HomeMy WebLinkAbout2019-01-16; Planning Commission; ; AMEND 2017-0026/SDP 2017-0011 (DEV02092) – OMNI LA COSTA BALLROOMItem No.
Application complete date: July 26, 2018
P.C. AGENDA OF: January 16, 2019 Project Planner: Chris Garcia
Project Engineer: Tecla Levy
SUBJECT: AMEND 2017-0026/SDP 2017-0011 (DEV02092) – OMNI LA COSTA BALLROOM –
Request for approval of a Minor Master Plan Amendment and Site Development Plan to
expand the existing ballroom within Planning Area 5 of the La Costa Resort and Spa
Master Plan, on property generally located southeast of El Camino Real and Arenal Road
within Local Facilities Management Zone 6. The City Planner has determined that this
project has no new significant environmental effects not analyzed in the originally
approved Mitigated Negative Declaration for the La Costa Resort and Spa Master Plan,
and no further CEQA compliance is required.
I. RECOMMENDATION
That the Planning Commission ADOPT Planning Commission Resolution No. 7315 and the Revised Errata
Sheet dated January 16, 2018 APPROVING Minor Master Plan Amendment AMEND 2017-0026 and Site
Development Plan SDP 2017-0011 based upon the findings and subject to the conditions contained
therein.
II. PROJECT DESCRIPTION AND BACKGROUND
At the November 7, 2018, Planning Commission hearing, the project was heard and public testimony was
opened and closed. Following Planning Commissioner discussion, the project was continued to the
December 5, 2018 hearing. Since the project was continued to a date certain, a new public hearing notice
was not provided in advance of that meeting. The stated intent of the continuance was to allow time for
the applicant to prepare a draft parking management plan and to make draft revisions to the architecture.
Additionally, conditions 22, 25, and 26 of the resolution were modified/added at the direction of the
Planning Commission to require a parking management plan, architectural enhancements, and parking
lot improvements subject to the satisfaction and approval of the City Planner.
At the December 5, 2018, Planning Commission hearing, the applicant made a presentation on the
project’s architecture and draft parking management plan. Following Planning Commissioner discussion,
the project was continued to the January 16, 2019 hearing. Since the project was continued to a date
certain, a new public hearing notice was not provided in advance of this meeting. The stated intent of the
continuance was to allow time for the applicant to make more progress on a draft parking management
plan, make additional revisions to the architecture, and propose enhancements to the parking area in
Planning Area 2.
The Planning Commission should consider the draft parking management plan and draft revised
architectural elevations and provide direction to the applicant and staff as to whether the proposals are
moving in the right direction in satisfying concerns expressed by commissioners. The applicant has also
provided a memorandum to the Planning Commission explaining the latest changes to the project
(Attachment 7). The Planning Commission should also review the revised and new conditions proposed
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AMEND 2017-0026/SDP 2017-0011 – OMNI LA COSTA BALLROOM
January 16, 2019
Page 2
as conditions 3-5 of the attached Revised Errata Sheet dated January 16, 2019 to determine if they
satisfactorily reflect the Commission’s intent. The original staff report, excluding attachments 4, 5, and 8
which were previously distributed, is attached to this staff report.
ATTACHMENTS:
1. Revised Errata Sheet Dated January 16, 2018
2. Planning Commission Resolution No. 7315
3. Draft Parking Management Plan
4. Draft Elevation Enhancements
5. Draft Planning Area 2 Parking Lot Improvements
6. Parking Needs Assessment (revised)
7. Applicant Memorandum
8. Planning Commission Staff Report for Omni La Costa Ballroom dated November 7, 2018
(previously distributed)
Community & Economic Development
Planning Division
1635 Faraday Avenue ° Carlsbad, CA 92008 ° 760-602-4600 ° 760-602-8560 fax
REVISED ERRATA SHEET FOR AGENDA ITEM #1
Memorandum
January 16, 2019
To: Planning Commission
From: Chris Garcia, Associate Planner
Via Don Neu, City Planner
Re: Errata Sheet for Agenda Item #1 – AMEND 2017-0026/SDP 2017-0011 (DEV02092) –
OMNI LA COSTA BALLROOM
Staff is recommending that the Planning Commission include the following revisions shown as track
changes (strikethrough for deletions; underline for new text):
1. Revise Planning Commission Resolution No. 7315, condition number 18 to read:
If Commercial Dwelling Units (CDU’s) are not developed within Planning Area(s) 1 and/or 2 of the
La Costa Resort and Spa Master Plan, and five years have elapsed from the date of approval of
this Minor Master Plan Amendment and Site Development Plan, then the existing parking lot in
Planning Area 1 and the gravel surface lot in Planning Area 2 shall be fully improved in compliance
with all applicable city codes and standards.
2. Revise Planning Commission Resolution No. 7315, condition number 20 to read:
Within five years of this approval, the La Costa Resort and Spa owner shall either (1) secure all
necessary permits for the improvement of the surface parking lot on Planning Area(s) 1 and/or 2,
or; (2) submit, process and attain a complete application for the allowed CDU’s while concurrently
processing plans and permits for a parking structures within Planning Area 5 to address proximity
parking and adequacy for the ballroom. No extension of the five-year period is allowed unless a
major Master Plan Amendment is processesd and approved by the City Council, after a
recommendation by Planning Commission.
3. Revise Planning Commission Resolution No. 7315, condition number 22 to read:
Parking surveys and reports shall be generated by the La Costa Resort and Spa for review by staff
on an annual basis once the ballroom expansion is in operation. A Parking Management Plan shall
be submitted and approved by the City Planner prior to the issuance of a grading permit or
building permit, whichever occurs first. The Parking Management Plan shall address parking
and traffic flow for ballroom events so that parking/traffic impacts to adjacent neighborhoods
or properties is minimized. The city may require parking improvements and/or operational
changes to address any adverse parking/traffic impacts once the ballroom expansion is in
operation.
Attachment 1
4. Revise Planning Commission Resolution No. 7315 to add new condition number 25 to read as
follows and renumber the remaining conditions:
Prior to issuance of a building permit, the exterior elevations of the ballroom expansion shall
be enhanced to the satisfaction of the City Planner. Design elements shall be added or improved
to reflect the design standards of Section 2.10 of the La Costa Resort and Spa Master Plan. The
ballroom expansion shall blend with the existing ballroom. Exterior doors and windows shall be
proportionate to the building and similar to the existing ballroom and/or surrounding buildings.
5. Revise Planning Commission Resolution No. 7315 to add new condition number 26 to read as
follows and renumber the remaining conditions:
Prior to issuance of a grading permit, improvements to the parking area in Planning Area 2 shall
be shown on the grading plans to the satisfaction of the City Planner. Improvements shall
include pervious surface improvements, parking lot striping, additional lighting, and a sidewalk
along the east side of the parking area.
Omni La Costa Resort and Spa
DRAFT Event Parking and Noise Management Plan
1/16/2019
City of Carlsbad Planning Commission, January 16, 2019
Attachment 3
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Table of Contents
I. Introduction and Overview PAGE 2
II. Traffic and Parking Management Event Protocol PAGE 2
Green Events PAGE 2
Yellow Events PAGE 3
Red Events PAGE 5
III. Noise Management Protocol PAGE 7
IV. Parking Lot Maintenance Protocol PAGE 8
V. Contact List PAGE 8
Exhibits
Map of Parking Lot Numbering PAGE 9
Disbursement of Spaces during Yellow/Red Events PAGE 10
Map of Shuttle Routes PAGE 11
Shuttle Transportation Images PAGE 12
Green Event Sign Locations PAGE 14
Yellow/Red Event Sign Locations PAGE 15
Yellow Event Traffic Controller Locations PAGE 16
Red Event Traffic Controller Locations PAGE 17
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I. Introduction and Overview
This Event Parking Management Plan (Plan) is presented to provide policies and procedures to be
implemented when events drawing hotel and/or outside users occur on the Omni La Costa property. The
intent of this plan is to provide for procedures for traffic control, parking management and noise
management to ensure that there is on site efficiency and convenience to event guests and that we maintain
compatibility with the surrounding residential properties during events.
This report identifies three types of events based on size of event(s). These are labeled as follows:
Green Events – When an event or combined events during any time period is less than 400 expected people.
Yellow Events – When an event or combined events during any time period is between 400 and 799 expected
people.
Red Events – When an event or combined events during any time period is 800 or more expected people.
The following are the mandatory procedures to be followed for traffic control, parking management and
noise control. Each category will be described separately based on whether this is a Green, Yellow or Red
Event:
CDS - Costa Del Sol Ballroom
CDL - Costa Del Luna Ballroom
CEC - Coastal Event Center
II. Traffic and Parking Management Event Protocol
The Omni La Costa Resort’s personnel shall follow the following protocols to manage traffic and parking as
discussed in each of the following event categories.
Green Events (up to 400 people)
Traffic Management: (For all referenced lots see Parking Lot Numbering Exhibit, page 9)
1. Valet Parking
• 2-4 associates will be added to the normal staffing levels.
• Satellite Valet Operation will be available if requested by our clients
• If needed we will contract an outside vendor (Pacific Coast Valet) to assist with the Satellite Valet
Operation
• With Satellite Valet Operation, we will contract 2-3 additional Valet Attendants to assist with
arrivals.
• Cars for valet will be parked in the existing valet lot (LOT 8).
2. Directional Signs
• A-frames will be created via Golf Plotter. Each A frame will be specific to the Group Event.
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• Each frame will read “Event Self-Parking” then an arrow pointing towards the direction of the self
parking area (LOT 7).
• In the case of multiple events the A frame will read “Resort Events Self Parking” then an arrow
pointing towards the direction of the self parking area1
These A-frames will be located in specific locations: (see Green sign location exhibit page 15)
o (1) A frame located at 5 points (near Lot 15) single sided
o (1) A frame located at 3 points (intersection before Lot 1 and 2) double sided
o (1) A frame located at Self Parking/Cameo area (outside of Lot 7) double sided
o (1) A frame located at Villa 1 & Self (Lot 8) single sided
Parking Management: (For all referenced lots see Parking Lot Numbering Exhibit, page 9)
1. Self Parking
• Our guests will be directed to the Self Parking areas such as:
o Cameo Lot (Lot 7)
o Behind CDS (Lot 6)
o Villa 1 Valet & Self (Lot 8) this will be used as overflow and only if needed.
• Loss Prevention team will be responsible for patrolling the Self Parking areas to ensure the
capacity of our Self Parking areas are optimal for the events.
2. Valet Parking
• Our Valet Team will be using the following areas:
o Bus Curb (Lot 1)
o Spa Valet (Lot 2)
o Villa 1 & Self (Lot 8)
Yellow Events (400 to 799 people)
Traffic Management: (For all referenced lots see Parking Lot Numbering Exhibit, page 9)
• 6 - 8 associates will be added to the normal staffing levels.
• Satellite Valet Operation will be available if requested by our clients
• If needed we will contract an outside vendor (Pacific Coast Valet) to assist with the Satellite Valet
Operation
• With Satellite Valet Operation, we will contract 3-5 additional Valet Attendants to assist with
arrivals:
1 The gravel parking lot known as LOT 7 (PA 2 per Master Plan) is located north of the proposed ballroom
addition. Per the conditions of approval of the ballroom expansion, this parking lot will be improved by the
addition of 6 parking lot light standards, a concrete pedestrian sidewalk connecting the lot to the ballroom
building, replacement of weathered gravel with new, compacted gravel and painted striping of parking spaces.
The gravel lot and painted spaces will be monitored and maintained on a monthly basis by Omni resort
personnel subject to periodic review by the city of Carlsbad.
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o We will contract 2 Traffic Controllers (see Yellow Controller exhibit page 17)
(1) Traffic Controller located at 3 points (intersection before Lot 1 and 2)
(1) Traffic Controller located at Self Parking/Cameo area (outside of Lot 7)
2. Directional Signs
• A- frames will be created via Golf Plotter. Each A frame will be specific to the Group Event.
• Each frame will read “Event Name Self-Parking” then an arrow pointing towards the direction of
the self parking area (Lot 7).
• In the case of multiple events the A frame will read “Resort Events Self Parking” then an arrow
pointing towards the direction of the self parking area
• These A-frames will be located in specific locations:
(see Yellow/Red sign location exhibit page 16)
o (1) A-frame located at 5 points (near Lot 15) single sided
o (1) A-frame located at 3 points (intersection before Lot 1 and 2) double sided
o (1) A- frame located at Self Parking area/Cameo (outside of Lot 7) double sided
o (1) A-frame located at Villa 1 & Self (Lot 8) single sided
o (2) A-frames located at North Intersection leading to residential area that read
“Residential Parking Prohibited”
Parking Management: (For all referenced lots see Parking Lot Numbering Exhibit, page 9)
Also see Hotel Parking Lot Area & Disbursement of Spaces during Code Yellow and Red Events, page 10
1. Self Parking
• Our guests will be directed to the Self Parking areas such as:
o Cameo Lot (Lot 7)
o Behind CDS (Lot 6)
o Villa 1 Valet & Self (Lot 8) this will be used as overflow and only if needed
o Lower Employee Lot (Lot 4) - Only at Higher Yellow threshold. This will be used only as an
overflow during the higher threshold.
2. Valet Parking
• Our Valet Team will be using the following areas:
o Bus Curb (Lot 1)
o Spa Valet (Lot 2)
o Villa 1 & Self (Lot 8)2
3. Our Guest Services Team will provide Shuttle Services at Higher Yellow threshold.
(See Map of Shuttle Routes, page 11)
• We have 6-8 golf carts (each golf cart seats 6 passengers)
• We have a Mercedes Sprinter (seats 11 passengers)
• This shuttle service will run from Lower Employee Lot (Lot 4) and bring guests from that parking
lot to their respective event location (CDS/CDL/CEC) at the beginning of the event
2 Loss Prevention team will be responsible for patrolling the Self Parking areas to ensure the capacity of our
Self Parking areas are optimal
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• This shuttle service will run from event location (CDS/CDL/CEC) and bring guests to the Lower
Employee Lot (Lot 4) at the end of the event
Red Events (800 or more people)
Traffic Management: (For all referenced lots see Parking Lot Numbering Exhibit, page 9)
1. Loss Prevention with coordination by Guest Services Manager shall create and submit a Traffic
Master Plan to the City and Carlsbad Police Department for approval. Traffic Master Plan to be
submitted Two (2) Months prior to event. See Page 2 Titled of the Traffic Master Plan application –
“Overall City Event and Stage Event Protocol - Parking” for an itemized list of documents to include.
The Traffic Master Plan shall address the following items:
- Ingress/Egress plans
- Traffic controller Post Positions and Responsibly Duties.
- Overflow Parking and Offsite Parking Locations
- Site Map of Overflow Parking and Offsite Parking Signage Locations.
- Volunteer Shuttle Schedule and locations for offsite and overflow parking guests.
Volunteer Shuttle Route
2. In addition to submitting the Traffic Master Plan for approval, a Right of Way permit will need to be
processed. The Right of Way permit shall be approved prior to a “Red” Event. The Right of Way
permit will address signs and traffic control in the public right of way. All permit fees as established
by the City of Carlsbad, shall be paid prior to hosting the event.
3. There will be an elevated level of staffing for our valet team
• 10-12 associates will be added to the normal staffing levels.
• We would receive information from our Catering Service Management Team regarding any
Satellite Valet Operation request from our clients
• We will contract outside vendor (Pacific Coast Valet) to assist with the Satellite Valet Operation
o We will contract 6-8 Valet Attendants (to assist with arrival experience only)
o We will contract 4-8 Traffic Controllers3 (see Red Controller exhibit page 18)
(1) Traffic Controller located at 3 points (intersection before Lot 1 and 2)
(1) Traffic Controller located at Self Parking/Cameo (outside of Lot 7)
(1) Traffic Controller located at Self Parking/Cameo (inside of Lot 7)
(1) Traffic Controller located in Villa 1/Self-Parking (Inside Lot 8)
(1) Traffic Controller located at 5 points (near Lot 15)
(1) Traffic Controller located at Main Entrance (outside Lot 4)
(1) Traffic Controller located at Lower Employee Lot (inside Lot 4)
4. Directional Signs
• A frames will be created via Golf Plotter
• Each A frame will be specific to the Group Event
• A frame will read “(Event Name) Self-Parking” then an arrow pointing towards the direction of
the self parking area
3 Traffic Controller will be stationed at their position for the duration of the event.
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• In the case of multiple events the A frame will read “Resort Events Self Parking” then an arrow
pointing towards the direction of the self parking area
• These A frames will be located in specific locations:
(see Yellow/Red sign location exhibit page 16)
o (1) A frame located at 5 points (near Lot 15) single sided
o (1) A frame located at 3 points (intersection before Lot 1 and 2) double sided
o (1) A frame located at Self Parking/Cameo area (outside of Lot 7) double sided
o (1) A frame located at Main Entrance (outside of Lot 4) single sided
o (2) A frames located at North Intersection leading to residential area that read
“Residential Parking Prohibited”
Parking Management: (For all referenced lots see Parking Lot Numbering Exhibit, page 9)
Also see Hotel Parking Lot Area & Disbursement of Spaces during Code Yellow and Red Events, page 10
1. Self Parking
• Our guests will be directed to the Self Parking areas such as:
o Lower Employee Lot (Lot 4)
a. Self Parking/Cameo area (Lot 7)
b. Behind CDS (Lot 6)
c. Villa 1 Valet & Self (Lot 8)
2. Valet Parking
• Our Valet Team will be using the following areas:
o Bus Curb (Lot 1)
o Spa Valet (Lot 2)
o Villa 1 & Self (Lot 8)
o Villa 1 & Self Dirt Lot (east of Lot 8)
3. Our Loss Prevention Team Leaders will send an email 3 days out to All Associates to direct them to
park in the following locations:
• Motor Pool Lot (Lot 12 west)
• Creekside Lot (Lot 12 east)
• Dirt Lot/South of 400 & 500 building (south of Lot 11) this will be used as overflow and only if
needed
4. Our Loss Prevention Team Leaders will schedule a Loss Prevention Officer to safeguard the resort
entrance by the Fire Department and should have an In House Guest List and Member List
• The Loss Prevention Officer will place a wooden barricade to prevent entrance
• The loss Prevention Officer will direct all non member and non resort guests to the Main Resort
Entrance
5. Our Guest Services Team will provide Shuttle Services: (see Map of Shuttle Routes, page 11)
• We have 6-8 golf carts (each golf cart seats 6 passengers)
• We have 1 Mercedes Sprinter (seats 11 passengers)
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o This shuttle service will run from Lower Employee Lot (Lot 4) and bring guests from that
parking lot to their respective event location (CDS/CDL/CEC) at the beginning of the
event
o This shuttle service will run from event location (CDS/CDL/CEC) and bring guests to the
Lower Employee Lot (Lot 4) at the end of the event
• We will rent additional (6-8 seat golf carts) golf carts as needed depending on the business
volume demand (Cart Mart is our preferred vendor)
Resort and Carlsbad Police Department Notification Process
1. Senior Security Supervisor shall contact the City of Carlsbad police department on the non-emergency line
at (760)-931-2197 and ask for the Watch Commander. This phone call is just a courtesy call and reminder
that this event will be occurring in 2 days’ time. At this point the Police Department and Carlsbad City have already approved the Traffic Master Plan. 2. If the Traffic Controllers report issues with Parking or Traffic, they shall immediately contact the manager on duty at 760-438-9111.
3. All issues shall be resolved in a timely manner in order to not affect the City or Resort Services.
III. Noise Management Protocol
1. Per the approved La Costa Resort and Hotel Master Plan, outdoor music and amplified sound from the
ballroom area shall comply with following conditions of approval of Planning Commission Resolution No.
7315:
a. Condition #23: Outdoor events within Planning Area 5 (Ballroom) shall only occur within the
approved outdoor event area. Outdoor events are limited to 7 AM – 10 PM Sunday – Thursday
and 7 AM – 11 PM Friday- Saturday. Music, amplified or otherwise, or other amplified sound shall
only be permitted outside of the ballroom between the hours of 10 AM – 10 PM Sunday –
Thursday and 10 AM-11PM Friday-Saturday.
b. Condition #24: All non-transportation noise generated by the project shall not exceed the
standards established in Table 5-3 of the Noise Element of the General Plan as measured at the
perimeter boundaries of the La Costa Resort and Spa Master Plan.
2. Senior Security Supervisor shall contact the City of Carlsbad police department on the non-emergency line
at (760)-931-2197 and ask for the Watch Commander. A 1 days’ notice prior to hosting an outside
event with amplified music shall be provided.
- Watch Commander at the Carlsbad Police Department is notified of larger events so that direct
contact with Resort is facilitated for action and resolution.
3. If there are any complaints regarding noise, the Watch Commander shall immediately contact the hotel at
760-438-9111 and ask for a Loss Prevention Supervisor.
4. Loss Prevention Supervisor to contact Director of Banquets/Events so appropriate action can be taken
regarding noise.
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5. Complaint shall be resolved immediately after the notice is received by the Watch Commander. IV. Parking Lot Maintenance Protocol
All parking lot areas shall be continuously maintained to serve the function of safe and adequate parking for
Resort guests and visitors. Parking lot areas shall be maintained to ensure public health, safety and welfare
and shall be kept free of debris through regular monitoring and maintenance by Resort staff.
V. Contact List
Carlsbad Police
Department
Name Position Contact Number
Lt Jeff Smith Watch Commander 760-931-2197
Pacific Coast Valet
Name Position Contact Number Email
Erin S. Owner 760-212-5991 pcvalet@pacbell.net
Omni La Costa Resort
Personnel
Name Position Contact Number Email
Brian Hughes Managing Director 760-929-6300 Brian.Hughes@Omnihotels.com
Steve White Senior Security Supervisor
760-438-9111 ext.
4554 Steve.White@omnihotels.com
Patsy Bock Director Of Sales and Marketing 760-929-6391 pbock@omnihotels.com
Corey DiNofia
Director of Catering and Conference
Services 760-929-6354 corey.dinofia@omnihotels.com
LUIS E. SIMENTAL Guest Services Manager 760-804-7457 lsimental@omnihotels.com
Matt Murray Assistant Director of Banquets 760-931-7553 Matt.Murray@omnihotels.com
Omni La Costa - Residential Liaison
Name Position Contact Number Email
Doug Yavanian Residential Liaison 760-438-9111
Doug Favonian
<Doug.Yavanian@omnihotels.com>
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Omni La Costa – Parking Lot Numbering
Page | 10
Hotel Parking Lot Area & Disbursement of Spaces during Code Yellow and Red
Events
***Please note that all Handicap spaces have been removed from the total number of spaces in each lot in
order to project an accurate number of spaces that can be used/occupied by Events.
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Map of Shuttle Routes
The black illustrated line above shows the shuttle route of the Golf Carts and Sprinter. These shuttles will
take clients/guests from Lot 4 over to the first stop location which would be Lot 15. Lot 15 is the Coastal
Event Center, which is where check-in is located along with retail shops and dinning.
The shuttle would keep going over to CDS Ballroom and CDL (Costa del Sol and Costa de la Luna – New
Ballroom) which is the stop in front of Lot 6 and then head back the same route and pickup guests as
needed in lot 7 and 8.
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Shuttle Transportation Images
Figure 1: Typical Golf Cart Shuttle
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Figure 2: Mercedes Benz Sprinter:
Figure 3: Interior of Mercedes Benz Sprinter
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Attachment 4
Attachment 5
MEMORANDUM
OMNI LA COSTA PARKING STUDY UPDATES
37-8778.00
| 1
The purpose of this memorandum is to provide a summary of the changes to the Walker Consultants Parking
Study for the Omni La Costa Resort. The revised study is dated December 20, 2018.
General Edits
·Typos and other minor edits have occurred in the document
·References to parking lots throughout the documents have been updated to refer to the parking lot
numbering shown in Figure 1. The numbering scheme is consistent with the numbering in the Parking
Management Plan prepared by Omni.
Specific Edits
·Table 4 has been updated with a footnote to clarify that unpaved (gravel) parking areas were not
included in the Resort’s parking space inventory shown in the Table.
·The text below Table 4 has been updated to note that Lot 7 (PA2) is currently used for parking and that
in its unpaved condition has a capacity of 250-275 vehicles.
·The discussion of on-street parking (4th paragraph below Table 4) has been removed.
·Table 8 has been updated to include semi-transparent ‘X’s. For example, the ballroom has a semi-
transparent ‘X’ in the daytime column and a regular X in the evening column and is intended to connote
that parts of the ballroom may be used during the day, but that use of the ballroom peaks in the
evening.
·Table 11 (peak shared parking generation) has been updated to include some activity in the ballroom
during the day, and some activity in the Resort’s non-ballroom event spaces in the evening to address
the Planning Commission’s concerns that the shared parking analysis showed no activity in the ballroom
during the day, and no activity in other meeting spaces in the evening. The peak shared parking
projection for the Resort has increased to 1,305 parking spaces at 7PM as a result of these changes.
Text in the executive summary and elsewhere in the report has been updated to reflect the revised
output of the shared parking model.
·Table 12 (proposed parking supply) has been updated with footnotes to indicate that while Lot 7 (PA2)
has ‘zero’ paved, striped spaces, it provides approximately 250 parking spaces in its current unpaved,
unstriped conditions.
·Table 12 (proposed parking supply) has been updated with a footnote to indicate that Lot 7 (PA2) is
projected to have approximately 225 parking spaces if it is paved, striped, and landscaped to code.
·The text below Table 12 has been updated with a note that the storage containers and other equipment
in Lot 12 (South San Marcos Lot) have been removed as of September 2018.
·Table 13 (proposed parking supply) has been updated to indicate that 250 unpaved/unstriped parking
spaces are proposed to continue to be maintained/used in Lot 7 (PA2) with the Ballroom Expansion.
DATE: December 31, 2018
TO: Chris Garcia, Associate Planner
COMPANY: City of Carlsbad
ADDRESS: 1635 Faraday Avenue
CITY/STATE: Carlsbad, CA
COPY TO: Bill Hoffman, Eric Myer, Eric Munoz
FROM: Weckstein, Jeff
PROJECT NAME: Omni La Costa Parking Study
PROJECT NUMBER: 37-8778.00
Attachment 6
REPORT NAME
PROJECT NAME
REREREREREPOPOPOPOPORTRTRTRTRT NNNNNAMAMAMAMAMEEEEE
PROJECT NAME
Parking Needs Assessment
Omni La Costa Resort & Spa
Carlsbad, CA
August 1, 2018
Revised: December 20, 2018
Prepared for:
Michael Baker International
OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT
37-8778.00
WALKER CONSULTANTS | i
TTABLE OF CONTENTS
EXECUTIVE SUMMARY II
INTRODUCTION 1
Omni La Costa Resort & Spa Program Data 1
CITY OF CARLSBAD PARKING REQUIREMENTS 4
EXISTING PARKING INVENTORY 7
Additional data collection 16
SHARED PARKING METHODOLOGY 18
SHARED PARKING ANALYSIS 19
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
OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT
37-8778.00
WALKER CONSULTANTS | ii
EXECUTIVE SUMMARY
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 (PA1), 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.
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Introduction01
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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:
x Observe and collect data on existing parking conditions at the Omni La Costa Resort;
x Compare current parking demand to the projected parking demand in the prior Master Plan parking
needs assessment study;
x 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.
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Table 1: Omni La Costa Resort & Spa Development Program
Source: Omni La 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
Land Use Program Data Land Use Program Data
Hotel/Villas Recreation
Hotel Rooms 474 Units Tennis 17 courts
Villas 196 Units Public Golf Course 18 holes
Ancillary Resort Uses Private Golf Course 18 holes
Fitness Center/Lockers 13,700 SF GFA Public Driving Range 27 stations
Treatment Rooms 940 SF GFA Private Driving Range 30 stations
Spa Retail 395 SF GFA Golf School 8 station
Courtyard/Clubhouse Retail 9,375 SF GFA Golf School Retail 8,270 SF GFA
Restaurant 8,863 SF GFA
Accounting/HR/Sales Office 13,100 SF GFA Spa & Ballroom
Computer Rooms 2,134 SF GFA Spa 26,475 SF GFA
Executive Offices 6,217 SF GFA Existing Ballroom 42,510 SF GFA
Meeting/Pre-function Spaces 36,952 SF GFA Proposed Ballroom Addition 32,240 SF GFA
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
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Carlsbad Off-Street Parking
Requirements 02
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CITY OF CARLSBAD PARKING REQUIREMENTS
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
Source: City of Carlsbad Municipal Code, 2018
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:
x Resort villas would be assigned a requirement of 1.5 spaces per residential villa unit
x 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)
x 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.
Land Use Parking Requirement Notes
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
Public Assembly 1 spaces per 5 seats or
1 space per 100 SF GFA assembly area 2
Child Day Care 1 space per employee plus
1 space per 10 children
Restaurant (<4,000 SF GFA)1 space oer 100 SF GFA
Restaurant (>4,000 SF GFA)40 spaces plus
1 space per 50 SF GFA above 4,000
Tenni 1.75 spaces per court 1
Golf Course 6 spaces per hole 3
Driving Range 1 space per tee 3
Golf School 1 space per tee 1
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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
Source: Omni Program Data, City of Carlsbad Municipal Code, 2018
Land Use Program Data Parking Requirement Required Spaces
Hotel/Villas
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
Executive Offices 6,217 SF GFA 1 space per 250 SF GFA 25
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
Pastry & Prep Kitchen 7,558 SF GFA 1 space per 100 SF GFA 76
Other Generating1 4,962 SF GFA 1 space per 300 SF GFA 17
Other Non-Generating2 63,241 SF GFA N/A 0
Recreation
Tennis 17 courts 1.75 spaces per court 30
Public Golf Course 18 holes 6 spaces per hole 108
Private Golf Course 18 holes 6 spaces per hole 108
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
Existing Ballroom 42,510 SF GFA - 1,600 seats 1 space per 5 seats 320
Proposed Ballroom Addition 32,240 SF GFA - 1,260 Seats 1 space per 5 seats 252
LA COSTA TOTAL - EXISTING (Unshared) 2465
LA COSTA TOTAL - PROPOSED (Unshared) 2717
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Existing Conditions03
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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:
x Hotel rooms and villas 85% occupied
x 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:
x 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.
x 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 (PA1), 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.
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Figure 1: Omni La Costa – Existing Parking Areas
Source: Walker Consultants, 2018
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Table 4: Omni La Costa – Existing Parking Inventory
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 (PA1-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.
Notes
Clubhouse Valet 1 12 4 ADA, 8 Valet Only
Valet Lot 2 44 Valet Only
Valet Pick-up/Drop-off 3 10 Valet Only
Main Gate Lot 4 514 12 ADA, 68 Member Spaces
Ballroom North Lot 5 71 Valet Only, 9 ADA
Ballroom West Lot 6 239
Planning Area 2 7 01 Gravel Parking Area
Planning Area 1 (Bldg 9 Lot) 8 2641 63 Member Spaces, remainder valet only, small gravel area
Building 4 North Lot 9 67
Garden Rooms West Lot 10 341 Gravel/Unstriped in southern portion
Garden Room South Lot 11 11
South San Marcos Lot 12 135 Equipmen and trailers in many spaces, 135 useable
Loading Dock 13 4 Vendor parking only
ADA Spaces by Signature Rooms 14 2
Spa Valet Stand 15 0 In operation limited hours
1407 Striped Spaces - unhindered by equipment or trailersTotal
Parking Area
Number on
Map
Number of
Spaces
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The following events occurred on Saturday March 24, 2018:
x Pedal for a Purpose – Spin for Schools: This event occurred in the Plaza from approximately 10:00 AM to
1:00 PM
x Cardiff Sea Gala – Evening event, 80 attendees
x Saint John’s Auction Gala – Evening event, 190 attendees
x Wedding – Evening event, 245 attendees
Table 5: Omni La Costa – Parking Counts and Occupancy March 24, 2018
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.
Count Occ % Count Occ % Count Occ % Count Occ % Count Occ %
Main Valet 1 12 12 100% 11 92% 12 100% 10 83% 4 33%
Valet Lot 2 44 52 118% 51 116% 38 86% 48 109% 28 64%
Valet Pick-up/Drop-off 3 10 14 140% 11 110% 10 100% 12 120% 2 20%
Main Gate Lot 4 514 313 61% 366 71% 257 50% 177 34% 85 17%
Ballroom North Lot 5 71 31 44% 31 44% 8 11% 33 46% 19 27%
Ballroom West Lot 6 239 82 34% 77 32% 43 18% 46 19% 28 12%
Planning Area 2 7 0 221 N/A 205 N/A 114 N/A 134 N/A 92 N/A
Building 9 Lot 8 264 155 59% 153 58% 129 49% 127 48% 129 49%
Building 4 North Lot 9 67 44 66% 39 58% 41 61% 44 66% 49 73%
Garden Rooms West Lot 10 34 14 41% 22 65% 43 126% 52 153% 66 194%
Garden Rooms South Lot 11 11 5 45% 5 45% 5 45% 9 82% 12 109%
South San Marcos Lot 12 135 23 17% 19 14% 14 10% 10 7% 22 16%
Loading Dock 13 4 3 75% 3 75% 6 150% 6 150% 0 0%
ADA Spaces by Signature Rooms 14 2 1 50% 1 50% 1 50% 1 50% 1 50%
Spa Valet Stand 15 0 0 N/A 0 N/A 3 N/A 0 N/A 0 N/A
1407 970 69% 994 71% 724 51% 709 50% 537 38%
5:00 PM 8:00 PM 5:00 AM
Total
Parking Area
Number on
Map
Number of
Spaces
11:00 AM 1:00 PM
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Figure 2 Omni La Costa – Parking Utilization at 11:00 AM Saturday March 24, 2018
Source: Walker Consultants, 2018
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Figure 3 Omni La Costa – Parking Utilization at 1:00 PM Saturday March 24, 2018
Source: Walker Consultants, 2018
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Figure 4 Omni La Costa – Parking Utilization at 5:00 PM Saturday March 24, 2018
Source: Walker Consultants, 2018
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Figure 5 Omni La Costa – Parking Utilization at 8:00 PM Saturday March 24, 2018
Source: Walker Consultants, 2018
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Figure 6 Omni La Costa – Parking Utilization at 5:00 AM Sunday March 25, 2018
Source: Walker Consultants, 2018
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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:
x 601 rooms and villas sold— 57% transient guests and 43% group buys
x 200-person local banquet dinner at night
x 400-person banquet dinner at night related to the group event (New York Life)
x 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
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
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.
Count Occ % Count Occ % Count Occ % Count Occ % Count Occ %
Main Valet 1 12 11 92% 7 58% 6 50% 8 67% 1 8%
Valet Lot 2 44 49 111% 44 100% 31 70% 21 48% 20 45%
Valet Pick-up/Drop-off 3 10 14 140% 24 240% 7 70% 10 100% 1 10%
Main Gate Lot 4 514 316 61% 315 61% 236 46% 137 27% 65 13%
Ballroom North Lot 5 71 23%11%00%00%00%
Ballroom West Lot 6 239 15 6% 12 5% 8 3% 4 2% 6 3%
Planning Area 2 7 0 122 N/A 147 N/A 136 N/A 101 N/A 98 N/A
Building 9 Lot 8 264 160 61% 169 64% 158 60% 116 44% 136 52%
Building 4 North Lot 9 67 35 52% 35 52% 32 48% 22 33% 35 52%
Garden Rooms West Lot 10 34 33 97% 35 103% 35 103% 40 118% 48 141%
Garden Rooms South Lot 11 11 5 45% 2 18% 11 100% 9 82% 15 136%
South San Marcos Lot 12 135 32 24% 34 25% 20 15% 7 5% 8 6%
Loading Dock 13 4 1 25% 0 0% 2 50% 0 0% 0 0%
ADA Spaces by Signature Rooms 14 2 1 50% 2 100% 2 100% 1 50% 1 50%
Spa Valet Stand 15 0 0 N/A 2 N/A 0 N/A 0 N/A 0 N/A
1407 796 57% 829 59% 684 49% 476 34% 434 31%
11:00 AM 1:00 PM 5:00 PM 8:00 PM 5:00 AM
Total
Parking Area
Number on
Map
Number of
Spaces
Count Occ % Count Occ % Count Occ % Count Occ % Count Occ %
March 24, 2018 970 69% 994 71% 724 51% 709 50% 537 38%
April 21, 2018 796 57% 829 59% 684 49% 476 34% 434 31%
Difference -174 -165 -40 -233 -103
8:00 PM 5:00 AM
Date
11:00 AM 1:00 PM 5:00 PM
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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 0 percent.
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Figure 7 Steps of a Shared Parking Analysis
Land Use Units
(Number of
rooms, square
footage, etc.)
X
Standard or
Base Parking
Generation
Ratio
X Monthly
Factor X Hourly
Factor X
Non-
Captive
Ratio
X Driving
Ratio = TOTAL
Source: Walker Consultants
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
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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
(Number of
rooms, square
footage, etc.)
X
Standard or
Base Parking
Generation
Ratio
X Monthly
Factor X Hourly
Factor X
Non-
Captive
Ratio
X Driving
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.
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Step 2: Application of Standard or Base Parking Generation Ratios
Land Use Units
(Number of
rooms, square
footage, etc.)
X
Standard or
Base Parking
Generation
Ratio
X Monthly
Factor X Hourly
Factor X
Non-
Captive
Ratio
X Driving
Ratio = 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
(Number of
rooms, square
footage, etc.)
X
Standard or
Base Parking
Generation
Ratio
X Monthly
Factor X Hourly
Factor X
Non-
Captive
Ratio
X Driving
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.
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TIME OF DAY
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
Source: Walker Consultants, 2018
1 = Projected peak hour for each land use based on hourly adjustments from the ULI 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.
Hotel/Villas X X 12:00-6:00 AM
Recreation (golf, tennis, etc.) X 10:00 AM
Clubhouse2 X 12:00 PM
Retail X 1:00 PM
Restaurant X X 7:00 PM
Spa X 1:00 PM
Non-Ballroom Meeting Space X X 11:00 AM-2:00 PM
Ballroom3 X X 6:00 PM-9:00 PM
Land Use Daytime Evening Projected Peak1
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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
Standard or
Base Parking
Generation
Ratio
X Monthly
Factor X Hourly
Factor X
Non-
Captive
Ratio
X Driving
Ratio = TOTAL
Source: Walker Consultants
Table 9 details our assumptions regarding non-captive adjustments.
Table 9: Non-Captive Adjustment by Use
Source: Walker Consultants
Hotel/Villas
Hotel Rooms & Villas 1.00 Primary Land Use
Ancillary Resort Uses
Fitness Center/Lockers 0.50 Based on Walker experience, research and prior studies
Treatment Rooms 0.50 Based on Walker experience, research and prior studies
Spa Retail 0.50 Based on Walker experience, research and prior studies
Courtyard/Clubhouse Retail 0.25 Based on Walker experience, research and prior studies
Restaurant 0.60 Based on Walker experience, research and prior studies
Accounting/HR/Sales Office 1.00 Primary Use
Computer Rooms 0.00 For the excusive use of hotel guests
Executive Offices 0.00 For the excusive use of hotel guests
Meeting/Pre-function Spaces 0.60 Based on Walker experience and research
Child Day Care 0.00 For the exclusive use of hotel guests
Pastry & Prep Kitchen 0.60 Based on Walker experience, research and prior studies
Other Generating1 0.00 Employee facilities do not generate additional parking demand
Recreation
Tennis 0.80 Based on Walker experience, research and prior studies
Public Golf Course 0.50 Based on Walker experience, research and prior studies
Private Golf Course 0.50 Based on Walker experience, research and prior studies
Public Driving Range 0.50 Based on Walker experience, research and prior studies
Private Driving Range 0.50 Based on Walker experience, research and prior studies
Golf School 0.50 Based on Walker experience, research and prior studies
Golf School Retail 0.25 Based on Walker experience, research and prior studies
Spa & Ballroom
Spa 0.65 Based on prior parking analysis for the Resort
Existing Ballroom 1.00 Design day analysis assumes a completely local ballroom event
Proposed Ballroom Addition 1.00 Design day analysis assumes a completely local ballroom event
Land Use
Non-Captive
Adjustment Comments
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DRIVING RATIO ADJUSTMENT
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
(Number of
rooms, square
footage, etc.)
X
Standard or
Base Parking
Generation
Ratio
X Monthly
Factor X Hourly
Factor X
Non-
Captive
Ratio
X Driving
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
Source: Walker Consultants
Hotel/Villas
Hotel Rooms & Villas 0.80 Based on Walker experience, hospitality parking trends and parking data
collected by Walker at Resort
Ancillary Resort Uses
Fitness Center/Lockers 1.00 Based on census data
Treatment Rooms 1.00 Based on census data
Spa Retail 1.00 Based on census data
Courtyard/Clubhouse Retail 1.00 Based on census data
Restaurant 1.00 Based on census data
Accounting/HR/Sales Office 1.00 Based on census data
Computer Rooms N/A For the excusive use of hotel guests
Executive Offices N/A For the excusive use of hotel guests
Meeting/Pre-function Spaces 0.95 Based on Walker experience and hospitality parking trends
Child Day Care N/A For the exclusive use of hotel guests
Pastry & Prep Kitchen 1.00 Based on census data
Other Generating1 1.00 Based on census data
Recreation
Tennis 1.00
Public Golf Course 1.00
Private Golf Course 1.00
Public Driving Range 1.00
Private Driving Range 1.00
Golf School 1.00
Golf School Retail 1.00
Spa & Ballroom
Spa 1.00 Assumes all non-captive spa patrons drive in
Existing Ballroom 0.95 Based on Walker experience and hospitality parking trends
Proposed Ballroom Addition 0.95 Based on Walker experience and hospitality parking trends
Assumes all non-captive patrons drive, since they need to bring sporting
equipment
Land Use
Drive
Ratio Comments
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PARKING DEMAND ANALYSIS RESULTS
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 ULI’s Shared Parking Model.
OMNI LA COSTA RESORT PARKING NEEDS ASSESSMENT 37-8778.00WALKER CONSULTANTS | 26 Table 11: Peak Shared Parking Generation 1 = based on design day scenario of 85% occupancy Source: Walker Consultants 10:00 AM Demand 1PM Adj Demand 7PM Adj Evening 2AM Adj DemandHotel/Villas Hotel Rooms & Villas670 units 863 734 1.00 0.80 0.70 411 0.65 382 0.85499 1.00 587Clubhouse Fitness Center/Lockers13,700 SF GFA 690.50 1.00 1.00 35 1.00 35 0.2590.000 Treatment Rooms940 SF GFA 50.50 1.00 1.00 3 1.00 3 0.50 1 0.00 0 Spa Retail395 SF GFA 20.50 1.00 1.00 1 1.00 1 0.50 1 0.00 0 Courtyard/Clubhouse Retail 9,375 SF GFA 320.25 1.00 1.00 8 1.00 8 0.80 6 0.00 0 Restaurant8,863 SF GFA 1380.60 1.00 0.20 17 0.75 62 1.00 83 0.00 0 Accounting/HR/Sales Office 13,100 SF GFA 531.00 1.00 1.00 53 1.00 530.10 5 0.00 0 Computer Rooms2,134 SF GFA 90.00 1.00 1.00 0 1.00 0 1.00 0 0.00 0 Executive Offices6,217 SF GFA 250.00 1.00 1.00 0 1.00 0 1.00 0 0.00 0 Meeting/Pre-function Spaces 36,952 SF GFA 3700.60 0.95 0.90 190 1.00 211 0.20 42 0.00 0 Child Day Care2,957 SF GFA 140.00 1.00 1.00 0 1.00 0 1.00 0 0.00 0 Pastry & Prep Kitchen7,558 SF GFA 760.60 1.00 0.20 9 0.75 34 1.00 46 0.00 0 Other Generating14,962 SF GFA 170.00 1.00 1.00 0 1.00 0 1.00 0 0.00 0 Other Non-Generating263,241 SF GFA 00.00 1.000000Clubhouse Subtotal 8103164071930Recreation Tennis17 courts 300.80 1.00 1.00 24 1.00 24 0.20 5 0.00 0 Public Golf Course18 holes 1080.50 1.00 1.00 54 1.00 54 0.20 11 0.00 0 Private Golf Course18 holes 1080.50 1.00 1.00 54 1.00 54 0.20 11 0.00 0 Public Driving Range27 stations 270.50 1.00 1.00 14 1.00 14 0.20 3 0.000 Private Driving Range30 stations 300.50 1.00 1.00 15 1.00 15 0.20 3 0.00 0 Golf School8 station 80.50 1.00 1.00 4 1.00 4 0.20 1 0.00 0 Golf School Retail8,270 SF GFA 280.25 1.00 1.00 7 1.00 7 0.20 1 0.00 0Recreation Subtotal 339172172350Spa & Ballroom Spa26,475 SF GFA 1330.65 1.00 1.00 86 1.00 86 0.40 35 0.00 0 Existing Ballroom42,510 SF GFA 3201.00 0.95 0.10 30 0.40 122 1.00 3040.00 0 Proposed Ballroom Addition 32,240 SF GFA 2521.00 0.95 0.10 24 0.40 96 1.00 239 0.00 0Spa & Ballroom Subtotal 7051403045780La Costa Total 2717 2588103912651305587MorningAfternoonEveningOvernightLand UseProgram DataRequired Parking per Alt Req'Non-Captive AdjustmentDrive Ratio Adjustment
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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
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).
Parking Area
No. on
Map
Existing Number of
Paved, Striped
Spaces
With Ballroom
Expansion
With Ballroom
Expansion and Paved
Lot 7 (PA2)
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
1407 1337 1562
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
Projected Peak Demand With Ballroom Expansion 1305
Surplus
Total
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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
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 (PA1) 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).
Parking Area
No. on
Map Proposed Number of Spaces Existing/Projected User Group
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
Planning Area 2 7 250 unpaved/unstriped ballroom events/hotel guests
Planning Area 1 (Bldg 9 Lot)8 264 members, hotel valet, ballroom events
Building 4 North Lot 9 67 villa owners/hotel guests
Garden Rooms West Lot 10 34 villa owners/hotel guests
Garden Room South Lot 11 11 villa owners/hotel guests
South San Marcos Lot1 12 220 employees
Loading Dock 13 4 vendors
ADA Spaces by Signature Rooms 14 2 hotel guests
Spa Valet Stand 15 0 spa/hotel guests
Total 1337 plus 250 unpaved/unstriped
1 = Assumes storage containers and other equipment removed from lot
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Figure 8 Omni La Costa – LOS A and B Walking Distance from Ballrooms
Source: Walker Consultants, 2018
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It is Walker’s projection that on a typical day, approximately 275 spaces would be available in Lot 6 (Ballroom
West Lot) and Lot 8 (PA1) for ballroom event parking, which would satisfy 51% of design day parking demand
(543 spaces) at LOS A or B walking distances. While the Resort has not experienced parking overflow related to
ballroom events in the past, in the event that a large event in both the existing and proposed ballroom actually
generates design day parking demand, Walker recommends the following parking management be implemented
on an event by event basis as necessary:
x Provide valet parking at the ballroom for large events.
o Lot 6 (Ballroom West Lot) could be designated valet only, allow the valet to stack park vehicles,
increasing the effective supply of the parking area. Valet stacked parking in the Ballroom west
lot could increase the capacity of the proposed lot by approximately 50% (from 155 spaces to
225+ spaces).
x Utilize attendant assist parking in Lot 8 (PA1). Attendant assist parking is a half-step towards full valet,
where the first arrivals park as normal until the parking lot is at capacity. Additional vehicles would then
be stacked in the drive aisle, with the attendants retaining the driver’s keys in case vehicles parked in
marked stalls needed to be let out. The typical rule of thumb with attendant assist is that one parking
space is gained for every three striped spaces, which would increase the functional capacity of the
Building 9 lot from 264 spaces to 350+ spaces.
Implementation of valet parking at the ballroom and use of available capacity and attendant-assist parking in
the Lot 8, during the largest of events, would effectively allow for all event attendees to be parked within an LOS
A or B walking distance of the ballroom and ballroom expansion.
Another option, for event parking discussed in the prior parking needs assessment, but not regularly
implemented due to a lack need, would be to direct overflow parking to Lot 4 (Main Gate Lot), which sits mainly
empty at night. As this parking facility is an approximately ¼ mile walk from the Ballroom entrance, the
customer level of service would suffer. In this scenario, a golf cart shuttle system could be set up using 8-person
golf carts, to bring event attendees from Lot 4 to the Ballroom entrance.
Omni currently provides a shuttle service on a limited basis, using temporary signage to mark the stops on the
shuttle route, and using 6- and 8-person golf carts as the shuttle vehicle. This system would be utilized if a large,
external focused, required some event attendees to park in the Main Gate Lot.
x The shuttle system has been in place for several years and are activated based on Resort occupancy and
banquet room/ballroom demand.
x Shuttle hours are adjusted based on daily demand factors—they range from 6am to 12 midnight
x The shuttle consists of 4 8-passenger golf carts and 8 6-passenger golf carts.
x The frequency of the shuttles is based on demand factors and range from 15 minutes to 30 minutes
x Shuttle service is also provided on demand for Resort guests, members and banquet guests when not
scheduled
Figure 9 shows a 6-passenger golf cart shuttle as well as typical signage placed at shuttle stops during shuttle
operations.
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Figure 9: Shuttle System in Operation with 6-passenger Golf Cart
Source: Omni La Costa Resort, 2018
JANUARY 16, 2019
TO: PLANNING COMMISSION
FROM: 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
Attachment 7
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.