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HomeMy WebLinkAboutAMEND 2017-0026; OMNI LA COSTA RESORT BALLROOM EXPANSION; PARKING NEEDS ASSESSMENT; 2018-12-20Parking Needs Assessment BUILDING ENVELOPE CONSULTING FORENSIC RESTORATION PARKING DESIGN PLANNING Omni La Costa Resort & Spa Carlsbad, CA August 1, 2018 Revised: December 20, 2018 Prepared for: Michael Baker International WALKER CONSULTANTS WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 TABLE OF CONTENTS EXECUTIVE SUMMARY INTRODUCTION II 1 Omni La Costa Resort & Spa Program Data 1 CITY OF CARLSBAD PARKING REQUIREMENTS 4 EXISTING PARKING INVENTORY 7 Additional data collection SHARED PARKING METHODOLOGY SHARED PARKING ANALYSIS 18 19 16 LAND USE UNITS: BUILDING PROGRAM DESCRIPTION20 STANDARD OR BASE PARKING GENERATION RATIOS20 Presence Factors 21 TIME OF DAY 22 TIME OF YEAR 22 Non-Captive Adjustment Ratio 22 Driving Ratio Adjustment 24 PARKING DEMAND ANALYSIS RESULTS 25 FUTURE PARKING SUPPLY/ADEQUACY ANALYSIS 27 TABLES AND FIGURES Table 1: Omni La Costa Resort & Spa Development Program ______________ 2 Table 2: City of Carlsbad Minimum Off-Street Parking Requirements 4 Table 3: Application of Minimum Off-Street Parking Requirements to Omni La Costa 5 Table 4: Omni La Costa -Existing Parking Inventory 9 Table 5: Omni La Costa -Parking Counts and Occupancy March 24, 2018 10 Table 6: Omni La Costa -Parking Counts and Occupancy April 21, 2018 16 Table 7: Comparison of March 24, 2018 and April 21, 2018 Parking Counts 16 Table 8: Omni La Costa Resort-Daytime and Nighttime uses 22 Table 9: Non-Captive Adjustment by Use 23 Table 10: Drive Ratios by Use 24 Table 11: Peak Shared Parking Generation 26 Table 12: Proposed Parking Supply 27 Table 13: La Costa Parking Plan 28 Figure 1: Omni La Costa -Existing Parking Areas __________________ 8 Figure 2 Omni La Costa -Parking Utilization at 11:00 AM Saturday March 24, 2018 11 Figure 3 Omni La Costa -Parking Utilization at 1:00 PM Saturday March 24, 2018 12 Figure 4 Omni La Costa -Parking Utilization at 5:00 PM Saturday March 24, 2018 13 Figure 5 Omni La Costa -Parking Utilization at 8:00 PM Saturday March 24, 2018 14 Figure 6 Omni La Costa -Parking Utilization at 5:00 AM Sunday March 25, 2018 15 Figure 7 Steps of a Shared Parking Analysis 19 Figure 8 Omni La Costa -LOS A and B Walking Distance from Ballrooms 29 Figure 9: Shuttle System in Operation with 6-passenger Golf Cart 31 WALKER CONSULTANTS WALKER CONSULTANTS EXECUTIVE SUMMARY OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 Walker Consultants ("Walker") was retained by Michael Baker International ("MBI") to prepare a parking needs assessment study for the Omni La Costa Resort and Spa located in Carlsbad, CA. The purpose of this study is to, building upon the methodology established in prior studies Walker has prepared for the Resort, update the shared parking model prepared for the Resort in 2008 based on the collection of actual parking demand data at the Resort, and to analyze the parking needs and adequacy of the Resort with the proposed addition of a Ballroom Expansion on the Ballroom North parking lot. The analysis demonstrates how shared use of the existing and proposed on-site parking supply reduces the total number of spaces required under the City of Carlsbad Municipal Code. This study has updated several assumptions in the shared parking model based on data collected at the Resort on a busy weekend with several events during the day and evening but has left assumptions regarding Ballroom parking demand ratio unchanged to provide a worst-case analysis of Resort parking demand with the proposed Ballroom Expansion. The fieldwork showed that even assuming no parking on Lot 7 (PA2), the Resort has adequate parking to accommodate existing peak parking demand; however, in its unpaved condition, Lot 7 is currently used for parking and can accommodate approximately 275 vehicles. The results of the parking data collection indicate that the Resort generates parking demand at a lower rate than what was projected in the 2008 parking analysis. Hotel room/villa parking demand was observed to be much lower on a per-unit basis based on observed overnight parking demand. Under the assumptions outlined in this report we project an overall design day parking demand after construction of the proposed Ballroom Expansion of 1,305. Walker believes this is a conservative finding, as the parking demand number assumes a completely external event utilizing the Ballroom and Ballroom Expansion, at its maximum occupancy (2,860) generating parking demand at the code required ratio. The parking supply at that time is projected to be 1,337 paved and striped spaces, yielding a parking surplus of 32 spaces. Lot 7 (PA2) would provide an additional 250 parking spaces (unpaved/unstriped), for a total parking surplus of 282 spaces. Approximately 51% (275 spaces) of peak Ballroom parking demand as calculated in the shared parking analysis (543 spaces) can be accommodated in the proposed reconfigured Ballroom West Lot and Lot 8 (PAl), based on existing observed parking availability in Lot 8 and the proposed parking supply in the Ballroom West lot. Lot 7 (PA2), in its current unimproved condition, would provide an additional 250± parking spaces in close proximity to the ballroom. The Resort also has the option of utilizing valet parking and attendant assist parking in these parking areas to increase the functional capacity to a point where most if not all of peak Ballroom parking demand could be accommodated in the two lots. Alternatively, the Resort could use the Main Gate Lot as ballroom event overflow parking and utilize existing shuttle infrastructure to provide a shuttle to/from this lot during exceptionally large events, if one were to occur. WALKER CONSULTANTS I ii 01 Introduction WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 INTRODUCTION Walker Parking Consultants ("Walker") was retained by Michael Baker International ("MBI") to perform a parking needs assessment study for the Omni La Costa Resort and Spa located in Carlsbad, CA. Walker previously prepared a parking needs assessment study for the property in 2008 as part of prior master planning efforts. Since the prior study, the Master Plan uses were generally built out, including the addition of villas to the property. Omni is currently seeking to construct a ballroom addition, displacing parking adjacent to the existing ballroom. The purpose of this study includes the following: • Observe and collect data on existing parking conditions at the Omni La Costa Resort; • Compare current parking demand to the projected parking demand in the prior Master Plan parking needs assessment study; • Demonstrate how continued shared use of the (proposed) on-site parking supply will reduce the total number of spaces required under the City of Carlsbad Municipal Code and will continue to adequately serve guest and employee parking demand with the proposed ballroom expansion. OMNI LA COSTA RESORT & SPA PROGRAM DATA The major construction and renovation of the Resort's central campus envisioned in the prior master plan, is largely complete. Currently, Omni is proposing to build a 32,240-gross square foot addition to the existing 42,510-gross square foot ballroom. The ballroom expansion would result in a 14,165-square foot addition to the existing ballroom's 18,000 square feet of event space, for a total capacity of 32,165 square feet in ballroom event space. Seating capacity would increase by 1,260 from 1,600 seats to 2,860 seats. This reflects the total seating capacity of the main ballroom, ballroom addition, pre-function, and breakout spaces. Table 1 summarizes the existing/proposed building program at the Resort. WALKER CONSULTANTS I 1 WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 Table 1: Omni La Costa Resort & Spa Development Program Hotel/Villas Recreation Hotel Rooms 474 Units Tennis Villas 196 Units Public Golf Course Ancillary Resort Uses Private Golf Course Fitness Center/Lockers 13,700 SF GFA Public Driving Range Treatment Rooms 940 SF GFA Private Driving Range Spa Retail 395 SF GFA Golf School Courtyard/Clubhouse Retail 9,375 SF GFA Golf School Retail Restaurant 8,863 SF GFA Accounting/HR/Sales Office 13,100 SF GFA Spa & Ballroom Computer Rooms 2,134 SF GFA Spa Executive Offices 6,217 SF GFA Existing Ballroom Meeting/Pre-function Spaces 36,952 SF GFA Proposed Ballroom Addition Child Day Care 2,957 SF GFA Pastry & Prep Kitchen 7,558 SF GFA Other Generating1 4,962 SF GFA Other Non-Generating2 63,241 SF GFA Source: Omni Lo Costa Resort 1 = Includes employee lockers, employee dining and room service 2 = Includes corridors, lobbies, restrooms, physical plant and storage space Note: SF GFA = Square Feet of Gross Floor Area 17 courts 18 holes 18 holes 27 stations 30 stations 8 station 8,270 SF GFA 26,475 SF GFA 42,510 SF GFA 32,240 SF GFA WALKER CONSULTANTS I 2 Carlsbad Off-Street Parking Q 2 Requirements WALKER CONSULTANTS CITY OF CARLSBAD PARKING REQUIREMENTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 Walker staff completed research on the general parking requirements outlined under the City of Carlsbad Municipal Code as a starting point for discussing the Resorts parking needs, similar to the approach taken in the 2008 Parking Needs Assessment. The minimum requirements for existing and proposed land uses on the La Costa campus have been summarized in Table 2. Table 2: City of Carlsbad Minimum Off-Street Parking Requirements Hotels/Motels 1.2 spaces per unit Villas (Residential Dwelling Units) 1.5 spaces per unit (up to two keys) 1 Offices 1 space per 250 SF GFA Gyms & Health Spas 1 space per 200 SF GFA Retail (Individual) 1 space per 300 SF GFA 1 spaces per 5 seats or Public Assembly 1 space per 100 SF GFA assembly area 2 Child Day Care Restaurant (<4,000 SF GFA) Restaurant (>4,000 SF GFA) Tenni Golf Course Driving Range Golf School Source: City of Carlsbad Municipal Code, 2018 1 space per employee plus 1 space per 10 children 1 space oer 100 SF GFA 40 spaces plus 1 space per 50 SF GFA above 4,000 1.75 spaces per court 6 spaces per hole 1 space per tee 1 space per tee 1 3 3 1 1 = Based on rates from Update: Parking Needs Assessment La Costa Resort & Spa {Walker Parking Consultants, June 2008) 2 = Whichever is greater; however, during the prior Master Plan process, the ballroom's parking requirement was based on the number of seats, while meeting space was based on SF GFA. 3 = plus required parking for accessory uses SF GFA = Square Feet of Gross Floor Area For most of the land uses listed in Table 2, the City of Carlsbad parking requirements are the same as they were in 2008 and continue to be similar to base ratios used in Walker's Shared Parking Model. The shared parking portion of this analysis continues to use the City requirements as the starting point for our shared parking analysis in most instances. For land uses not specifically defined under code we have continued to apply the alternative 'code' requirements utilized in the prior analysis which include the following assumptions: • Resort villas would be assigned a requirement of 1.5 spaces per residential villa unit • The spa (and spa related treatment rooms in other areas of the Resort) would be assigned the requirement comparable to the standard for gym and health spas (1 space per 200 sf) • The ballroom and ballroom expansion calculation is based on the total seating capacity for the main ballroom, proposed ballroom expansion and the pre-function and breakout spaces associated with the ballrooms, at a ratio of 1 parking space per 5 seats. WALKER CONSULTANTS I 4 WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 In general, parking requirements developed by cities consider each land use to stand alone, without consideration for the possibility of sharing parking with surrounding land uses. Under this scenario, we have applied the minimum parking requirement ratios to the program data from Table 1. We find a total parking requirement of 2,465 spaces without the proposed ballroom expansion and 2,717 spaces with the proposed ballroom expansion as illustrated in Table 3. Table 3: Application of Minimum Off-Street Parking Requirements to Omni La Costa I ·1 Hotel Rooms 474 Units 1.2 spaces per unit 569 Villas 196 Units 1.5 spaces per unit (up to two keys) 294 Ancillary Resort Uses Fitness Center/Lockers 13,700 SF GFA 1 space per 200 SF GFA 69 Treatment Rooms 940 SF GFA 1 space per 200 SF GFA 5 Spa Retail 395 SF GFA 1 space per 300 SF GFA 2 Courtyard/Clubhouse Retail 9,375 SF GFA 1 space per 300 SF GFA 32 Restaurant 8,863 SF GFA 40 spaces plus 1 space per 50 SF GFA 138 Accounting/HR/Sales Office 13,100 SF GFA 1 space per 250 SF GFA 53 Computer Rooms 2,134 SF GFA 1 space per 250 SF GFA 9 e u i e ffices 6, 1 F pac F Meeting/Pre-function Spaces 36,952 SF GFA 1 space per 100 SF GFA 370 Child Day Care 2,957 SF GFA 1 space per 10 children + 1 per employee 14 st e i h n s ac r 10 Other Generating1 4,962 SF GFA 1 space per 300 SF GFA 17 Other Non-GeneratingL 63,241 SF GFA N/A 0 Tennis 17 courts 1. 75 spaces per court 30 Public Golf Course 18 holes 6 spaces per hole 108 ri t If r h I s e r hole Public Driving Range 27 stations 1 space per station 27 Private Driving Range 30 stations 1 space per station 30 Golf School 8 station 1 space per station 8 Golf School Retail 8,270 SF GFA 1 space per 300 SF GFA 28 Spa & Ballroom Spa 26,475 SF GFA 1 space per 200 SF GFA 133 i ti allroom , -1, seas pac er seas r s Ir A ii I F F -I e s er se s -I I T -1 Source: Omni Program Data, City of Carlsbad Municipal Code, 2018 WALKER CONSULTANTS I 5 Q 3 Existing Conditions WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 The 2008 parking needs assessment prepared for the Resort provided a projection of design day parking demand at the Resort, based on the assumption the following represented design day {85th percentile) conditions: • Hotel rooms and villas 85% occupied • Main ballroom space in use in the evening, representing a design day event. Additionally, the Resort's plans in 2008 assumed a parking supply of 1,550 parking spaces at buildout. Since the Resort has generally constructed the land uses envisioned in the Master Plan, Walker conducted fieldwork and observations at the Resort on Saturday March 24, 2018. The fieldwork included an inventory of the existing usable parking supply and observation and counting of existing parking demand and parking behaviors. Saturday March 24, 2018 provided a near design day conditions in that: • The hotel rooms and villas were 81.4% occupied {546 occupied rooms/villas), with a guest mix of 70% transient guests and 30% group buys. • There were local events in the plaza during the day, as well as local events (two banquets and a wedding) in event spaces during the evening. Collecting parking occupancy data on a weekend with a high proportion of transient guests with local events occurring was ideal as transient guests, a higher proportion of whom come to the Resort from other points in Southern California, drive to the resort in greater numbers than guests coming for group events. Additionally, local events often involve a higher proportion of attendees who are not already staying at the Resort. Thus, a transient guest rich, local event-filled weekend would experience higher parking demand compared to a weekend when the resort experiences a group buy out. A group buy out typically utilizes a high percentage of event space simultaneously, more so than during a local weekend; however, the event attendees are much more likely to already be staying at the Resort. EXISTING PARKING INVENTORY Walker staff conducted a parking inventory of the entire Resort site, focused on counting useable spaces. In the south employee parking lot, spaces blocked by trailers and equipment were not counted as part of the parking supply. For the purpose of the Resort's parking inventory, unpaved areas where parking occurs, such as the gravel parking areas adjacent to the ballroom lot (Lot 7-PA2), a portion of Lot 8 {PAl), and Lot 10 (Garden Room West) were analyzed as if they have a parking inventory of zero since there is no striping in these areas, and the spaces are not Code compliant. However, functionally and operationally these areas provide parking and are utilized under current conditions. A parking inventory of 10 spaces in the Resort's main drop-off/pick-up area was assumed, consistent with the prior parking assessment. Figure 1 shows the location of the existing parking areas at the Resort. Table 4 summarizes the parking inventory at Omni La Costa, as of Walker's site visit on March 24, 2018. WALKER CONSULTANTS I 7 WALKER CONSULTANTS Figure 1: Omni La Costa -Existing Parking Areas Source: Walker Consultants, 2018 OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 Parking Lots Lot Number WALKER CONSULTANTS I 8 WALKER CONSULTANTS Table 4: Omni La Costa -Existing Parking Inventory Clubhouse Valet 1 Valet Lot 2 Valet Pick-up/Drop-off 3 in G te L t I m rth Lot a Ir m s Planning Area 2 7 Planning Area 1 (Bldg 9 Lot) 8 B ii i o Garden Rooms West Lot 10 Garden Room South Lot 11 South San Marcos Lot 12 Loading Dock 13 ADA Spaces by Signature Rooms 14 Spa Valet Stand 15 12 44 10 5 71 01 11 OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 4 ADA, 8 Valet Only Valet Only Valet Only 12 , 8 m r ac s V let I , 9 D Gravel Parking Area 63 Member Spaces, remainder valet only, small gravel area Gravel/Unstriped in southern portion 135 Equipmen and trailers in many spaces, 135 useable 4 Vendor parking only 2 0 In operation limited hours 1 = Number of spaces does not include unpaved (gravel) or unstriped spaces. Source: Walker Consultants, 2018 As shown in Table 4, the existing paved, striped parking supply at the Resort is 1,407 parking spaces. In addition to the striped parking supply, Lot 7 (Planning Area 2) is a large gravel parking area that is a self- parking area for hotel guests and visitors. While Lot 7 is used for parking currently, the results of the fieldwork and analysis contained in this report indicate that even without the use of Lot 7 for parking, the Resort has ample parking to accommodate existing and projected parking demand. Lot 7 currently provides additional, temporary, parking opportunities (approximately 250-275 parking spaces) until future planned CDU development occurs. There are additional gravel parking areas that see light use in the back of the Lot 8 (PAl-Building 9 lot) and the south end of Lot 10 (Garden Rooms West lot). Lot 12's (South San Marcos Lot) useable parking supply, at the time of Walker's fieldwork, was 135 spaces; this lot would have a parking supply of over 200 spaces if trailers and other equipment were removed from the lot (the trailers and equipment have been removed from Lot 12 as of September 2018). Walker staff collected off-street parking occupancy counts throughout the day on Saturday March 24, 2018 and early Sunday morning on Sunday March 25, 2018 to capture actual parking demand on a near design day weekend. Table 5 summarizes the parking occupancy over the course of the day. WALKER CONSULTANTS I 9 WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 The following events occurred on Saturday March 24, 2018: • Pedal for a Purpose -Spin for Schools: This event occurred in the Plaza from approximately 10:00 AM to 1:00 PM • Cardiff Sea Gala -Evening event, 80 attendees • Saint John's Auction Gala -Evening event, 190 attendees • Wedding -Evening event, 245 attendees Table 5: Omni la Costa -Parking Counts and Occupancy March 24, 2018 a et o 2 44 a et ick up/Oro off 3 1 20% ai Gate Lot 4 514 SS 17% 5 7 1 2 % 23 12% 7 0 21 05 I Buildi g 9 ot 264 1 5 5 % 3 58% 7 66% 3 58% 10 34 1 % 2 6 % Gar en 1 1 % % % 9 82% 12 1 % So t Sa 12 135 3 1 % 1 14% 1 10% 10 7% 2 16% Loading c 13 4 3 7 % 3 7 % 10% 10% 0 % ADA S aces by Sig Ro s 14 2 S a Val t St d 15 0 a Source: Walker Consultants, 2018 Observed parking demand peaked at 1:00 PM during the Pedal for a Purpose event at 994 parked vehicles (71% of striped capacity). Overall parking demand declined into the evening, and the presence of three 'local' events at the Resort in the evening was offset by reduced employee presence and the end of tennis/golf activities for the day. The observed overnight parking demand was 537 parked vehicles, or 0.98 parked vehicles per occupied hotel room/villa. Assuming that vehicles parked in the Main Gate Lot and South San Marcos Lot at 5:00 AM on the morning of March 25, 2018 were all employee vehicles, with the remainder of the parking guest parking, overnight guest parking demand was 430 vehicles (0.79 vehicles per occupied room/villa) and overnight employee parking demand was 107 vehicles (0.20 vehicles per occupied room/villa). Figures 2-6 graphically depict utilization in the parking areas throughout the day. WALKER CONSULTANTS I 10 WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 Figure 2 Omni La Costa -Parking Utilization at 11:00 AM Saturday March 24, 2018 Source: Walker Consultants, 2018 0-49% 0cc. 50-69% 0cc. 70-84% 0cc. 85%+ 0cc. N/A Lot Number WALKER CONSULTANTS I 11 WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 Figure 3 Omni La Costa -Parking Utilization at 1:00 PM Saturday March 24, 2018 Source: Walker Consultants, 2018 0-49% 0cc. 50-69% 0cc. 70-84% 0cc. 85%+ 0cc. N/A Lot Number WALKER CONSULTANTS I 12 WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 Figure 4 Omni La Costa -Parking Utilization at 5:00 PM Saturday March 24, 2018 Source: Walker Consultants, 2018 0-49% 0cc. 50-69% 0cc. 70-84% 0cc. 85%+ 0cc. N/A Lot Number WALKER CONSULTANTS I 13 WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 Figure 5 Omni La Costa -Parking Utilization at 8:00 PM Saturday March 24, 2018 Source: Walker Consultants, 2018 0-49% 0cc. 50-69% 0cc. 70-84% 0cc. 85%+ 0cc. N/A Lot Number WALKER CONSULTANTS I 14 WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 Figure 6 Omni La Costa -Parking Utilization at 5:00 AM Sunday March 25, 2018 Source: Walker Consultants, 2018 0-49% 0cc. 50-69% 0cc. 70-84% 0cc. 85%+ 0cc. N/A Lot Number WALKER CONSULTANTS I 15 WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 ADDITIONAL DATA COLLECTION Walker staff conducted an additional site visit and parking demand counts on Saturday April 21st and Sunday April 22, 2018 to verify and confirm if the data collected in March represented a near design day condition. The weekend of April 21st had the following characteristics and activities: • 601 rooms and villas sold-57% transient guests and 43% group buys • 200-person local banquet dinner at night • 400-person banquet dinner at night related to the group event (New York Life) • The Ballroom North parking lot was unavailable for parking due to a tent being set up in the parking lot to provide additional capacity for New York Life events. Table 6: Omni La Costa -Parking Counts and Occupancy April 21, 2018 Valet Lot 49 111% 44 31 70% 21 48% 20 Valet Pick-up/Drop-off 3 10 14 140% 24 7 70% 10 100% 1 Main Gate Lot 4 514 316 61% 315 236 46% 137 27% 65 Ballroom North Lot 5 71 2 3% 1 1% 0 0% 0 0% 0 Ballroom West Lot 6 239 15 6% 12 5% 8 3% 4 2% 6 Planning Area 2 7 0 122 N/A 147 N/A 136 N/A 101 N/A 98 Building 9 Lot 8 264 160 61% 169 64% 158 60% 116 44% 136 Building 4 North Lot 9 67 35 52% 35 52% 32 48% 22 33% 35 Garden Rooms West Lot 10 34 33 97% 35 103% 35 103% 40 118% 48 Garden Rooms South Lot 11 11 5 45% 2 18% 11 100% 9 82% 15 South San Marcos Lot 12 135 32 24% 34 25% 20 15% 7 5% 8 Loading Dock 13 4 1 25% 0 0% 2 50% 0 0% 0 ADA Spaces by Signature Rooms 14 2 1 50% 2 100% 2 100% 1 50% 1 Spa Valet Stand 15 0 0 N/A 2 N/A 0 N/A 0 N/A 0 Total 1407 796 57% 829 59% 684 49% 476 34% 434 Source: Walker Consultants, 2018 Even with the higher occupancy (601 rooms on April 21, 2018 compared to 546 rooms on March 24, 2018), nighttime and overnight counts were significantly lower on April 21, 2018 as shown in Table 7. Table 7: Comparison of March 24, 2018 and April 21, 2018 Parking Counts March 24, 2018 970 69% 994 71% 724 51% 709 50% 537 April 21, 2018 796 57% 829 59% 684 49% 476 34% 434 -1 -1 -0 -2 -1 Source: Walker Consultants, 2018 The shared parking analysis that follows in the next section is informed by the higher parking demand data observed on March 24, 2018. Based on the results of the additional fieldwork, Walker believes the shared parking analysis presents a reasonable and conservative design day condition. 10% 13% 0% 3% N/A 52% 52% 141% 136% 6% 0% 50% N/A 31% 38% 31% WALKER CONSULTANTS I 16 04 Shared Parking Analysis WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 SHARED PARKING METHODOLOGY This study entails a parking needs analysis that relies on estimates of parking requirements based on recommendations in studies from the Urban Land Institute (ULI), and namely Shared Parking1. For the analysis herein, Walker employed the use of a shared parking model to assess projected demand. Shared parking methodology was developed in the 1980s and has been a widely-accepted industry standard for rightsizing parking facilities over the past 30+ years. Adopted by cities throughout the U.S., and codified in zoning ordinances as an acceptable practice, shared parking is endorsed by the ULI, the American Planning Association (APA), the National Parking Association (NPA), and International Council of Shopping Centers (ICSC), as an acceptable method of parking planning and management. Shared parking allows for the sharing of parking spaces among uses in a mixed-use environment-in lieu of providing a minimum number of parking spaces for each individual use. Shared parking commonly results in a reduction of required parking spaces. This reduction, which is sometimes significant, depends on the quantities and mix of uses and local code requirements. Shared Parking is defined as the ability to use the same parking resource by multiple nearby or adjacent land uses without encroachment. Shared parking takes into account the parking demand for more than 45 different land uses; the availability and use of alternative modes of transportation; captive market effects2; and daily, hourly, and seasonal variations. In the case of the Project, a shared parking analysis recognizes the interrelationship of parking among the existing office, health club, educational uses as well as the proposed residential uses. A shared parking model generates 456 parking computations as follows: • 19 hours during a day, beginning at 6 a.m. and concluding at 1 a.m. • 2 days per week, a weekday and a weekend day • 12 months of the year • 19 x 2 x 12 = 456 different calculations The recommended parking capacity is derived based on the highest figure generated from these 456 computations. Therefore, the intent is to design for the busiest hour of the year, busiest day of the year, and busiest month of the year, at an 85th percentile level of parking demand relative to similar properties. The following graphic provides an illustrative view of the steps involved in the shared parking analysis. This graphic is used within this document to help the reader understand the shared parking process and to also assist in communicating the step of the analysis that is being described within this report. The Shared Parking Analysis section of this report follows this graphic in consecutive order, moving from left to right, and in subsequent report sections, the gray highlighted section of the graphic (note: all sections are highlighted in Figure 1) designates the step that is being described. 1 Shared Parking, Second Edition. Washington DC: ULI-The Urban Land Institute, 2005. 2 Recognition of a user group already on site for another primary purpose and not generating incremental parking demand for an accessory use. For example, a sandwich shop located in an office tower generates very little, if any, outside parking demand. Since the parking demand for the office tower tenants has already been accounted for, to avoid double counting, a non-captive adjustment factor is applied to the parking demand calculation for the sandwich shop. In this extreme example, the non-captive ratio may be O percent. WALKER CONSULTANTS I 18 WALKER CONSULTANTS Figure 7 Steps of a Shared Parking Analysis land Use Units Standard or {Number of X Base Parking X rooms, square Generation footage, etc.) Ratio Source: Walker Consultants OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 Non-Monthly X Hourly X Captive X Driving = TOTAL Factor Factor Ratio Ratio The key goal of a shared parking analysis is to find the balance between providing adequate parking to support a development from a commercial and operational standpoint and protect the interests of neighboring property owners, while minimizing the negative aspects of excessive land area or resources devoted to parking. The ultimate goal of a shared parking analysis is to find a peak period, reasonably predictable worst-case scenario, or design day condition. Allowing multiple land uses and entities to share parking spaces has allowed for and led to the creation of many popular real estate developments and districts, resulting in the combination of office, residential, retail, hotel, and entertainment districts that rely heavily on shared parking for economic viability while providing parking accommodations to meet the actual demand generated by the development. Traditional downtowns in large and small cities alike have depended on the practice in order to be compact, walkable, and economically viable. In the same way, mixed-use projects have also benefited from the shared-parking principle, which offers multiple benefits to a community, not the least of which is a lesser environmental impact due to the reduction in required parking needed to serve commercial developments, as well as the ability to create a more desirable mix of uses at one location, all the while ensuring that parking supply is designed for the busiest hour of the year, busiest day of the year, and busiest month of the year, at an 85th percentile relative to similar properties. We believe shared parking is an appropriate methodology for the PSJHC campus as there will be some users who visit multiple uses during their parking stay (e.g. employees visiting neighborhood-serving retail, employees using the conference center) and there are uses with different periods of peak demand. SHARED PARKING ANALYSIS To begin a shared parking analysis, we first start with the type and quantity of land use to be analyzed. Each land use has a specific metric considered by the parking industry to be a reliable measure of parking demand for that use. For retail, that metric is square footage (gross leasable area or GLA), for hotels that metric is the number of rooms, etc. The parking demand is divided by the quantity for each metric to generate a base parking ratio for each land use based on that metric (i.e. for retail the ratio is presented as "spaces per thousand square feet of gross leasable area"; for hotel the ratio is presented as "spaces per room"). The base parking generation ratios are multiplied by the Project's land use quantities, yielding a product which is then adjusted by multiplying by hourly and monthly factors for each of the Project's respective land uses. These are called "presence factors". Two final adjustments are made to the standard or base parking generation ratios. One adjustment discounts the demand to account for local transportation modal split characteristics, recognizing that not everyone drives an automobile for every trip, and a second adjustment is made to avoid double counting WALKER CONSULTANTS I 19 WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 people who are on-site for more than one reason and are therefore not creating additive parking demand. These last two calculations are referred to as the "driving ratio" and "non-captive" adjustments. The balance of this section of the report documents the math that underlies this analysis, following the steps listed below. List of Shared Parking Steps Page Step 1: Identification and Quantification of Project Land Use Components ___________ 20 Step 2: Application of Standard or Base Parking Generation Ratios 21 Step 3: Application of Presence Factors 21 Step 4: Application of Non-Captive Adjustment 23 Step 5: Application of Driving Ratio 24 LAND USE UNITS: BUILDING PROGRAM DESCRIPTION Step 1: Identification and Quantification of Project land Use Components Land Use Units Standard or Non-{Number of X Base Parking X Monthly X Hourly X Captive X Driving rooms, square Generation Factor Factor Ratio footage, etc.) Ratio Ratio = TOTAL Source: Walker Consultants The program data found in the introduction lists square footages and the number of units for hotel rooms, villas, and the other uses at the Resort. The City of Carlsbad bases 'joint use' parking on daytime versus nighttime land uses as opposed to hourly presence, which is the way that the ULI model would project parking for Omni La Costa. Therefore, we will find the peak daytime hour, and peak nighttime hour for La Costa and compare those. If the land uses generate parking from differing daytime and nighttime uses, our shared parking analysis should comply with the standards that the municipal code has described. The increased use of valet parking that the Resort has experienced over the years increases its ability to benefit from shared parking. Valet parking is used by ballroom events attendees, hotel and villa guests, day use guests to the spa or restaurant, and both golf and sport members of the club. This increase in valet parking potentially allows for a lower density of proximate parking as the convenience of parking is actually increased through the valet parking amenity. STANDARD OR BASE PARKING GENERATION RATIOS Simply put, the base parking demand ratios represent how many spaces should be supplied to each use if the spaces are unshared, and the project is located in a suburban context where the driving ratio is at or near 100 percent. WALKER CONSULTANTS I 20 WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 Step 2: Application of Standard or Base Parking Generation Ratios Land Use Units Standard or Non-{Number of X Base Parking X Monthly X Hourly X Captive X Driving rooms, square Generation Factor Factor Ratio Ratio footage, etc.) Ratio I = TOTAL Source: Walker Consultants The parking ratios used for this analysis are found in the City of Carlsbad municipal code. We have elected to use these parking ratios because they vary little from those within the Shared Parking publication. These parking ratios were previously shown in Table 3. For the hotel/villas, an alternative base parking generation figure has been calculated to adjust for design day conditions. When performing a parking analysis, we generally define Design Day as the point in time when a given mix of land uses is expected to generate a 'typical' peak amount of parking demand. Note that the design day generally does not include special event days that may generate unusual spikes in the demand for parking. In most instances, it does not make sense to build parking supply to support conditions that may occur only a few times per year. The adjustment to the hotel/villa land uses in this analysis assumes that the design day conditions for the Resort is 85% occupancy. PRESENCE FACTORS After the Project's land uses have been quantified and standard or base parking generation ratios have been applied to these land use quantities, adjustments are made to account for parking demand variability by hour of day and month of year. This is referred to as a "presence" adjustment. Step 3: Application of Presence Factors Land Use Units Standard or Non-{Number of X Base Parking X Monthly X Hourly X Captive X Driving rooms, square Generation Factor Factor Ratio footage, etc.) Ratio Ratio = TOTAL Source: Walker Consultants Presence is expressed as a percentage of peak potential demand modified for both time of day and month of the year. The fact that parking demand for each component may peak at different times generally means that fewer parking spaces are needed for the project than would be required if each component were a freestanding development. For both weekdays and weekends ULI also provides adjustment factors for each hour of the day and month of the year. These factors are based on 100% being the peak parking required by that land use. Any land use may reach 100% at more than one point during the day or month within the year. We begin to see how differing activity throughout the day and throughout the year for different land uses may offer a reduction in the amount of parking that would be needed at any one time. Any given land use may generate a large amount of parking at its peak hour while another generates at only 20% during that time; therefore, you would not need to supply parking for both at their 100% peak, but instead at the overall peak parking period. WALKER CONSULTANTS I 21 WALKER CONSULTANTS TIME OF DAY OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 To give a general idea of the concept we have divided the land uses at the Resort into daytime and nighttime categories, depending on when they are expected to generate the peak number of vehicles. Table 8 lists the parking generating land uses and when each use generates activity. It also shows the more specific peak hour projection for each use based on the ULI shared parking model. Table 8: Omni La Costa Resort-Daytime and Nighttime uses Hotel/Villas X 12:00-6:00 AM Recreation (golf, tennis, etc.) X 10:00AM Clubhouse2 X 12:00 PM Retail X 1:00 PM Restaurant X 7:00 PM Spa X 1:00 PM Non-Ballroom Meeting Space X 11:00 AM-2:00 PM Ballroom X 6:00 PM-9:00 PM Source: Walker Consultants, 2018 1 = Projected peak hour for each land use based on hourly adjustments from the UL/ model. In most cases, weekend demand is expected to be higher than weekday demand due to the increased presence of hotel/villa guests and more visitors parked on site for land uses such as golf courses and restaurants. 2 = Ancillary Resort uses are intended primarily to support hotel and residential villa guests; we anticipate that destination demand will be minimal (generated by the restaurant, meeting rooms, and fitness center only). Demand for meeting space at a conference hotel typically peaks on weekday mornings and early afternoons. 3 = Though the ballroom facilities host some daytime events (especially in the small meeting rooms the largest events generally occur during the evenings or on weekends. TIME OF YEAR The ULI shared parking publication lists time of year factors for a variety of land uses. For the purposes of this analysis, and the design day condition the analysis is targeting, no monthly adjustments have been made; i.e., the design day condition could occur in any month, therefore all uses are analyzed as if they peak in the same month. NON-CAPTIVE ADJUSTMENT RATIO A shared parking analysis recognizes that people often visit two or more land uses housed within the same development site, without increasing their on-site parking use. A non-captive ratio allows for an adjustment to the parking needs analysis by taking into account the portion of on-site visitors who are already accounted for as part of the primary land uses' parking demand, in this instance hotel rooms/villas, and are therefore not creating additional parking demand. WALKER CONSULTANTS I 22 WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 Non-captive ratios can vary from one property to the next and from one function to the next within the same property. The non-captive ratios included herein are intended to be reasonable and appropriate adjustments. Step 4: Application of Non-Captive Adjustment Land Use Units (Number of rooms, square footage, etc.) X Source: Walker Consultants Standard or Base Parking X Generation Ratio Monthly X Factor I Hourly Non-Driving X Captive X Factor Ratio Ratio = TOTAL I Table 9 details our assumptions regarding non-captive adjustments. Table 9: Non-Captive Adjustment by Use Hotel/Villas Hotel Rooms & Villas Ancillary Resort Uses Fitness Center/Lockers Treatment Rooms Spa Retail Courtyard/Clubhouse Retail Restaurant Accounting/HR/Sales Office Computer Rooms Executive Offices Meeting/Pre-function Spaces Child Day Care Pastry & Prep Kitchen Other Generating 1 Recreation Tennis Public Golf Course Private Golf Course Public Driving Range Private Driving Range Golf School Golf School Retail Spa & Ballroom Spa Existing Ballroom Proposed Ballroom Addition Source: Walker Consultants 1.00 a.so a.so a.so 0.25 0.60 1.00 0.00 0.00 0.60 0.00 0.60 0.00 0.80 0.50 a.so 0.50 a.so 0.50 0.25 0.65 1.00 1.00 Primary Land Use Based on Walker experience, research and prior studies Based on Walker experience, research and prior studies Based on Walker experience, research and prior studies Based on Walker experience, research and prior studies Based on Walker experience, research and prior studies Primary Use For the excusive use of hotel guests For the excusive use of hotel guests Based on Walker experience and research For the exclusive use of hotel guests Based on Walker experience, research and prior studies Employee facilities do not generate additional parking demand Based on Walker experience, research and prior studies Based on Walker experience, research and prior studies Based on Walker experience, research and prior studies Based on Walker experience, research and prior studies Based on Walker experience, research and prior studies Based on Walker experience, research and prior studies Based on Walker experience, research and prior studies Based on prior parking analysis for the Resort Design day analysis assumes a completely local ballroom event Design day analysis assumes a completely local ballroom event WALKER CONSULTANTS I 23 WALKER CONSULTANTS DRIVING RATIO ADJUSTMENT OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 A driving ratio adjustment is the percentage of patrons and employees that are projected to drive to the site in a personal vehicle, expressed as a ratio. Step 5: Application of Driving Ratio Land Use Units Standard or Non-{Number of X Base Parking X Monthly X Hourly X Captive X Driving rooms, square Generation Factor Factor Ratio Ratio footage, etc.) Ratio = TOTAL Source: Walker Consultants Table 10 illustrates the drive ratios used in the shared parking analysis. These drive ratios are applied to the base parking ratios. Table 10: Drive Ratios by Use Hotel/Villas Hotel Rooms & Villas Ancillary Resort Uses Fitness Center/Lockers Treatment Rooms Spa Retail Courtyard/Clubhouse Retail Restaurant Accounting/HR/Sales Office Computer Rooms Executive Offices Meeting/Pre-function Spaces Child Day Care Pastry & Prep Kitchen Other Generating1 Recreation Tennis Public Golf Course Private Golf Course Public Driving Range Private Driving Range Golf School Golf School Retail Spa & Ballroom Spa Existing Ballroom Proposed Ballroom Addition Source: Walker Consultants 0.80 1.00 1.00 1.00 1.00 1.00 1.00 N/A N/A 0.95 N/A 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.95 0.95 Based on Walker experience, hospitality parking trends and parking data collected by Walker at Resort Based on census data Based on census data Based on census data Based on census data Based on census data Based on census data For the excusive use of hotel guests For the excusive use of hotel guests Based on Walker experience and hospitality parking trends For the exclusive use of hotel guests Based on census data Based on census data Assumes all non-captive patrons drive, since they need to bring sporting equipment Assumes all non-captive spa patrons drive in Based on Walker experience and hospitality parking trends Based on Walker experience and hospitality parking trends WALKER CONSULTANTS I 24 WALKER CONSULTANTS PARKING DEMAND ANALYSIS RESULTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 Table 11 provides an hourly breakdown for projected parking demand generated by each land use on a typical design day (a Saturday). Note that this table assumes the following: • 85% design day occupancies for the hotel keys and residential villas. • A design day event in the main ballroom and ballroom expansion (up to 1,000 destination guests) generating peak demand at 7PM. • Moderate use of the Ballroom (meeting/ancillary space) during the day. • Remaining land uses (recreation, etc.) generate parking demand according to City of Carlsbad parking ratios and hourly adjustments per ULl's Shared Parking Model. WALKER CONSULTANTS I 25 WALKER CONSULTANTS Table 11: Peak Shared Parking Generation Hotel/Villas Hotel Rooms & Villas 670 units I 863 734 I 1.00 0.80 I Clubhouse Fitness Center/Lockers 13,700 SF GFA 69 0.50 1.00 Treatment Rooms 940 SF GFA 5 0.50 1.00 Spa Retail 395 SF GFA 2 0.50 1.00 Courtyard/Clubhouse Retail 9,375 SF GFA 32 0.25 1.00 Restaurant 8,863 SF GFA 138 0.60 1.00 Accounting/HR/Sales Office 13,100 SF GFA 53 1.00 1.00 Computer Rooms 2,134SF GFA 9 0.00 1.00 Executive Offices 6,217 SF GFA 25 0.00 1.00 Meeting/Pre-function Spaces 36,952 SF GFA 370 0.60 0.95 Child Day Care 2,957 SF GFA 14 0.00 1.00 Pastry & Prep Kitchen 7,558SF GFA 76 0.60 1.00 Other Generating1 4,962 SF GFA 17 0.00 1.00 Other Non-Generating2 63,241 SF GFA 0 0.00 1.00 Clubhouse Subtotal 810 Recreation Tennis 17 courts 30 0.80 1.00 Public Golf Course 18 holes 108 0.50 1.00 Private Golf Course 18 holes 108 0.50 1.00 Public Driving Range 27 stations 27 0.50 1.00 Private Driving Range 30 stations 30 0.50 1.00 Golf School 8 station 8 0.50 1.00 Golf School Retail 8,270SF GFA 28 0.25 1.00 Recreation Subtotal 339 Spa & Ballroom Spa 26,475 SF GFA 133 0.65 1.00 Existing Ballroom 42,510 SF GFA 320 1.00 0.95 Proposed Ballroom Addition 32,240 SF GFA 252 1.00 0.95 Spa & Ballroom Subtotal 705 La Costa Total! 2717 2588 I I 1 = based on design day scenario of 85% occupancy Source: Walker Consultants 0.70 1.00 1.00 1.00 1.00 0.20 1.00 1.00 1.00 0.90 1.00 0.20 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.10 0.10 OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 411 I 0.65 382 I 0.85 499 I 1.00 587 35 1.00 35 0.25 9 0.00 0 3 1.00 3 0.50 1 0.00 0 1 1.00 1 0.50 1 0.00 0 8 1.00 8 0.80 6 0.00 0 17 0.75 62 1.00 83 0.00 0 53 1.00 53 0.10 5 0.00 0 0 1.00 0 1.00 0 0.00 0 0 1.00 0 1.00 0 0.00 0 190 1.00 211 0.20 42 0.00 0 0 1.00 0 1.00 0 0.00 0 9 0.75 34 1.00 46 0.00 0 0 1.00 0 1.00 0 0.00 0 0 0 0 0 316 407 193 0 24 1.00 24 0.20 5 0.00 0 54 1.00 54 0.20 11 0.00 0 54 1.00 54 0.20 11 0.00 0 14 1.00 14 0.20 3 0.00 0 15 1.00 15 0.20 3 0.00 0 4 1.00 4 0.20 1 0.00 0 7 1.00 7 0.20 1 0.00 0 172 172 35 0 86 1.00 86 0.40 35 0.00 0 30 0.40 122 1.00 304 0.00 0 24 0.40 96 1.00 239 0.00 0 140 304 578 0 1039 I 1265 I 1305 I 587 WALKER CONSULTANTS I 26 WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 As shown in Table 11, the projected peak period of parking demand is at 7:00 PM on Saturday evenings, when there is a large event in the existing and proposed ballroom space. The table also illustrates the sharing that is achievable at the Resort due to the mix of daytime and nighttime uses. FUTURE PARKING SUPPLY/ADEQUACY ANALYSIS The shared parking analysis identifies the number of parking spaces required under peak design day conditions. The proposed ballroom Expansion will displace the existing Ballroom North parking lot, as well as a portion of the ballroom west lot. Table 12 summarizes the proposed parking supply with the ballroom expansion. Table 12: Proposed Parking Supply Clubhouse Valet 1 12 12 12 Valet Lot 2 44 44 44 Valet Pick-up/Drop-off 3 10 10 10 Main Gate Lot 4 514 514 514 Ballroom North Lot 5 71 0 0 Ballroom West Lot 6 239 155 155 Planning Area 2 7 01 01 2252 Planning Area 1 (Bldg 9 Lot) 8 264 264 264 Building 4 North Lot 9 67 67 67 Garden Rooms West Lot 10 34 34 34 Garden Room South Lot 11 11 11 11 South San Marcos Lot3 12 135 220 220 Loading Dock 13 4 4 4 ADA Spaces by Signature Rooms 14 2 2 2 Spa Valet Stand 15 0 0 0 Total 1407 1337 1562 Projected Peak Demand With Ballroom Expansion 1305 Surplus 32 257 1 = Lot 7 (Planning Area 2) provides approximately 250 parking spaces in its unpaved, unstriped condition 2 = The projected capacity of Lot 7 if paved and landscaped to Code is 225 parking spaces 3 = Assumes storage containers and other equipment removed from lot Source: Walker Consultants As shown in Table 12, construction of the ballroom expansion will eliminate most of Lot 5 (Ballroom North lot), with the northernmost row being incorporated into Lot 6 (Ballroom West Lot), as well as a portion of Lot 6. After construction, there would be 155 spaces in Lot 6, for a total reduction of 155 parking spaces in the ballroom area. This would be partially offset by improvements to the South San Marcos Lot, such as removal of storage containers and other equipment, which would increase the lot's parking supply by 85± spaces (the storage containers and other equipment have been removed as of September 2018). WALKER CONSULTANTS I 27 WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 With these changes, the Resort would have 1,337± striped parking spaces. Based on the results of the shared parking analysis, for design day conditions, peak parking demand is projected to be 1,305± parking spaces, yielding a parking surplus of 32 spaces. Lot 7 (PA2), in its current unimproved state would provide an additional 250 parking spaces (unpaved/unstriped), for a total parking surplus of 282 spaces. Walker recognizes that above and beyond absolute numbers, walking distances and other factors play into the level of service of a parking system. If Lot 7 (PA2) was paved and lit to provide additional surface parking, there would be approximately 225± parking spaces in the lot, bringing the Resort's striped parking supply to 1,562± spaces, which would provide a 257-space supply buffer above and beyond projected design day parking demand. Table 13 summarizes the existing/projected user groups for the parking areas at the Resort. Table 13: La Costa Parking Plan Clubhouse Valet 1 12 check-in/hotel valet Valet Lot 2 44 hotel valet Valet Pick-up/Drop-off 3 10 hotel valet Main Gate Lot 4 514 employees, recreation, large event overflow Ballroom North Lot 5 0 N/A Ballroom West Lot 6 155 ballroom events 7 250 unpaved/unstriped Id 9 ot) ven 9 67 s st t Garden Room South Lot 11 11 villa owners/hotel guests South San Marcos Lot1 12 220 employees L ad·n Doc end s C y i n t R s 4 2 h t I uests Spa Valet Stand 15 0 spa/hotel guests Tota 1337 plus 250 unpaved/unstriped 1 = Assumes storage containers and other equipment removed from lot Source: Walker Consultants Figure 8 shows parking areas that are within a 400-foot and 800-foot radius of the ballroom expansion. A 400- foot walking distance from a parking site to destination is generally considered level of service (LOS) A walking distance, and an 400-800-foot walk is considered LOS B. Walker recommends that for customers/guests, LOS A- B is desirable. In general, Lot 6 (Ballroom West Lot), Lot 7 (PA2), and Lot 8 (PAl) provide the most proximate parking to the existing and proposed ballroom entrances; generally, within 500 feet. If Lot 7 remains unpaved, there would be 419± paved parking spaces between Lot 6 and Lot 8 and 250 unpaved, unstriped parking spaces in Lot 7. If Lot 7 is paved and has 225± striped parking spaces, the number of paved, striped spaced would increase to 644± parking spaces within 500 feet. The projected design day peak parking demand for the ballroom and ballroom expansion space is 543 vehicles. However, other uses and users also use Lot 7 (hotel guests and visitors) and Lot 8 (members, hotel valet). WALKER CONSULTANTS I 28 WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 Figure 8 Omni La Costa -LOS A and B Walking Distance from Ballrooms Source: Walker Consultants, 2018 LEGEND Hotel Expansion (Ballroom) O Ba ll lroom Entrance Q 400 ft radius Q 800 ft radius WALKER CONSULTANTS I 29 o WALKER CONSULTANTS OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00 Figure 9: Shuttle System in Operation with 6-passenger Golf Cart Source: Omni La Costa Resort, 2018 WALKER CONSULTANTS I 31 Attachment 7 JANUARY 16, 2019 TO: FROM: PLANNING COMMISSION OMNI RESORTS SUMMARY OF CHANGES SINCE DECEMBER 9, 2018 PLANNING COMMISSION HEARING OMNI LA COSTA RESORT-BALLROOM EXPANSION The items below summarize the changes to the project based on direction from Planning Commission and Planning staff: 1. Parking Management Plan Revisions a. Shuttle routes provided and depicted b. Temporary event signage located on campus via text and exhibit c. Safety addressed in general and for Lot 7 (PA 2); see below d. On-going maintenance program provided e. Red level events to process Right-of-Way Permit with city staff 2. Walker Parking Study Revisions a. Parking Lot numbering changed to match Figure 1 exhibit vs. Planning Area references b. Table 4 has footnote that gravel lot on PA 2 (Lot 7) is currently used for parking with capacity of approximately 225-275 vehicles c. On-street parking discussion removed d. Shared parking analysis now includes ballroom activity in daytime and other meeting spaces in evening; see Executive Summary text and Table 11 with new peak shared parking projection increased to 1,305 spaces at 7 PM e. Table 12 updated to show PA 2 (Lot 7) can support approximately 225 parking spaces if paved, striped and landscaped to code. f. Text added to note that storage containers and other equipment previously located south of San Marcos Creek was removed during September 2018; see text below Table 12. g. Proposed parking supply reflected on Table 13 updated to indicate unpaved and un- striped parking spaces (approximately 250) will continue to be maintained and used on Lot 7 with Ballroom Expansion 3. PA 2 Parking Lot Changes a. New pole lighting b. New sidewalk to access ballroom for pedestrian circulation and movement c. Existing gravel lot to be freshly compacted d. Parking Lot stripping to provide approximately 225-250 spaces e. Ongoing maintenance of gravel lot to be provided f. Parking management firm (Ace Parking) hired to assess/implement parking lot use and efficiency measure 4. Architectural Changes a. Updated West Elevation with two Arched Trellises. b. Added Rounded entry at South East Corner entrance into the Ballroom. c. Enlarged Louver Opening.