda Wisneski reported that ExplorOcean submitted an application to the City but it has been on hold for several months. With respect to the open-air market, staff felt there was not adequate time to consider this matter on this agenda and therefore, the matter will be presented at the next BVAC meeting. III. ITEMS FOR REVIEW 1. MINUTES OF JULY 8, 2015 (ATTACHMENT 1) Recommended Action: Approve July 8, 2015 Minutes Council Member Petros opened public comments for this item. Council Member Petros closed public comments. Action: Committee Member Dove moved to approve the minutes of the July 8, 2015, meeting, as presented. Council Member Petros seconded the motion. Since Mayor Pro Tem Dixon was not present during the last BVAC meeting and needed to abstain, and there was not a quorum for voting on the minutes, the matter was continued to the next BVAC meeting. 2. SHUTTLE PROGRAM UPDATE a. Lessons Learned — Brad Fowler, Public Works Director, City of Dana Point and Ben Siegel, Director of Community Services, City of Laguna Beach b. Update on Shuttle Feasibility Analysis - Dan Boyle, Dan Boyle & Associates Recommended Action: Review and provide direction, as appropriate. Mayor Pro Tem Dixon announced this matter will be heard later on the agenda. 3. RP3 BOUNDARY CLARIFICATION (ATTACHMENT 2) Recommended Action: Finalize RP3 Boundary to be considered by City Council. Principal Planner Jim Campbell provided background, prior consideration by BVAC, and alternative boundaries. Discussion followed regarding phases, alternative boundaries and including Bay Avenue and Balboa Boulevard within the RP3 boundaries, and final voting results. Mayor Pro Tem Dixon opened public comments. Marianne Zippy asked regarding when opportunities to vote on the two alternatives were provided. Principal Planner Campbell noted there was no separate vote on the two alternatives and explained that what is being presented is a geographic breakdown of the voting based upon the blocks selected and the results of the surveys and town hall meetings. He BVAC Minutes 08/12/2015 Page 2 10 added that of the streets that were selected within Phase 1, those are the voting results for residents and property owners from those streets. Council Member Petros clarified that it is the same vote, not two different votes. Marianne Zippy expressed concerns that not all residents voted. Principal Planner Campbell stated that the results were based on the people who voted in the survey. He added that Council will consider the alternative that will be recommended by BVAC. Deanna Schnabel thanked City staff for their work and efforts to solicit votes from residents. Leslie Miller noted that the objective is to get rid of the trash, extra cars and the "junky look" of the peninsula. She commented on the need to refurbish the Village to make it attractive to residents and visitors. She opined that this will just be a piecemeal solution. She commented on the need to notify "all affected people" and stated that she was not notified. Additionally, she commented on the importance of signage. Discussion followed regarding the commercial validation program, a resident parking program, and implementing phased development. Howard Hall addressed the extended boundaries and suggested eliminating the red area by Adams. Additionally, he commented on avoiding the Catalina Flyer, fishing boats, bars, etc. He expressed concerns that people were not asked whether they are affected by overnight parking and opined that Medina Way would have been a nice, clear-cut boundary. He believed that the issue is divisive and spoke in opposition to the idea. Principal Planner Campbell reported that at a previous meeting, staff recommended all streets east of Medina and not including Medina, and the BVAC, with public input, decided to extend it. He noted that this item is a clarification of the decision made in June (Alternative 2) to approve the RP3 and forward to Council. He addressed the process in terms of Phase 2. Council Member Petros added that any consideration of anything going to the west of Medina would be based on a staff analysis of its need and brought back to Council. The rollout would be Medina and east of Medina. Principal Planner Campbell noted that Phase 2 involves only two streets. In response to an inquiry by Marianne Zippy, Principal Planner Campbell addressed implementation of Phase 2 and Coastal Commission review. Implementation of Phase 2 is to be determined. BVAC Minutes 08/12/2015 Page 3 Discussion followed regarding the possibility of changing the hours of operation. Community Development Director Kimberly Brandt noted that staff did not want to change the principals set forward in the survey to avoid compromising the results. Leslie Miller suggested developing an ordinance to require all employees and fishermen to park off the Peninsula. Marianne Zippy suggested that, since there is so much opposition to the program, the City should focus, first, on a shuttle program. Mayor Pro Tem Dixon recommended moving forward as this matter will take time going through the Coastal Commission. Community Development Director Brandt stated she would need to check with the City Attorney in terms of next steps, if the Coastal Commission changes the hours of operation. Jim Hutton reported that he owns cottages on East Bay Avenue and that his tenants did not receive notice of this matter. Principal Planner Campbell explained the noticing process for this item. Mr. Hutton commented on permit parking established in the City of Santa Monica noting that it changed the area. Mayor Pro Tem Dixon closed public comments. Action: Council Member Petros moved to advance Alternative 2 of the RP3 Boundary to be considered by City Council, and Mayor Pro Tem Dixon seconded the motion. The motion failed (2-1-0), with Council Member Petros and Mayor Pro Tem Dixon voting in support, Committee Member Rodheim voting in opposition, and Committee Member Dove abstaining. Committee Member Rodheim indicated he is opposed the program because of resident concerns. Action: Council Member Petro moved to continue this item to the next BVAC meeting for consideration when additional members of the Committee will be present. Mayor Pro Tem Dixon seconded the motion. The motion carried, unanimously. Discussion followed regarding distribution of the survey and responses received. Item No. 2 of the agenda was presented and considered at this time. BVAC Minutes 08/12/2015 Page 4 12 2. SHUTTLE PROGRAM UPDATE a. Lessons Learned — Brad Fowler, Public Works Director, City of Dana Point and Ben Siegel, Director of Community Services, City of Laguna Beach b. Update on Shuttle Feasibility Analysis - Dan Boyle, Dan Boyle & Associates Recommended Action: Review and provide direction, as appropriate. Deputy Community Development Director Wisneski introduced Brad Fowler, Public Works Director, City of Dana Point and Ben Siegel, Deputy City Manager, City of Laguna Beach and deferred to them for a presentation. Ben Siegel, Deputy City Manager, City of Laguna Beach, provided an overview of the summer trolley program implemented in the City of Laguna Beach. Discussion followed regarding peripheral parking, total program costs, Federal and State funding and General Fund subsidies. 4F Brad Fowler, Public Works Director, City of Dana Point, provided an overview of the Dana Point trolley program. Discussion followed regarding grant funding, shuttle hourly rates, program costs, and differences between trolleys and shuttles. Dan Boyle provided an update relative to the feasibility of establishing a shuttle program in the City of Newport Beach. Discussion followed regarding possible schedules, number of vehicles needed, daily revenue hours, costs, funding sources and next steps. Discussion continued regarding the possibility of offering shuttles during special events such as the Boat Parade, beach users versus other users, and special event users. Mayor Pro Tem Dixon opened public comments. Marianne Zippy commented on space for equipment for beach goers and space for luggage for users of Catalina Flyer. Discussion followed regarding parking and providing choices for residents and visitors. Mr. Fowler and Mr. Siegel shared lessons learned from their City programs. BVAC Minutes 08/12/2015 Page 5 1S 4. POTENTIAL REBRANDING OF BALBOA VILLAGE a. Balboa Village Merchants Association (BVMA) is considering branding area to "Old Town Balboa" and requests the gateway sign be delayed until research can be completed Recommended Action: Delay development of gateway sign. Marcel Ford reported that a market study will be done with respect to the proposed name change and requests that staff delay the development of a gateway sign until the study is completed. No action was taken on this item. Staff will continue to discuss the rebranding with the BVMA and update the BVAC on the gateway sign. IV. PUBLIC COMMENT - None V. ADJOURNMENT (Meeting End Time: 5:30 p.m.) Next Meeting Date: September 9, 2015 at 4:00 p.m. The meeting adjourned at 5:27 p.m. Next Meeting Date: September 9, 2015 at 4:00 p.m. BVAC Minutes 08/12/2015 Page 6 24 CITY OF NEWPORT BEACH COMMUNITY DEVELOPMENT DEPARTMENT � p h {�� 100 Civic Center Drive C} = Newport Beach,California 92660 949 644-3200 0�� newportbeachca.gov/communityclevelopment Memorandum To: Balboa Village Advisory Committee (BVAC) From: James Campbell, Principal Planner dw Date: September 2, 2015 Re: Balboa RP3 Area At the July meeting, staff requested the BVAC to finalize the RP3 boundaries. However, at that meeting it was determined that the map presented did not accurately reflect the Committee's previous direction. At the August meeting, staff presented two maps in an attempt to reflect correctly the Committee's direction. Committee members present identified Map 2 as the correct area for the RP3; however, the Committee did not approve Map 2, as there was not a majority of Committee members present to support it. The Committee continued the item to this meeting for consideration. Attached are two maps for review. Island Avenue and all streets west of Island Avenue have been excluded from the program. Map 1: Phase 1 ends at Medina Way and Phase 2 includes all streets east of Island Avenue. Map 2: Phase 1 includes Bay Avenue and Balboa Boulevard to Island Avenue and Phase 2 includes Anade and Montero Avenue. Following approval of one of the two maps, a public hearing before the City Council would tentatively occur on October 12, 2015. 115 �� QP �� ��P P�" O� �� �� \�� Balboa RP3 Advisory Ballot Results Mapl Mooring Votes c�P y.�P � •'• F Q, w�NP v 00 4J qTFA? ��co � yAVE W o to• �;. BgLBOA BLV •••'■ '•n•■1 „ Q. Q• � J o B BOA BLVD�E••■ .. ■,•• •• ••q r4.,, , � O OCEAN. '•'..,, '•■ .., VF `•.,� ...., F� BONY •••..■ c "' '. : cF ALL sac cFgN : •••• • L� FRO •Q ••,� �`; e GGEyF .,, •p� � / q`F QO2 Affected Streets: C�/ F c� Phase 1 ••....... �`�l/ /eoqy� egYq Phase 2 ■...■.■....... cFgN FF ❑ Green Blocks: more than 50% Support Walking Distances Red Blocks: more than 50% Oppose ❑ Tan Blocks: 50/50 or no ballots Island to Adams on E. Bay: +/- 1,600 feet and a +/- 7 Minutes Walk Medina to Adamson E. Bay: +/- 1,050 feet +/- 5 minute walk BVAC RECOMMENDATION 300 600eet Phase 1 : Streets between Medina to Adams 3ciruu� Phase 2: Streets East of Island to Medina 40 Path:G:WcMaOplanningOalboa Parking_Permit Survey_Affects Block Alternative 1.mxd Balboa RP3 Advisory Ballot Results Map 2 Mooring Votes J0 �rF IV, O ftft co OQFA;�17 � A[Z •.. . . a, o FR O Q'••: �. e ..,•. '••,• <<Fy qL o� Affected Streets: F Oq 6L \ �y eqY Phase 1 ••....,,,,■... - ���� ,,o q OC Phase 2 '............. ❑ Green Blocks: more than 50% Support Walking Distances Red Blocks: more than 50% Oppose ❑ Tan Blocks: 50/50 or no ballots Island to Adams on E. Bay: +/- 1,600 feet and a +/- 7 Minutes Walk Medina to Adamson E. Bay: +/- 1,050 feet +/- 5 minute walk BVAC RECOMMENDATION 3°° 600Feet Phase 1: Streets between Medina to Adams and Bay Ave E to Island Ave. and Balboa Blvd E to Island Ave e Phase Path:G:IArcMaplplanningl8alboa Parking_Permit Survey_AffectsBlocMontero Ave and Anade Ave k AIte ,neX �rcw RT Balboa RP3 Results (Final) Support Oppose Town Hall Meeting Ballots - moorings 2 2 Mailed Ballots - moorings 15 12 Town Hall Meeting Ballot - resident/owner 22 30 Mailed Ballots - Resident/owner 346 316 Total 385 360 51.7% 48.3% Eligible Mooring Ballots 49 Eligible Resident/Owner Ballots 1248 Total Eligible Ballots 1297 Total Ballots Received 745 57.4% Mailed Ballots Fail 100 7.7% Alternative 1 Yes 218 58.9% No 152 41.1% Total 370 Alternative 2 Yes 249 59.1% No 172 40.9% Total 421 29 Balboa Peninsula Shuttle/Trolley Feasibility Study Technical Memorandum No. 2 Routes, Schedules, and Ridership Estimates Revised August 26, 2015 This Technical Memorandum identifies offsite parking locations that can serve as a base the Balboa Peninsula Shuttle, presents route options, proposes schedules, and estimates ridership. Most interviewees in previous tasks agreed that a convenient offsite parking location is critical to the shuttle's success. Section 1 describes promising offsite parking locations. Section 2 presents potential routes, based on fieldwork and input from stakeholders. Section 3 includes proposed schedules. Section 4 provides ridership estimates. 1. Offsite Parking Locations As discussed in the previous Technical Memorandum, the immediate market for the shuttle consists of weekday day visitors during the summer, with the beach as the major destination. Criteria for offsite parking include: Proximity to Newport Expressway/Newport Boulevard. Most day visitors are coming from inland via the Newport Expressway. Offsite parking needs to intercept visitors before they enter the Peninsula. The Act V Parking Lot on Laguna Canyon Road in Laguna Beach is an example of a well-located parking lot. Safety. A staffed parking lot or structure is typically perceived as safest, while an unattended lot in a lightly-trafficked location is least safe. Availability on summer weekends. Visibility of the offsite parking location from Newport Expressway/Newport Boulevard. A visible location feels familiar, even if a driver has only passed by the location. Use of city-owned land for parking. This is administratively simpler and can allow for a parking fee to be charged, with all revenue accruing to the City. The last two criteria are ideal but not strictly necessary. Five potential locations have been identified and are highlighted in Figure 1. These locations (proceeding north to south) are: A. The southeast corner of West 17th Street & Pomona Avenue in Costa Mesa (outlined in red). B. Hoag Health Center at 500 Superior Avenue in Newport Beach (outlined in purple). C. Hoag Hospital at 1 Hoag Drive in Newport Beach (outlined in green). D. The Avon Lot on Avon Street behind Jack Shrimp east of Tustin Avenues along Mariners Mile in Newport Beach (outlined in gold).. E. The Lower Lot at Hoag Hospital along Coast Highway between Newport Boulevard and Superior Avenue (outlined in pink). 20 1p Pit ar Am AM F Ji4� -56 ,. fff � G -10 a�J:Y-�..;: ', yeti F.t f.� F -• ff`� _r,�-`- `� . fJl Yy ,_. _ © +'1 `QF 1J` {�is• ..- _ _ ' . r Table 1 Evaluation of Offsite Parking Locations Proximity Location to Safety Availability Visibility Current # City- Newport Cost Spaces owned? Blvd A 17 & Good Poor—unstaffed lot Unknown —no access Poor Free 60 No Pomona on side street during fieldwork B Hoag Health Fair Good —parking Likely Poor Unknown Over 200 No Center structure C Hoag Hospital Excellent Good —parking Unlikely Excellent $5 to $8 Over 200 No structure D Avon Poor Poor—unstaffed lot Available Poor Free 108 Yes not visible from street E Hoag Hospital Fair Fair—unstaffed lot Possible Poor Free Over 100 No Lower Lot visible from street Location C. Hoag Hospital is very visible from Newport Boulevard, is accessible with only one turn from Newport, and has a parking structure. There is a well-defined path in and out of this location and a potential stop location adjacent to the parking structure. Some turns would be tight for a larger vehicle. Fieldwork indicated that traffic on the hospital grounds is light on a summer Saturday. The major disadvantage is that it is unlikely that Hoag Hospital would grant approval for access to this site, according to hospital personnel. Location B, Hoag Health Center at 500 Superior Avenue is not visible from Newport Boulevard and requires a right and then a left turn to access this location. There are two parking structures, with a small cafe in between them, and the Health Center is well-signed from Superior Avenue. Hoag Hospital personnel indicated that this location was used as a base for shuttle service to the Balboa Peninsula in the past. The Health Center is not staffed on weekends, so there are no parking or traffic conflicts. There is a well-defined path in and out of this location (circling the parking structures), and the cafe area provides a convenient waiting area. There is room for multiple shuttle vehicles at this location. Availability is likely, but has not yet been confirmed. Location A, the lot at West 17th Street & Pomona Avenue is close to but not visible from Newport Boulevard. Drivers can reach the lot with only one turn. It is not staffed, and it is unclear whether visitors would feel comfortable leaving their cars there for the day. Access to the lot was closed off during fieldwork, but it appears unused during summer months. This is the location farthest away from Balboa Peninsula. Location D, the Avon lot at Avon Street east of Tustin Avenue (behind Jack Shrimp) along Mariners Mile is an open, unstaffed lot. It requires two turns from Newport Boulevard to access. The lot is owned by the City and is underused. As with the lot at West 17th & Pomona, it is unclear whether visitors would feel comfortable leaving their cars there for the day. It may be more challenging to persuade visitors to look for remote parking once they have reached Coast Highway and are almost to the Peninsula. Dan Boyle &Associates, Inc. Page 3 22 Location E, the Lower Lot at Hoag Hospital along Coast Highway between Superior Avenue and Newport Boulevard, is an open, unstaffed lot. The City of Newport Beach will be using this lot on Saturdays to shuttle youth sports league players to the City's park on Superior Avenue & Coast Highway. Availability is possible, but has not yet been confirmed. While this location faces the same challenge as the Avon lot in persuading visitors to look for remote parking once they have reached Coast Highway, it is very close to Newport Boulevard. 2. Route Options Figure 2 shows route options for the shuttle. All options are identical between PCH and the Balboa Pier. The red line serves the lot at 17th & Pomona. The blue line serves Hoag Health Center. The green line serves Hoag Hospital. The orange line serves the Avon lot at Mariners Mile. The pink line serves the Lower Hoag Hospital parking lot Parking lots are shown in white and are outlined by the color of the route serving the lot. Dan Boyle &Associates, Inc. Page 4 23 ��. . I, rte- s - l.�{ ?:` 1 '4 g Ita: it • -'O �' .w v 4 i "''. t s. ' 'a _ y'�x-S� 'a•„ ', a' a i; r o-t I IN A aa A'I r w K ` Im3ger�Date. 3? Two additional route options were suggested in stakeholder interviews. These options, shown in Figures 3 and 4, are not oriented toward parking for summer day visitors and might be considered as options for future extensions. These routes are very different: The route in dark green (Figure 3) is very short (under two miles round-trip) and connects Lido Marina Village with Newport Pier. The route in pink (Figure 4) is an expansive route connecting Balboa Pier with Mariners Mile, Fashion Island, and various hotels and resorts. Figure 3 Route Options Not Oriented toward Day Visitors: Lido Marina Village-Newport Pier ti U k F x 4 ,�k 11 Dan Boyle &Associates, Inc. Page 6 25 Figure 4 Route Options Not Oriented toward Day Visitors: Newport Beach Shuttle 55 73 rl �I i 1 i "•r. Data USGS2015 Google ■_ Table 2 summarizes distances for each route. Table 2 Distances to Balboa Village for Each Route Option Route Option Distance SB Distance NB Round-trip Distance 17th & Pomona 4.0 4.3 8.3 Hoag Health 3.6 3.9 7.5 Center Hoag Hospital 3.2 3.4 6.6 Avon 3.4 3.3 6.7 Hoag Lower Lot 2.9 3.7 6.6 Lido Marina 1.0 0.8 1.8 Village Hotel/Resort 14.8 12.1 26.9 Loop Dan Boyle &Associates, Inc. Page 7 20 3. Schedules Draft schedules have been developed for each of the four parking-based shuttle options and are presented in Appendix A. The running times for each option are based on fieldwork on the Balboa Peninsula on a summer Saturday (July 11, 2015) and the OCTA bus schedule for Line 71, and include a factor for scheduled stops. The initial span of service is from 10 am to 6 pm on Saturday and Sunday. Service is provided every 15 minutes almost all of the day. Table 3 summarizes the schedules for each option. Table 3 Summary of Schedule Information for Each Option Route Option Frequency Span of Service Daily Revenue #Vehicles (minutes) Hours 17th & Pomona 15 (20 first 10 am-7:36 pm 33.1 4 hour) Hoag Health 15 (20 first 10 am-7:28 pm 30.8 4 Center hour) Hoag Hospital 15 10 am-7:25 pm 25.3 3 Avon 15 (20 first 10 am-7:26 pm 29.7 4 hour) Lower Lot 15 (20 first 10 am-7:25 pm 25.7 3 hour) Note: Revenue hours are the total number of hours that a shuttle is in service. This includes recovery time at the end of each trip. Revenue hours of service are approximately equal for all options except 17th & Pomona, which will require an additional vehicle in the afternoon due to the distance involved. Span of service reflects the leave time of the first bus from the parking lot to the arrival of the last bus at the parking lot. A frequency of one bus every 20 minutes between 10 and 11 a.m. is based on field observation and experience in Laguna Beach. The parking lot at Balboa Pier had spaces available until 11:15 a.m. 4. Ridership Estimate Ridership estimates are based upon summer 2015 ridership to date in Dana Point and San Juan Capistrano (excluding special events and the 4th of July weekend) and adjusted ridership in Laguna Beach during its first year of free service in 2002. For the purposes of this estimate, we assume that a Balboa Peninsula trolley/shuttle could achieve a productivity (measured as boardings per revenue hour) of approximately 1/5 of the Laguna Beach Summer Festival Trolley on weekends in 2002. The Dana Point and San Juan Capistrano shuttles are in their first year of operation. The Dana Point shuttle operates primarily on Pacific Coast Highway and connects with major hotels. The San Juan Capistrano shuttle operates hourly as a circulator within the City. The average of the Dana Point, San Juan Capistrano, and adjusted Laguna Beach productivity figures is 12.7 boardings per revenue hour. This is a reasonable factor to use in estimating the potential ridership of the Balboa Peninsula shuttle/trolley service. Using the minimum daily revenue hours from Table 3 (22.1), the resulting daily ridership estimate is 280. Dan Boyle &Associates, Inc. Page 8 27 There are other factors that can influence ridership. A focused marketing effort publicizing the existence of the shuttle and how to use it will be very important in ensuring the shuttle's success. As noted in Technical Memorandum No. 1, it could take more than one summer to establish the shuttle as an integral part of summer on the Balboa Peninsula. Changing people's habits is a slow process. Laguna Beach did not achieve its current usage overnight. Another interesting factor observed in the fieldwork is related to skepticism over whether beachgoers, who generally bring a lot of beach gear and belongings with them, would be willing to transfer to a shuttle. In the late morning and afternoon, once the parking lot at Balboa Pier was full, many beachgoers were observed carrying their belongings across Balboa Boulevard from wherever they could find parking. A shuttle that brings these beachgoers directly to Balboa Pier would be very attractive to families now walking a fair distance to the beach. 5. Cost Estimate Laguna Beach operates its Summer Festival Trolley service directly. Dana Point and San Juan Capistrano have contracted operation of their services to a private contractor. Dana Point received a Project V grant from OCTA and provides a local match of approximately 20 percent. San Juan Capistrano is funding a small demonstration project this summer with City funds. In its Project V application, Dana Point used a cost estimate of $95 per revenue hour to calculate operating costs. For the purposes of this analysis, we assume an operating cost of $100 per revenue hour. Table 4 summarizes estimated operating costs and ridership for the Balboa Peninsula shuttle/trolley. Table 4 assumes 25.7 daily revenue hours at a cost of $100 per revenue hour (assumed to include provision of vehicles) and 10 weeks of service on summer Saturdays and Sundays. Table 4 Cost and Ridership Estimates Days of Daily Annual Operation Revenue Revenue Operating p Hours Riders Hours Riders Cost 10 Saturdays 25.7 326 514 6,520 $51,400 10 Sundays 6. Funding Options OCTA's M2 program is a 30-year, multi-billion dollar extension of the original Measure M (approved in 1990) with a new slate of planned projects and programs. Projects S, T, V, and W address public transportation needs. The proposed Balboa Peninsula shuttle could be funded under Project V: Community Based Transit/Circulators. Among the objectives of Project V are: Encourage development of local bus transit services such as community-based circulators, shuttles, and bus trolleys Provide alternatives to address seasonal/special event congestion Dan Boyle &Associates, Inc. Page 9 22 Bus and vehicle leases/purchases and bus stop improvements are among program categories of capital expenditures. Table 5 summarizes Project V funding for successful eligible projects. Table 5 Project V Funding Category Funding Comments Available Applications with local funding Capital 90 percent greater than 10 percent are eligible for additional point scoring Operating and 90 percent OR Must meet minimum standard of Maintenance $8 Per boarding, 10 boardings per revenue hour whichever is less OCTA is expected to issue a Call for Projects later this year for its Project V program, which encourages communities to design shuttle routes to serve local needs. The recommended next step is to complete and submit a Project V application in response to the Call for Projects. If Newport Beach can replicate the success shuttles operating in Dana Point (funded through Project V) and San Juan Capistrano in 2015, this productivity target would be attainable. Dan Boyle &Associates, Inc. Page 10 �9 APPENDIX A DRAFT SCHEDULES Schedule from Hoag Hospital Lv parking Arr BP Layover Lv BP Arr pkg Layover 10:00 10:14 0:00 10:14 10:28 0:02 10:15 10:29 0:00 10:29 10:43 0:02 10:30 10:44 0:00 10:44 10:58 0:02 10:45 10:59 0:00 10:59 11:13 0:02 11:00 11:14 0:00 11:14 11:28 0:02 11:15 11:29 0:00 11:29 11:43 0:02 11:30 11:47 0:00 11:47 12:05 0:10 11:45 12:02 0:00 12:02 12:20 0:10 12:00 12:18 0:00 12:18 12:37 0:08 12:15 12:33 0:00 12:33 12:52 0:08 12:30 12:48 0:00 12:48 13:07 0:08 12:45 13:03 0:00 13:03 13:22 0:08 13:00 13:19 0:00 13:19 13:39 0:06 13:15 13:34 0:00 13:34 13:54 0:06 13:30 13:49 0:00 13:49 14:09 0:06 13:45 14:04 0:00 14:04 14:24 0:06 14:00 14:19 0:00 14:19 14:40 0:05 14:15 14:34 0:00 14:34 14:55 0:05 14:30 14:49 0:00 14:49 15:10 0:05 14:45 15:04 0:00 15:04 15:25 0:05 15:00 15:19 0:00 15:19 15:40 0:05 15:15 15:34 0:00 15:34 15:55 0:05 15:30 15:49 0:00 15:49 16:10 0:05 15:45 16:04 0:00 16:04 16:25 0:05 16:00 16:19 0:00 16:19 16:40 0:05 16:15 16:34 0:00 16:34 16:55 0:05 16:30 16:49 0:00 16:49 17:10 0:05 16:45 17:04 0:00 17:04 17:25 0:05 17:00 17:19 0:00 17:19 17:40 0:05 17:15 17:34 0:00 17:34 17:55 0:05 17:30 17:49 0:00 17:49 18:10 0:05 17:45 18:04 0:00 18:04 18:25 0:05 18:00 18:19 0:00 18:19 18:40 0:05 18:15 18:34 0:00 18:34 18:55 18:30 18:49 0:00 18:49 19:10 18:45 19:04 0:00 19:04 19:25 Dan Boyle &Associates, Inc. Page 11 SD Schedule from Hoag Health Center Lv parking Arr BP Layover Lv BP Arr pkg Layover 10:00 10:15 0:00 10:15 10:31 0:09 10:20 10:35 0:00 10:35 10:51 0:09 10:40 10:55 0:00 10:55 11:11 0:04 11:00 11:15 0:00 11:15 11:31 0:14 11:15 11:30 0:00 11:30 11:46 0:14 11:30 11:48 0:00 11:48 12:08 0:07 11:45 12:03 0:00 12:03 12:23 0:07 12:00 12:19 0:00 12:19 12:40 0:05 12:15 12:34 0:00 12:34 12:55 0:05 12:30 12:49 0:00 12:49 13:10 0:05 12:45 13:04 0:00 13:04 13:25 0:05 13:00 13:20 0:00 13:20 13:42 0:18 13:15 13:35 0:00 13:35 13:57 0:18 13:30 13:50 0:00 13:50 14:12 0:18 13:45 14:05 0:00 14:05 14:27 0:18 14:00 14:20 0:00 14:20 14:43 0:17 14:15 14:35 0:00 14:35 14:58 0:17 14:30 14:50 0:00 14:50 15:13 0:17 14:45 15:05 0:00 15:05 15:28 0:17 15:00 15:20 0:00 15:20 15:43 0:17 15:15 15:35 0:00 15:35 15:58 0:17 15:30 15:50 0:00 15:50 16:13 0:17 15:45 16:05 0:00 16:05 16:28 0:17 16:00 16:20 0:00 16:20 16:43 0:17 16:15 16:35 0:00 16:35 16:58 0:17 16:30 16:50 0:00 16:50 17:13 0:17 16:45 17:05 0:00 17:05 17:28 0:17 17:00 17:20 0:00 17:20 17:43 0:17 17:15 17:35 0:00 17:35 17:58 0:17 17:30 17:50 0:00 17:50 18:13 0:17 17:45 18:05 0:00 18:05 18:28 0:17 18:00 18:20 0:00 18:20 18:43 18:15 18:35 0:00 18:35 18:58 18:30 18:50 0:00 18:50 19:13 18:45 19:05 0:00 19:05 19:28 Dan Boyle &Associates, Inc. Page 12 31 Schedule from 17th & Pomona Lv parking Arr BP Layover Lv BP Arr pkg Layover 10:00 10:18 0:00 10:18 10:36 0:04 10:20 10:38 0:00 10:38 10:56 0:04 10:40 10:58 0:00 10:58 11:16 0:14 11:00 11:18 0:00 11:18 11:36 0:09 11:15 11:33 0:00 11:33 11:51 0:09 11:30 11:52 0:00 11:52 12:14 0:16 11:45 12:07 0:00 12:07 12:29 0:16 12:00 12:23 0:00 12:23 12:47 0:13 12:15 12:38 0:00 12:38 13:02 0:13 12:30 12:53 0:00 12:53 13:17 0:13 12:45 13:08 0:00 13:08 13:32 0:13 13:00 13:24 0:00 13:24 13:49 0:11 13:15 13:39 0:00 13:39 14:03 0:12 13:30 13:54 0:00 13:54 14:18 0:12 13:45 14:09 0:00 14:09 14:33 0:12 14:00 14:25 0:00 14:25 14:51 0:09 14:15 14:40 0:00 14:40 15:06 0:09 14:30 14:55 0:00 14:55 15:21 0:09 14:45 15:10 0:00 15:10 15:36 0:09 15:00 15:25 0:00 15:25 15:51 0:09 15:15 15:40 0:00 15:40 16:06 0:09 15:30 15:55 0:00 15:55 16:21 0:09 15:45 16:10 0:00 16:10 16:36 0:09 16:00 16:25 0:00 16:25 16:51 0:09 16:15 16:40 0:00 16:40 17:06 0:09 16:30 16:55 0:00 16:55 17:21 0:09 16:45 17:10 0:00 17:10 17:36 0:09 17:00 17:25 0:00 17:25 17:51 0:09 17:15 17:40 0:00 17:40 18:06 0:09 17:30 17:55 0:00 17:55 18:21 0:09 17:45 18:10 0:00 18:10 18:36 0:09 18:00 18:25 0:00 18:25 18:51 18:15 18:40 0:00 18:40 19:06 18:30 18:55 0:00 18:55 19:21 18:45 19:10 0:00 19:10 19:36 Dan Boyle &Associates, Inc. Page 13 Schedule from Avon Lv parking Arr BP Layover Lv BP Arr pkg Layover 10:00 10:15 0:00 10:15 10:29 0:11 10:20 10:35 0:00 10:35 10:49 0:11 10:40 10:55 0:00 10:55 11:09 0:06 11:00 11:15 0:00 11:15 11:29 0:16 11:15 11:30 0:00 11:30 11:44 0:16 11:30 11:48 0:00 11:48 12:05 0:10 11:45 12:03 0:00 12:03 12:20 0:10 12:00 12:20 0:00 12:20 12:39 0:06 12:15 12:35 0:00 12:35 12:54 0:06 12:30 12:50 0:00 12:50 13:09 0:06 12:45 13:05 0:00 13:05 13:24 0:06 13:00 13:20 0:00 13:20 13:40 0:05 13:15 13:35 0:00 13:35 13:55 0:05 13:30 13:50 0:00 13:50 14:10 0:05 13:45 14:05 0:00 14:05 14:25 0:05 14:00 14:21 0:00 14:21 14:41 0:19 14:15 14:36 0:00 14:36 14:56 0:19 14:30 14:51 0:00 14:51 15:11 0:19 14:45 15:06 0:00 15:06 15:26 0:19 15:00 15:21 0:00 15:21 15:41 0:19 15:15 15:36 0:00 15:36 15:56 0:19 15:30 15:51 0:00 15:51 16:11 0:19 15:45 16:06 0:00 16:06 16:26 0:19 16:00 16:21 0:00 16:21 16:41 0:19 16:15 16:36 0:00 16:36 16:56 0:19 16:30 16:51 0:00 16:51 17:11 0:19 16:45 17:06 0:00 17:06 17:26 0:19 17:00 17:21 0:00 17:21 17:41 0:19 17:15 17:36 0:00 17:36 17:56 0:19 17:30 17:51 0:00 17:51 18:11 0:19 17:45 18:06 0:00 18:06 18:26 0:19 18:00 18:21 0:00 18:21 18:41 18:15 18:36 0:00 18:36 18:56 18:30 18:51 0:00 18:51 19:11 18:45 19:06 0:00 19:06 19:26 Dan Boyle &Associates, Inc. Page 14 S3 Schedule from Lower Lot Lv parking Arr BP Layover Lv BP Arr pkg Layover 10:00 10:13 0:00 10:13 10:29 0:11 10:20 10:33 0:00 10:33 10:49 0:11 10:40 10:53 0:00 10:53 11:09 0:06 11:00 11:13 0:00 11:13 11:29 0:16 11:15 11:28 0:00 11:28 11:44 0:16 11:30 11:45 0:00 11:45 12:04 0:11 11:45 12:00 0:00 12:00 12:19 0:11 12:00 12:17 0:00 12:17 12:38 0:07 12:15 12:32 0:00 12:32 12:53 0:07 12:30 12:47 0:00 12:47 13:08 0:07 12:45 13:02 0:00 13:02 13:23 0:07 13:00 13:18 0:00 13:18 13:40 0:05 13:15 13:33 0:00 13:33 13:55 0:05 13:30 13:48 0:00 13:48 14:10 0:05 13:45 14:03 0:00 14:03 14:25 0:05 14:00 14:18 0:00 14:18 14:40 0:05 14:15 14:33 0:00 14:33 14:55 0:05 14:30 14:48 0:00 14:48 15:10 0:05 14:45 15:03 0:00 15:03 15:25 0:05 15:00 15:18 0:00 15:18 15:40 0:05 15:15 15:33 0:00 15:33 15:55 0:05 15:30 15:48 0:00 15:48 16:10 0:05 15:45 16:03 0:00 16:03 16:25 0:05 16:00 16:18 0:00 16:18 16:40 0:05 16:15 16:33 0:00 16:33 16:55 0:05 16:30 16:48 0:00 16:48 17:10 0:05 16:45 17:03 0:00 17:03 17:25 0:05 17:00 17:18 0:00 17:18 17:40 0:05 17:15 17:33 0:00 17:33 17:55 0:05 17:30 17:48 0:00 17:48 18:10 0:05 17:45 18:03 0:00 18:03 18:25 0:05 18:00 18:18 0:00 18:18 18:40 0:05 18:15 18:33 0:00 18:33 18:55 18:30 18:48 0:00 18:48 19:10 18:45 19:03 0:00 19:03 19:25 Dan Boyle &Associates, Inc. Page 15 S4 Ten Principles for Responsible Tourism -Urban Land Magazine Page 1 of 7 CBRE L THE MAGAZINE Or THE URBAN LAND INSTITUTE SECTIONS MORE ULI SITES Urban Land>Market Trends>Ten Principles for Responsible Tourism Ten Principles for Responsible Tourism By Edward T McMahon August 10, 2015 Text Size: A AA Print Email Share Facebook Linkedln Twitter � F - IT L y Tourists at Yosemite National Park. Where did you go on your last vacation?Was it rewarding and satisfying?Would you recommend it to a friend? Did the destination meet your expectations, or were you disappointed? Did traffic congestion, dirty air, crowded beaches, slipshod service, or excessive commercialism leave you feeling frustrated and cheated? S5 http://urbanland.uli.org/economy-markets-trends/ten-principles-responsible-tourism/ 08/25/2015 Ten Principles for Responsible Tourism -Urban Land Magazine Page 2 of 7 Tourism is big business.Americans spend more than $800 billion a year on travel and recreational pursuits away from home. Tourism is one of the three largest industries in every American state and a critical factor in the U.S. and world economies. However, tourism is also a double-edged sword. On one hand, it provides communities with many benefits: new jobs,an expanded tax base,enhanced infrastructure, improved facilities, and an expanded market for local products, art, and handicrafts. In short, it can be an important tool for community revitalization. On the other hand, it can create problems and burdens for local communities such as crowding,traffic congestion, noise, increased crime, haphazard development, cost-of-living increases for residents, and degraded resources. "The impacts of tourism on a community can be beneficial if planned and managed, or extremely damaging if left without controls,"says Michael Kelly,former chairman of the American Planning Association's tourism planning division. Mass-Market and Sustainable Tourism How does a community maximize the benefits of tourism while minimizing the problems? First, communities need to recognize the differences between mass-market tourism and sustainable tourism. Mass-market tourism is all about "heads in beds." It is a high-volume, high-impact but low-yield approach.A classic example is Fort Lauderdale, Florida. In the 1970s and 1980s, Fort Lauderdale was the"spring break capital"of America. City officials thought it was a great idea to invite hundreds of thousands of college students to visit for a few weeks each year.What they did not count on was that the college kids would sleep six to eight to a room and that the only thing they would spend money on was beer.The city had to hire extra police and cleanup crews, and soon Fort Lauderdale had a reputation as an out-of- control town full of drunken college kids. Today, Fort Lauderdale is no longer the spring break capital. It may not have as many tourists as it once did, but the tourists who do visit are older and more affluent.They sleep two to a room;they dine at fancy restaurants and shop in high-end stores;their presence does not require the city to hire extra police and cleanup crews. Sustainable tourism is lower volume and lower impact, but has a higher yield. In order to understand mass-market tourism,think about mega-hotels,theme parks, chain stores, and the new generation of enormous (4,000-to 5,000-passenger)cruise ships. Mass-market tourism is focused on quantity; it is also about environments that are artificial, homogenized, generic, and formulaic. In contrast, sustainable tourism is about high quality; its focus is places that are authentic, specialized, unique, and homegrown.To understand sustainable tourism, think about unspoiled scenery, locally owned businesses, historic small towns, and walkable urban neighborhoods. Local and state tourism agencies spend millions of dollars each year on tourism marketing and promotion. Marketing is important because it promotes visitation and helps create demand. It identifies and segments potential visitors and provides information about a community and its attractions. Yet,tourism involves a lot more than marketing. It also involves making destinations more appealing.This means identifying, preserving, enhancing, and/or restoring a community's natural and cultural assets—in other words, protecting its heritage and environment. It is, after all,the unique architecture, culture,wildlife, or natural beauty of a community or region that attracts tourists in the first place. In today's global marketplace, competition for tourist dollars is fierce. If the destination is too crowded,too commercial, or too much like every other place,then why go?The best marketing a community can have is by word of mouth.This occurs when the reality of the place meets or exceeds the mental image that visitors have been sold through marketing and promotion. Creation of a false image can spoil a vacation. What's more, it can reduce repeat visitation.Tourists may come once, but they will not come back. so http://urbanland.uli.org/economy-markets-trends/ten-principles-responsible-tourism/ 08/25/2015 Ten Principles for Responsible Tourism -Urban Land Magazine Page 3 of 7 The truth is, the more a community comes to look and feel just like everyplace else,the less reason there is to visit.At the same time, the more a community does to enhance its uniqueness,the more people will want to visit.This is the reason why local land use planning, historic restoration, and urban design standards are so important. To attract and retain tourists, local officials need to become much more aware of the overall character of their community.This is because studies reveal significant differences between resident and tourist perceptions of a community.Tourists are open and receptive to everything they see, while longtime residents tend to tune out the familiar environments along the roads they travel day in and day out. Ten Recommendations on Tourism How can a community attract tourists and their dollars without losing its soul?Ten recommendations follow. 1. Preserve and restore historic buildings, neighborhoods, and landscapes.A city without a past is like a person without a memory. Preservation of historic buildings is important because they are the physical manifestations of the past. They tell people who they are and where they came from. Saving the historic buildings and landscapes of a city is about saving the heart and soul of the community. It is also about economic competitiveness.Travel writer Arthur Frommer put it this way: "Among cities with no particular recreational appeal,those that have preserved their past continue to enjoy tourism. Those that haven't receive almost no tourism at all. Tourism simply won't go to a city or town that has lost its soul." Try to imagine, San Francisco without Alcatraz;Alexandria,Virginia,without its Old Town; New Orleans without the French Quarter; or Seattle without the Pike Place Market.These communities would be lesser places, but they would also be diminished as tourist destinations. Preservation-minded communities like Santa Barbara, Charleston, Savannah, Santa Fe, Miami Beach, and Quebec City are among North America's leading tourist destinations precisely because they have protected their unique architectural heritage. By contrast, cities that have obliterated their past attract few tourists or their dollars. 2. Focus on the authentic.Communities should make every effort to preserve the authentic aspects of local heritage and culture, including food, art, music, handicrafts, architecture, landscape, and traditions. Sustainable tourism emphasizes the real over the artificial. It recognizes that the true story of a place is worth telling, even if it is painful or disturbing. For example, in Birmingham,Alabama, a civil rights district tell the story of the city's turbulent history during the civil rights era.This authentic representation of the city's past adds value and appeal to Birmingham as a destination, and the institute and surrounding historic district have proved popular with visitors from all over the world. In Virginia, the Crooked Road heritage music trail is another great example of an authentic attraction rooted in local tradition.The drive along U.S. Route 58 connects major heritage music venues in southwest Virginia, showcasing the traditional gospel, bluegrass, and mountain music indigenous to the region.Annual festivals,weekly concerts, live radio shows, and informal jam sessions abound throughout the region and attract locals and tourists alike. A third example is the Manzanar National Historic Site at the foot of the Sierra Nevada near Independence, California. It was established to preserve the stories of the nearly 120,000 Japanese Americans interned during World War II and to serve as a reminder to this and future generations of the fragility of American civil liberties. 3. Ensure that tourism support facilities are compatible with their surroundings.Tourists need places to eat and sleep and appreciate the dependable levels of service and accommodation usually found in American hotels and motels. But wherever they go,tourists also crave integrity of place—something not provided by homogeneous, "off-the-shelf' corporate chain and franchise architecture,which reduces a community's appeal as a tourist destination. "Travelers don't want consistency and reliability to come at the expense of authenticity," notes Henry Harteveldt, at the time a travel analyst for the research firm Hudson Crossing. S7 http://urbanland.uli.org/economy-markets-trends/ten-principles-responsible-tourism/ 08/25/2015 Ten Principles for Responsible Tourism -Urban Land Magazine Page 4 of 7 Today, reusing and recycling old buildings is becoming much more common in the hotel industry. Hotel chains are repurposing numerous existing buildings like warehouses, hospitals, and office buildings.The Cotton Exchange Hotel in New Orleans is one example;the Chatwal Hotel in New York City,fashioned from the former Lamb's Theatre, is another.A small-town example of a chain hotel that fits in with a historic community is the Hampton Inn in Lexington, Virginia. Instead of building a generic chain hotel out by the interstate, the owners of the Lexington Hampton Inn converted an 1827 manor house, the Col Alto Mansion, into the centerpiece of a 76-room hotel within walking distance of historic downtown Lexington. In some cases, historic hotels can be the centerpiece of downtown revitalization efforts.The Mission Inn in Riverside, California;the Martha Washington Hotel in Abingdon,Virginia; and the Peabody Hotel in downtown Memphis are three examples. Executives at Marriott estimated in 2014 that up to 20 percent of the company's new Courtyard hotels that year would be in repurposed older buildings, and the trend is not confined to hotels. "When a chain store or franchise comes to town, they generally have three designs(A, B, and C) ranging from Anywhere, USA,to unique (sensitive to local character)," says Bob Gibbs, a leading real estate market analysts. "Which one gets built depends heavily upon how much push back the company gets from local residents and officials about design and its importance." Design is critically important for communities trying to compete in the tourism marketplace.Tourism is the sum of the travel experience. It is not just what happens at a museum or a festival; it also involves the places that tourists eat and sleep,the roads they drive down,the main streets they shop on, and so forth. Every new development should have a harmonious relationship with its setting.Tourism support facilities should reflect the broader environmental context of the community and should respect the specific size, character, and function of their site within the surrounding landscape.A community's food and lodging facilities are part of the total tourism package. Hotels and restaurants should reflect a city and not each other. Hotels in Mississippi,for example, should be different from those in Maine, Missouri, Montana, Morocco, and Malaysia. 4. Interpret the resource. Education and interpretation are another key to sustainable tourism.Visitors want information about what they are seeing, and interpretation can be a powerful storytelling tool that can make an exhibit, an attraction, even an entire community come alive. It can also result in better-managed resources by explaining why they are important. Interpretation instills respect and fosters stewardship. Education about natural and cultural resources can instill community pride and strengthen sense of place. Gettysburg, Pennsylvania, developed a communitywide interpretation program that involves public art,wayside exhibits, and interpretive markers that tell the story of the town and its role in the Battle of Gettysburg. The city did this after it realized that most tourists were driving around the national park and then leaving town without realizing that the town itself was a big part of the story. Since the interpretative program was completed,the number of visitors spending time and money in downtown Gettysburg has measurably increased. Richmond,Virginia, is another community that has done a great job of telling its story.The Richmond Slave Trail,for example, is a walking trail that chronicles the trade of enslaved Africans from Africa to Virginia until 1775 and away from Virginia until 1865.There are numerous historic markers along the route that explain the various sites and cast new light on a dark chapter of U.S. history. 5. Protect community gateways. First impressions matter. Just as when meeting a person for the first time, a good first impression is important and a bad first impression is hard to change. Some communities pay attention to their gateways. Other do not. Many communities have gotten used to ugliness, accepting it as an inevitable side effect of progress. More enlightened communities recognize that community appearance is important. It affects a community's image and its economic well being. For instance, a first visit to New Market,Virginia, in the 1970s revealed it to be a Norman Rockwell sort of town in the Shenandoah Valley. But a visit a decade later proved very disappointing: giant new fast-food and gas-station signs se http://urbanland.uli.org/economy-markets-trends/ten-principles-responsible-tourism/ 08/25/2015 Ten Principles for Responsible Tourism -Urban Land Magazine Page 5 of 7 towered over the town's historic buildings, obliterating the scenery and diminishing the town's appeal as a tourist destination. Downtown is the heart of most communities, but the commercial corridors leading to downtown are the front door. Corridor enhancements are critical to making a good first impression. Commercial corridors also offer one of the best redevelopment opportunities.Arlington County,Virginia,for example, has used a form-based code to incentivize redevelopment along Columbia Pike. Unsightly automobile-oriented development is now being displaced by walkable, mixed-use development. Other communities like Cathedral City, California; Carmel, Indiana; and Charlotte, North Carolina, have used corridor overlay zoning to improve the character of new development along entry corridors. 6. Control outdoor signs. Protecting scenic views and vistas, planting street trees, and landscaping parking lots all make economic sense, but controlling outdoor signs is probably the most important step a tourism-oriented community can take to make an immediate,visible improvement in its physical environment.Almost nothing will destroy the distinctive character of a community faster than uncontrolled signs and billboards. Sign clutter is ugly, ineffective, and expensive. When the streetscape becomes overloaded with signs, the cumulative effect is negative:the viewer actually sees less, not more.Almost all of America's premier tourist destinations have strong sign ordinances because they understand that attractive communities attract more business than ugly ones. 7. Enhance the journey as well as the destination.As noted,tourism is not just what happens at the destination; it involves everything that people see and do from the time they leave home until the trip is over. Getting there can be half the fun, but frequently it is not. Though there are many great destinations in America, very few noteworthy journeys remain. Except for a few special roads like the Blue Ridge Parkway or the Natchez Trace Parkway, a drive along a typical American highway can be a profoundly depressing experience.Author and television commentator Charles Kuralt put it this way: "Thanks to the interstate highway system, it is now possible to drive across the country from coast to coast without seeing anything." Tourists want to see places that are different, unusual, or unique. This is why it is in the interest of state and local officials to encourage development of heritage corridors, bike paths, rail trails, greenways, and scenic byways. 8. Get tourists out of their cars. If you design a community or development around cars,you will get more cars. But if you design a community or development around people, you will get more pedestrians.Walkability is very good for business, especially tourism-oriented businesses. In fact, it is hard for people to spend money when they are in a car, so getting tourists out of their cars is a key to sustainable tourism and increased business. The best way to get people out of their cars is to create places where people can safely walk and bike in attractive settings.The Embarcadero in San Francisco, the Inner Harbor in Baltimore, Beale Street in Memphis, and the River Walk in San Antonio are all walkable destinations that demonstrate how walkability increases profitability. 9. Link sites. Though very few rural communities or small towns can attract out-of-state or international visitors on their own, linked with other communities,they can become a coherent and powerful attraction.The Blues Highway in Mississippi—a.k.a. U.S. Route 61—connects Memphis to New Orleans and passes through numerous small towns in the Mississippi Delta. Each of these small towns tells a part of the story of America's musical history, but few of them would attract tourists on their own without being part of a bigger story. Birding trails,wildlife trails, literary heritage trails, and Civil War heritage trails are all examples of this linkage concept. The Katy Trail in Missouri—running 240 miles(386 km)from Machens near St. Louis to Clinton in western Missouri—is considered one of the best rail trails in the country.This multipurpose trail has brought thousands of tourists and new life to an economically distressed part of the state. Similarly,the Journey through Hallowed Ground Heritage Area in Maryland and Virginia has provided a framework for promoting and interpreting nine presidential homes, numerous Civil War sites, more than 30 historic Main Street communities, and numerous other historic and natural attractions. 10. Recognize that tourism has limits and must be managed. Savvy communities always ask how many tourists are too many.Tourism development that exceeds the carrying capacity of an ecosystem or that fails to respect a community's sense of place will result in resentment by local residents and the eventual destruction of the very attributes S9 http://urbanland.uli.org/economy-markets-trends/ten-principles-responsible-tourism/ 08/25/2015 Ten Principles for Responsible Tourism -Urban Land Magazine Page 6 of 7 that attracted tourists in the first place.Too many cars,tour buses, condominiums,or people can overwhelm a community and harm fragile resources. Sustainable tourism requires planning and management.Annapolis, Maryland; Charleston, South Carolina; and Williamsburg,Virginia, are examples of communities with tourism management plans. Charleston,for example, bars large tour buses from the neighborhood south of Broad Street, known as the Battery. It also directs travelers to the city's visitor center,which is located well away from historic residential neighborhoods that were being overrun by tourists. It has also built new attractions, like the South Carolina Aquarium, in underserved areas of the city instead of concentrating everything in one or two overcrowded neighborhoods More Than Marketing In recent years,American tourism has had steadily less to do with America and more to do with mass marketing. As farmland,forests, and open lands decrease, advertising dollars increase.As historic buildings disappear, chain stores proliferate.As Main Streets come back to life, congested commercial corridors spread on the outskirts of towns. Unless the tourism industry thinks it can continue to sell trips to communities clogged with traffic, look-a-like motels, overcrowded beaches, and cluttered commercial strips, it needs to create a plan to preserve the natural, cultural, and scenic resources on which it relies. Tourism is about more than marketing. It is also about protecting and enhancing the product communities are trying to promote. Citizens, elected officials, and developers alike can take a leadership role in creating a sustainable tourism agenda that will strengthen the American economy and at the same time preserve the natural and cultural assets that make the United States unique. Edward T. McMahon is a senior resident fellow at the Urban Land Institute and the Charles Fraser Chair for Environmental Policy. SHOW COMMENTS Loading next post... Advertisement Copyright©2010-2015 Urban Land Institute(ULI).All rights reserved. Use of this website constitutes acceptance of our Terms of Use. 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