HomeMy WebLinkAboutAgenda Package - PCR_Jun22_2022
Date:Wednesday, June 22, 2022
Time:6:00 p.m.
Location:Council Chambers, 276 Fourth Avenue, Chula Vista, CA
View the Meeting Live: www.chulavistaca.gov/boardmeetings
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SPEAKER TIME LIMITS: The time allotted for speakers may be adjusted by the Chair.
Five minutes* for specific items listed on the agenda•
Three minutes* for items NOT on the agenda (called to speak during Public Comments)•
A group of individuals may select a spokesperson to speak on their behalf on an agenda
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Pages
1.CALL TO ORDER
2.ROLL CALL
Commissioners Burroughs, De La Rosa, Gutierrez, Milburn, Torres, and Chair
Zaker
3.PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
4.PUBLIC COMMENTS
Persons may address the Commission on any subject matter within the
Commission’s jurisdiction that is not listed as an item on the agenda. State law
generally prohibits the Commission from discussing or taking action on any
issue not included on the agenda, but, if appropriate, the Commission may
schedule the topic for future discussion or refer the matter to staff. If you wish to
speak on any item, please fill out a "Request to Speak" form and submit it to the
Secretary prior to the meeting or submit an electronic comment per the
instructions on page one of this agenda.
5.PRESENTATIONS
The following items(s) will be presentations given to the Commission. Action on
these item(s) is typically limited to the Commission receiving the presentations
and providing direction or feedback to staff as appropriate.
5.1.Grant Award: Overview of Funding Received from the San Diego
Association of Governments’ (SANDAG) Housing Acceleration Program
to Implement the City of Chula Vista Accessory Dwelling Unit Assistance
Program
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Environmental Review: The activity is not a “Project” as defined under
Section 15378 of the California Environmental The Director of
Development Services has reviewed the proposed activity for compliance
with the CEQA and has determined that the activity is not a “Project” as
defined under Section 15378 of the State CEQA Guidelines because it
will not result in a physical change in the environment; therefore,
pursuant to Section 15060(c)(3) of the State CEQA Guidelines, the
activity is not subject to CEQA. Thus, no environmental review is
required.
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5.2.Downtown Parking Management Plan 43
Environmental Notice: The Director of Development Services has
reviewed the proposed activity for compliance with the CEQA and has
determined that the activity is not a “Project” as defined under Section
15378 of the State CEQA Guidelines; therefore, pursuant to Section
15060(c)(3) of the State CEQA Guidelines, the activity is not subject to
CEQA. Thus, no environmental review is required.
6.ACTION ITEMS
The Item(s) listed in this section of the agenda will be considered individually by
the Commission and are expected to elicit discussion and deliberation. If you
wish to speak on any item, please fill out a "Request to Speak" form and submit
it to the Secretary prior to the meeting or submit an electronic comment per the
instructions on page one of this agenda.
6.1.Approval of Meeting Minutes 248
Recommended Action:
Approve the meeting minutes of April 13, 2022.
6.2.Written Communications 251
Commissioner Gutierrez requested an excused absence for the meeting
of April 13, 2022.
Recommended Action:
Commission excuse the absence.
7.DIRECTOR'S REPORT
8.CHAIR'S COMMENTS
9.COMMISSIONERS' COMMENTS
10.ADJOURNMENT
to the regular meeting on July 13, 2022 at 6:00 p.m.
Materials provided to the Planning Commission related to any open-session
item on this agenda are available for public review by contacting the
Development Services Department at pc@chulavistaca.gov.
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June 22, 2022
ITEM TITLE
Grant Award: Overview of Funding Received from the San Diego Association of Governments’ (SANDAG)
Housing Acceleration Program to Implement the City of Chula Vista Accessory Dwelling Unit Assistance
Program
Location: No specific geographic location
Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California
Environmental Quality Act (CEQA) State Guidelines; therefore, pursuant to State Guidelines Section
15060(c)(3) no environmental review is required.
Recommended Action
This is an informational item. No action is required.
SUMMARY
In January 2022, the City of Chula Vista submitted a proposal for funding through the SANDAG Housing
Acceleration Program (HAP) to create the City of Chula Vista Accessory Dwelling Unit (ADU) Assistance
Program. In March 2022, the City of Chula Vista received notification of award for the program in the amount
of $180,719.68.
On May 10, 2022 City Council adopted a resolution formally accepting the grant funds, authorizing and
directing the City Manager or designee to execute documents necessary to obtain and execute the grant, and
appropriate the grant funds. City Council also approved the appropriation of $200,000 in matching funds
from the Chula Vista Housing Authority’s Inclusionary Housing Fund for the purpose of establishing a pilot
loan program for ADU production.
HOUSING IMPACT STATEMENT
The ADU Assistance program will further efforts to revitalize some of the City’s aging housing stock and
provide opportunity to house individuals with an affordable new option in areas with accessible
transportation to services. The program will allow the City to rapidly create housing through the use of
ADUs.
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ENVIRONMENTAL REVIEW
The Director of Development Services has reviewed the proposed activity for compliance with the CEQA and
has determined that the activity is not a “Project” as defined under Section 15378 of the State CEQA
Guidelines because it will not result in a physical change in the environment; therefore, pursuant to Section
15060(c)(3) of the State CEQA Guidelines, the activity is not subject to CEQA. Thus, no environmental review
is required.
DISCUSSION
In 2019, the California State Assembly passed AB 671, which required local governments to include plans to
incentivize and promote the creation of ADUs in the Housing Element of their General Plan. The City of Chula
Vista’s 2021-2029 Housing Element outlines various housing policies to accommodate and promote the
construction of affordable ADUs, particularly for special needs groups, seniors, and persons with disabilities.
Housing Policies 2.11 and 2.12 within the Housing Element (pages H-52 and H-54, respectively) would be
achieved by the creation of this ADU assistance program. These housing policies specifically listed
exploration of permit ready ADUs as a goal to be completed withing 12 months of adopting the City’s June
2021 ADU Ordinance.
In the Fall of 2021, SANDAG solicited applications for its HAP, which aims to fund planning activities that will
accelerate housing production, facilitate implementation of the 6th Cycle Regional Housing Needs
Assessment (RHNA), and build local jurisdictions’ capacity to compete for funding statewide through the
California Department of Housing and Community Development (HCD) Pro-housing Designation Program.
The HAP program provides grants and technical assistance to local jurisdictions to accelerate housing
production as well as promote equity and sustainability in housing planning and production. In late January
2022, the City submitted a HAP bid to establish the Chula Vista ADU Assistance program and received formal
approval of the bid from the SANDAG Board of Directors on March 11, 2022.
Proposed Program Overview
The proposed ADU Assistance program will accomplish various goals defined in the City’s 2021-2029
Housing Element. The $180,719.68 in HAP funds will allow Chula Vista to establish a webpage for all aspects
of building an ADU in the City. Attachment No. 1 contains a detailed Scope, Schedule and Budget for the
proposed program. The website will feature the following:
Pre-approved ADU designs;
Property specific planning software; and
ADU Frequently Asked Questions (FAQs).
The following program elements will be implemented between Spring 2022 and June 2023 using SANDAG
HAP and matching funds:
Easily accessible webpage.
The program will primarily be accessed through the City’s ADU webpage, which will become a one stop
shop for ADU planning and permitting. This webpage will feature links to all of the items described below,
a link to permitting fees and submittal requirements, and a detailed list of FAQs developed by City staff.
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Creation and publication of pre-approved ADU plans.
Pre-approved ADU plans will substantially reduce costs and reduce the overall permitting process
timeline for homeowners interested in constructing ADUs. With the program’s implementation, it is
anticipated that overall permitting for ADUs could be reduced to under four months. The City of Encinitas,
and other jurisdictions within the region, have implemented successful pre-approved ADU plan
programs. Request for Qualifications (RFQs) for pre-approved plan creation will be developed and
released in the near future.
Planning software application.
The City will partner with a software developer to create an application that allows homeowners to
explore where pre-approved plans can be placed on their property. The application will be user friendly
and will include preprogrammed planning regulations like setbacks and zoning specific to the City of
Chula Vista.
Frequently Asked Questions.
The webpage will also feature common questions and answers about ADUs and City processes, including
project submittal and required fees associated with ADU construction.
ADU Pilot Loan Program.
The SANDAG HAP application identified $200,000 in Housing Funds as matching funds, for a pilot
program with priority for existing participants of Chula Vista's First-Time Homebuyer Program to
provide deferred low-interest loans for ADU construction. These properties are deed restricted for
affordability. This ensures that the pilot program promotes ADU construction for low-income
households. The goals of this pilot program are the following:
Provide more low-income housing opportunities near transit rich portions of the City;
Provide homeowners with an extra source of income; and
Assess the feasibility of additional loan programs for ADU production.
Future ADU Program Goals for Chula Vista
Acceptance of the HAP funds will mark the first step in creating a larger Chula Vista ADU program that will
accomplish the ADU goals established in the 2021-2029 Chula Vista Housing Element.
Future efforts of the City’s ADU program may also include assistance for converting garages into ADUs and
an amnesty fee offset for existing un-permitted ADUs. Overall, these actions and programs will advance the
City’s ability to utilize ADUs as a source of affordable housing, putting the City on track to meet objectives of
the mid-cycle ADU Production Evaluation described in the 2021-2029 Housing Element.
CONCLUSION
The new program will advance opportunities to provide housing options throughout the City of Chula Vista
and will create a streamlined process for ADU construction. The acceleration of ADU construction through
the City of Chula Vista ADU Assistance program will add to the City’s housing stock, while providing low-
income households with additional income, and further City goals related to:
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Housing Equity - The program’s pilot for the deferred low-interest loans will take place in households
primarily located in the Western portion of Chula Vista. Much of Western Chula Vista contains low-mod
census tracts as defined by the U.S. Department of Housing and Urban Development. Many programs
managed by the City, community organizations and school districts have focused efforts on providing
equitable opportunity for families and individuals to access services and opportunities within this area
of the City. The ADU Assistance program will further this effort to help revitalize some of the City’s aging
housing stock and provide opportunity to house individuals with an affordable new option in areas with
accessible transportation to services.
Sustainability - Since the ADU program would be piloted in homes in the western portion of the City, the
first ADUs constructed under the program would be in the portion of the City with the highest
concentration of transit corridors, therefore reducing the need for more vehicles and the distance needed
to travel by vehicle for the new residents residing in the ADUs. This supports achievement of the
sustainability and carbon reduction goals establish in the Climate Action Plan adopted by the City in
2017.
Council Approval
On May 10, 2022 City Council adopted a resolution approving acceptance of the SANDAG HAP grant
($180,719.68) and authorized and directed the City Manager or designee to execute agreements necessary
to obtain the SANDAG HAP grant, including approval of the SANDAG Grant Agreement as provided in
Attachment No. 2, and to execute additional necessary agreements to meet grant deliverables; and
appropriate funds provided by the SANDAG HAP grant ($180,719.68) and Housing Authority matching funds
($200,000) for program implementation.
DECISION-MAKER CONFLICT
Staff has determined that the action contemplated by this item is informational, ministerial, secretarial,
manual, or clerical in nature and, as such, does not require the Planning Commission members to make or
participate in making a governmental decision, pursuant to California Code of Regulations Title 2, section
18704(d)(1). Consequently, this item does not present a conflict of interest under the Political Reform Act
(Cal. Gov't Code § 87100, et seq.).
Staff is not independently aware, and has not been informed by any Planning Commission member, of any
other fact that may constitute a basis for a decision-maker conflict of interest in this matter.
FISCAL IMPACT
There is no current year fiscal impact to the General Fund as a result of this action. Staff time to prepare the
grant application is budgeted in the Housing Authority Fund. City Council previously approved the resolution
appropriating $180,719.68 in Housing Acceleration Program grant funds and $200,000 in matching Housing
Authority Inclusionary funds in the current fiscal year.
There is no ongoing fiscal impact to the General Fund. All costs associated with the administration of the
HAP Grant Agreement and funded activities will be covered by the grant and available Housing Authority
Inclusionary funds.
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ATTACHMENTS
1. HAP Scope Schedule and Budget
2. SANDAG HAP Grant Agreement
Staff Contact: Mark Barnard, Management Analyst
Tiffany Allen, Director of Development Services
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Scope of Work, Schedule, and Budget
Part I: Project Overview
Part II: Scope of Work, Schedule, and Budget
Task No. Start Date Completion
Date
Enter Task or
Subtask
Number
(tailor as
needed)
Enter start date
as number of
months from
NTP. Enter whole
numbers.
Enter end date as
number of months
from NTP. Enter
whole numbers.
1 1 Month 2 Months
2 2 Month 10 Months
3 1 Month 2 Months
4 2 Month 6 Months
5 0 Months 6 Months
6 0 Months 10 Months
7 6 Months 12 Months
Seasonal Constraints
Scope of Work, Schedule, and Budget Worksheet
Mark Barnard
Project Limit: City of Chula Vista
Applicant Name:
Project Title:Chula Vista ADU Assistance Program
Enter task descriptions. Limit sub-tasks to
major milestones.
Enter deliverables associated with
each task.
Enter cost to complete each task. Sub-
tasks should not have an associated
cost. The total cost of all tasks should
equal the total project cost (grant
funds requested + matching funds).
Project Summary: Chula Vista ADU Assistance will be an easily accessible program that assists local home owners who are interested in constructing
ADUs. By offering pre-approved ADU designs, planning software, and a one stop shop webpage with FAQs, the program will make ADU
construction more affordable, faster, and easier than before.
Propose tasks, deliverables, a timeframe, and a budget for implementing the project. The project schedule must be based on "Months from Notice to Proceed"
(NTP). The Total Project Cost column will auto-calculate.
Task Description Deliverables Total Project Cost
Develop and Issue Requests for Proposals
for Pre-Approved ADU Plans.Draft RFP, Final RFP, 80 hours $ 7,129.20
Develop ADU Planning Software
Application
Contract, provide insight for
customization of software
application
$ 20,000.00
Develop ADU Pre-approves Plan.Contract, provide oversight of
plan development $ 140,000.00
Develop and Issue Request for Proposals
for ADU Planning Software Application $ 7,129.20 Draft RFP, Final RFP, 80 hours
As applicable, identify any seasonal constraints that may require the overall project, or specific tasks, to begin or be completed by a specific date:
Development of the webpage listing FAQs can begin on day one after the NTP, however the pre-approved plans may take several months to complete and will not be listable on the website until after completion. The webpage will therefore be completed in steps and cost estimates include maintenance. Similarly, the matching pilot loan program can't begin until after the pre-approved plans have been completed.
$ 2,871.68 Draft FAQs for Website Collect FAQs, craft detailed
responses, 32 hours
Pilot Loan Program Provide low-cost loans to eligible
homeowners. $ 200,000.00
Build Chula Vista Webpage for ADU
Program
Create page, 2 hours of updates
monthly, 40 hours total $ 3,589.60
380,719.68$ TOTAL PROJECT COST (grant request funds + matching funds):
2022-06-22 PC Agenda Page 9 of 251
Scope of Work, Schedule, and Budget Worksheet
Mark BarnardApplicant Name:
Project Title:Chula Vista ADU Assistance Program
Part III: Summary of Funding
Total project cost:
SANDAG grant % contribution:
Match % contribution:$200,000
Will the matching fund sources include funds from the TransNet Local
Street and Road program?No
0.474679113
$380,719.68
Total grant amount requested from SANDAG: $ 180,719.68
Total match amount that will be contributed:$200,000
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GRANT AGREEMENT BETWEEN
THE SAN DIEGO ASSOCIATION OF GOVERNMENTS AND
CITY OF CHULA VISTA
REGARDING CHULA VISTA ADU ASSISTANCE PROGRAM
REGIONAL EARLY ACTION PROGRAM
HOUSING ACCELERATION GRANT PROGRAM – CYCLE 1
SANDAG CONTRACT NO. S978611
THIS GRANT AGREEMENT (“Agreement”) is made and entered into effective as of the last signature
date, by and between the San Diego Association of Governments (“SANDAG”), 401 B Street, Suite 800,
San Diego, California, and City of Chula Vista, (“Subgrantee”), 276 Fourth Ave., Chula Vista, California.
This Agreement expires on June 30th, 2023, unless amended in writing by mutual agreement of the
parties.
The following recitals are a substantive part of this Agreement:
A. In January 2010, the SANDAG Board of Directors approved Board Policy No. 035: Competitive
Grant Program Procedures, which is available in its updated version at www.sandag.org/legal. This
Agreement and the Subgrantee’s performance hereunder are subject to Board Policy No. 035,
which includes multiple “use it or lose it” provisions.
B. In 2019, the state legislature passed Assembly Bill 101, which allowed for the creation of state grant
fund programs to distribute one-time funding to regional entities to prioritize planning activities that
accelerate housing production. Thereafter, the California Department of Housing and Community
Development (HCD) established the Regional Early Action Planning grant program (REAP), which
allocated $6.8 million to SANDAG. Using these grant funds, SANDAG established a regional
housing incentive program to collaborate on projects that have a broader regional impact on
housing.
C. On November 19, 2021, SANDAG issued a call for projects from local jurisdictions in
San Diego County wishing to apply for REAP funds for use on housing planning projects meeting
certain criteria and authorizing up to $3 million from REAP to be used for housing acceleration and
smart growth through the Housing Acceleration Program (HAP).
D. On March 11th, 2022, the SANDAG Board of Directors approved a list of recommended HAP
projects for the first competitive grant cycle, and one of those projects is the subject of this
Agreement (Project). The Project Scope of Work, Schedule, and Budget are included as
Attachment A.
E. The purpose of this Agreement is to establish the terms and conditions for SANDAG to provide
Subgrantee with funding to implement the Project.
F. Although SANDAG will be providing financial assistance to Subgrantee to support the Project,
SANDAG will not take an active role or retain substantial control of the Project. Therefore, this
Agreement is characterized as a funding agreement rather than a cooperative agreement.
G. Subgrantee understands that REAP funds were granted from HCD which have statutory
requirements and an expenditure deadline of June 30, 2023. The SANDAG funding commitment to
HAP Projects, including this Project, is subject to those statutory requirements and deadline, which
may impact funding availability for this Project.
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NOW, THEREFORE, it is agreed as follows:
I. GRANT AWARD
A. The total amount payable by SANDAG to Subgrantee pursuant to this Agreement shall be the
proportion of actual Project costs allocated to grant funding in Attachment A and shall not exceed
the grant award of $180,720 (Fund Limit).
B. It is agreed and understood that this Agreement Fund Limit is a ceiling and that SANDAG will only
reimburse the allowable cost of services actually rendered as authorized by SANDAG at or below
the Fund Limit.
II. PROJECT BUDGET
Except to the extent that SANDAG determines otherwise in writing, the Subgrantee agrees as follows:
The Subgrantee and SANDAG have agreed to a Project Budget that is set forth in Attachment A. The
Subgrantee and/or third-party contractor(s) will incur obligations to the Project only as authorized by the
Project Budget. An amendment to the Project Budget requires the issuance of a formal amendment to the
Agreement per Board Policy No. 035, unless the re-allocation of funds among budget line items or fiscal
years does not increase the Fund Limit, does not exceed an aggregate of ten percent for any particular
task in Attachment A, does not negatively impact the benefits obtained from the Project, and is consistent
with applicable laws, regulations, and policies. Prior written SANDAG Grants Program Manager approval
is required for transfers of funds between tasks in Attachment A that meet these eligibility criteria for an
administrative amendment by SANDAG staff. All other amendments are subject to approval by a
SANDAG Policy Advisory Committee or the SANDAG Board of Directors.
III. MATCHING FUNDS
Subgrantee agrees to provide matching funds in an amount of $200,000 of the actual cost of the Project,
estimated to be 52.53% percent based on the Project Budget. If the actual cost of the Project exceeds the
Project Budget, Subgrantee is responsible for 100 percent of the actual cost greater than the Project
Budget.
A. Availability of Grant Funding
Except where expressly allowed in writing herein, credits for matching funds will be made or
allowed only for work performed on and after the Notice to Proceed date and prior to the
termination date of this Agreement, unless expressly permitted by SANDAG in writing.
B. Reduction of Matching Funds
The Subgrantee agrees that no reduction in the amount of matching funds may be made unless a
reduction of the proportional share of the grant funding provided by SANDAG under this Agreement
also is made.
C. Prompt Payment of Subgrantee’s Share of Matching Funds
Subgrantee agrees to complete all actions necessary to provide its share of the Project costs at or
before the time the matching funds are needed from Subgrantee to pay for Project costs. The
Subgrantee agrees to provide not less than its cumulative required match amount of Project costs
prior to invoicing SANDAG for reimbursement. Each of Subgrantee’s invoices must include its
matching fund contribution, along with supporting, descriptive and/or explanatory documentation for
the matching funds provided.
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IV. PROJECT MANAGERS
Subgrantee’s Project Manager is Genevieve Hernandez.
The SANDAG Project Manager is Tracy Ferchaw.
Project manager continuity and experience is deemed essential in Subgrantee’s ability to carry out the
Project in accordance with the terms of this Agreement. Subgrantee shall not change the Project
Manager without first providing written notice to SANDAG. Subgrantee shall provide SANDAG with
updated contact information in a timely manner if there are any changes to its Project Manager.
V. NOTICE
All notices required to be given, by either party to the other, shall be deemed fully given when made in
writing and received by the parties at their respective addresses:
San Diego Association of Governments
Attention: Grants Program Manager
401 B Street, Suite 800
San Diego, CA 92101
Subgrantee:
City of Chula Vista
Attention: Genevieve Hernandez
276 Fourth Ave.
Chula Vista, CA 91910
VI. PROJECT IMPLEMENTATION
A. General
The Subgrantee agrees to carry out the Project as follows:
1. Project Description
Subgrantee agrees to perform the work as described in the Scope of Work included in
Attachment A.
2. Subgrantee's Capacity
The Subgrantee agrees to maintain or acquire sufficient legal, financial, technical, and
managerial capacity to: (a) plan, manage, and complete the Project as described in
Attachment A and provide for the use of any Project property; (b) carry out any safety and
security aspects of the Project; and (c) comply with the terms of the Agreement and all
applicable laws, regulations, and policies pertaining to the Project and the Subgrantee,
including but not limited to the Pass-Through Provisions from REAP Agreement (Attachment
B) and Board Policy No. 035.
3. Project Schedule
The Subgrantee agrees to complete the Project according to the Project Schedule included in
Attachment A and in compliance with the Pass-Through Provisions from REAP Agreement
(Attachment B) and Board Policy No. 035.
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4. Project Implementation and Oversight Requirements
Subgrantee agrees to comply with the Performance Measures included in Attachment C.
5. Changes to Project Scope of Work
This Agreement was awarded to Subgrantee based on the application submitted by
Subgrantee with the intention that the awarded funds would be used to implement the Project
as described in the project application. Any substantive deviation from Subgrantee’s Scope of
Work during project implementation may require reevaluation or result in loss of funding. If
Subgrantee knows or should have known that substantive changes to the Project will occur or
have occurred, Subgrantee will immediately notify SANDAG in writing. SANDAG will then
determine whether the Project is still consistent with the overall objectives of the grant program
and whether the changes would have negatively affected the Project ranking during the
competitive grant evaluation process. SANDAG reserves the right to have grant funding
withheld from Subgrantee, or refunded to SANDAG, due to Subgrantee’s failure to satisfactorily
complete the Project or due to substantive changes to the Project not approved in advance by
SANDAG.
B. Application of Laws
Should a federal or state law pre-empt or conflict with a local law, policy, or ordinance, the
Subgrantee must comply with the federal or state law and implementing regulations. No provision of
this Agreement requires the Subgrantee to observe or enforce compliance with any provision,
perform any other act, or do any other task in contravention of federal, state, territorial, or local law,
regulation, or ordinance. If compliance with any provision of this Agreement violates or would
require the Subgrantee to violate any law, the Subgrantee agrees to notify SANDAG immediately in
writing. Should this occur, SANDAG and the Subgrantee agree that they will make appropriate
arrangements to proceed with or, if necessary, terminate the Project or affected portions thereof
expeditiously.
C. Changes in Project Performance
The Subgrantee agrees to notify SANDAG immediately, in writing, of any change in local law,
conditions (including its legal, financial, or technical capacity), or any other event, including a force
majeure event, that may adversely affect the Subgrantee's ability to perform the Project in
accordance with the terms of the Agreement and as required by Board Policy No. 035. The
Subgrantee also agrees to notify SANDAG immediately, in writing, of any current or prospective
major dispute, breach, default, or litigation that may adversely affect SANDAG's interests in the
Project; and agrees to inform SANDAG, also in writing, before naming SANDAG as a party to
litigation for any reason, in any forum. At a minimum, the Subgrantee agrees to send each notice to
SANDAG required by this subsection to SANDAG’s Grants Program Manager.
D. Compliance Information System (CIS)
If Subgrantee will utilize persons other than its own employees to carry out work, Subgrantee and
all of its subgrantees, third party contractors, and/or subcontractors (hereinafter “subcontractors”)
shall report payment details using the SANDAG web-based CIS by the 15th of each month
following receipt of payment by SANDAG. CIS allows SANDAG to monitor promptness of payment
to subcontractors and will allow Subgrantee and its subcontractors to manage their own records,
maintain accurate contract information, and report payment details online. CIS is mandatory for
Subgrantee and subcontractors to use unless SANDAG instructs otherwise. After execution of this
Agreement, Subgrantee will receive instructions on how to set up its account and enter required
subcontractor data into CIS via an internet browser. Subgrantee must require each of its
subcontractors to enter required payment information into CIS. Failure of Subgrantee or its
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subcontractors to enter required information and confirm payments on a timely basis will result in
delay of payment by SANDAG to Subgrantee until Subgrantee has cured any defects or provided
the missing information. Should Subgrantee fail to provide the required information, SANDAG shall
have sole discretion regarding whether to withhold payment or terminate this Agreement.
E. Licenses and Permits
Subgrantee represents and warrants to SANDAG that Subgrantee and its subcontractors will have
all necessary licenses, permits, qualifications and approvals of whatever nature that are required to
legally practice its profession and/or perform services under this Agreement at all times during the
term of this Agreement.
F. Standard of Care
Subgrantee expressly warrants that the work to be performed pursuant to this Agreement shall be
performed in accordance with the applicable standard of care. Where approval by SANDAG, its
management, or other representative of SANDAG is indicated in the Scope of Work, it is
understood to be conceptual approval only and does not relieve the Subgrantee of responsibility for
complying with all laws, codes, industry standards, and liability for damages caused by negligent
acts, errors, omissions, noncompliance with industry standards, or the willful misconduct of the
Subgrantee or its subcontractors.
G. Third-Party Contracting
Although the Subgrantee may delegate any or almost all Project responsibilities to one or more
third-party contractors, the Subgrantee agrees that it, rather than any third-party contractor, is
ultimately responsible for compliance with all applicable laws, regulations, and this Agreement. The
first invoice utilizing any third-party contractor shall be accompanied by evidence of compliance with
the following requirements:
1. Competitive Procurement
Subgrantee shall not award contracts over $10,000 on the basis of a noncompetitive
procurement for work to be performed under this Agreement without the prior written approval
of SANDAG. Contracts awarded by Subgrantee, if intended as local match credit, must meet
the requirements set forth in this Agreement regarding local match funds. Upon request by
SANDAG, Subgrantee shall submit its Request for Proposals or bid solicitation documents to
SANDAG staff for review and comment for consistency with the agreed upon Scope of Work
with SANDAG and to ensure a competitive process was used.
If Subgrantee hires a third-party contractor to carry out work funded under this Agreement,
Subgrantee shall: prepare an Independent Cost Estimate prior to soliciting proposals/bids;
publicly advertise for competing proposals/bids for the work; for professional services, use
cost as a significant evaluation factor in selecting the third-party contractor; document a
record of negotiation establishing that the amount paid by Subgrantee for the work is fair and
reasonable; and pass through the relevant obligations in this Agreement to the contractor.
2. Debarment
Subgrantee shall execute and cause its third-party contractors to execute debarment and
suspension certificates stating they have not been disqualified from doing business with
government entities. The documentation showing lack of debarment shall be obtained from
the following two websites:
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Subgrantee will check the System for Award Management (SAM) at www.sam.gov to
verify the prime contractor and all of its subcontractors are not currently debarred or
suspended by the federal government.
Entities in the United States are banned from doing business with companies with
ownership based in countries such as Cuba, Sudan and China due to United States trade
sanctions. A search on the US Treasury’s Office of Foreign Assets Control (OFAC)
website can ensure Subgrantee will not be doing business with a vendor that is subject to
trade sanctions. This can be done at https://sanctionssearch.ofac.treas.gov/.
3. Flowdown
Subgrantee agrees to take appropriate measures necessary, including the execution of a
subagreement, lease, third-party contract, or other, to ensure that all Project participants,
including alternate payees or third-party contractors at any tier, comply with all applicable
federal laws, regulations, policies affecting Project implementation and Agreement
requirements. In addition, if an entity other than the Subgrantee is expected to fulfill any
responsibilities typically performed by the Subgrantee, the Subgrantee agrees to assure that
the entity carries out the Subgrantee’s responsibilities as set forth in this Agreement,
including but not limited to those in Attachment B.
4. No SANDAG Obligations to Third Parties
In connection with the Project, the Subgrantee agrees that SANDAG shall not be subject to
any obligations or liabilities to any subcontractor, lessee, third party contractor at any tier or
other person or entity that is not a party to the Agreement for the Project. Notwithstanding
that SANDAG may have concurred in or approved any solicitation, subagreement, lease,
alternate payee designation, or third-party contract at any tier, SANDAG has no obligations or
liabilities to any entity other than the Subgrantee.
5. Equipment Purchases
Subgrantee shall maintain ownership of any equipment purchased using Agreement funding
and shall use such equipment only for the purposes set forth in this Agreement. The parties
agree to meet and confer in good faith to ensure the continued use of the equipment for the
purposes intended, which may include reimbursement to SANDAG when the fair market
value of the equipment at Project completion exceeds $5,000. SANDAG and Subgrantee
further agree that Subgrantee shall keep an inventory record for each piece of equipment
purchased under this Agreement and maintain each piece of equipment in good operating
order consistent with the purposes for which they were intended. SANDAG shall have the
right to conduct periodic maintenance inspections for the purpose of confirming the existence,
condition, and proper maintenance of the equipment.
VII. ETHICS
A. Subgrantee Code of Conduct/Standards of Conduct
The Subgrantee agrees to maintain a written code of conduct or standards of conduct that shall
govern the actions of its officers, employees, council or board members, or agents engaged in the
award or administration of subagreements, leases, or third-party contracts supported with the grant
funding. The Subgrantee agrees that its code of conduct or standards of conduct shall specify that
its officers, employees, council or board members, or agents may neither solicit nor accept
gratuities, favors, or anything of monetary value from any present or potential subcontractor,
lessee, or third-party contractor at any tier or agent thereof. The Subgrantee may set de minimis
rules where the financial interest is not substantial, or the gift is an unsolicited item of nominal
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intrinsic value. The Subgrantee agrees that its code of conduct or standards of conduct shall also
prohibit its officers, employees, board members, or agents from using their respective positions in a
manner that presents a real or apparent personal or organizational conflict of interest or personal
gain. As permitted by state or local law or regulations, the Subgrantee agrees that its code of
conduct or standards of conduct shall include penalties, sanctions, or other disciplinary actions for
violations by its officers, employees, council or board members, or their agents, or its third-party
contractors or subcontractors or their agents.
B. Personal Conflicts of Interest
The Subgrantee agrees that its code of conduct or standards of conduct shall prohibit the
Subgrantee's employees, officers, council or board members, or agents from participating in the
selection, award, or administration of any third-party contract or subagreement supported by the
grant funding if a real or apparent conflict of interest would be involved. Such a conflict would arise
when an employee, officer, board member, or agent, including any member of his or her immediate
family, partner, or organization that employs, or intends to employ, any of the parties listed herein
has a financial interest in a firm competing for award.
C. Organizational Conflicts of Interest
The Subgrantee agrees that its code of conduct or standards of conduct shall include procedures
for identifying and preventing real and apparent organizational conflicts of interest. An
organizational conflict of interest exists when the nature of the work to be performed under a
proposed third-party contract or subagreement may, without some restrictions on future activities,
result in an unfair competitive advantage to the third-party contractor or subcontractor or impair its
objectivity in performing the contract work.
D. SANDAG Code of Conduct
SANDAG has established policies concerning potential conflicts of interest. These policies apply to
Subgrantee. For all awards by SANDAG, any practices which might result in unlawful activity are
prohibited including, but not limited to, rebates, kickbacks, or other unlawful considerations.
SANDAG staff members are specifically prohibited from participating in the selection process when
those staff have a close personal relationship, family relationship, or past (within the last 12
months), present, or potential business or employment relationship with a person or business entity
seeking a contract with SANDAG. It is unlawful for any contract to be made by SANDAG if any
individual Board member or staff has a prohibited financial interest in the contract. Staff also are
prohibited from soliciting or accepting gratuities from any organization seeking funding from
SANDAG. SANDAG’s officers, employees, agents, and board members shall not solicit or accept
gifts, gratuities, favors, or anything of monetary value from consultants, potential consultants, or
parties to subagreements. By signing this Agreement, Subgrantee affirms that it has no knowledge
of an ethical violation by SANDAG staff or Subgrantee. If Subgrantee has any reason to believe a
conflict of interest exists with regard to the Agreement or the Project, it shall notify the SANDAG
Office of General Counsel immediately.
E. Bonus or Commission
The Subgrantee affirms that it has not paid, and agrees not to pay, any bonus or commission to
obtain approval of its grant funding application for the Project.
F. False or Fraudulent Statements or Claims
The Subgrantee acknowledges and agrees that by executing the Agreement for the Project, the
Subgrantee certifies or affirms the truthfulness and accuracy of each statement it has made, it
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makes, or it may make in connection with the Project, including, but not limited to, the Subgrantee’s
grant application, progress reports and invoices.
VIII. PAYMENTS
A. Method of Payment
The method of payment for this Agreement will be based upon actual, substantiated, and allowable
costs described herein.
B. Alternate Payee
If the Subgrantee designates a party as an Alternate Payee, Alternate Payee is authorized to
submit payment requests directly to SANDAG to receive reimbursement for allowable Project costs.
This does not alleviate Subgrantee from all obligations under this Grant Agreement.
C. Invoicing
Subgrantee or Alternate Payee is required to submit invoices quarterly. Invoices must be
accompanied by a quarterly report (template to be provided by SANDAG). SANDAG will make
payments for eligible amounts to Subgrantee or Alternate Payee as promptly as SANDAG fiscal
procedures permit upon receipt of Subgrantee’s or Alternate Payee’s itemized signed invoice(s)
and confirmation by the SANDAG Project Manager that Subgrantee is in compliance with the
reporting and other requirements in this Agreement. SANDAG shall retain 10 percent from the
amounts invoiced until satisfactory completion of the Project. SANDAG shall promptly pay retention
amounts to Subgrantee or Alternate Payee following satisfactory completion of work, receipt of final
invoice, and all required documentation.
D. Eligible Costs
The Subgrantee agrees that Project costs eligible for grant funding must comply with the following
requirements, unless SANDAG determines otherwise in writing. To be eligible for reimbursement,
Project costs must be:
1. Consistent with the Project Scope of Work, Schedule, and Project Budget, and other provisions
of the Agreement.
2. Necessary in order to accomplish the Project.
3. Reasonable for the goods or services purchased.
4. Actual net costs to the Subgrantee (i.e., the price paid minus any refunds, rebates, or other
items of value received by the Subgrantee that have the effect of reducing the cost actually
incurred, excluding program income). Project generated revenue realized by the Subgrantee
shall be used in support of the Project. Project generated revenue and expenditures, if any,
shall be reported at the end of the Agreement period.
5. Incurred for work performed on or after the SANDAG Notice to Proceed date, and before the
termination date, and also must have been paid for by the Subgrantee.
6. Satisfactorily documented with supporting documentation, which is to be submitted with each
invoice. Copies of invoices are required for goods or services provided by third parties.
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7. Treated consistently in accordance with generally accepted accounting principles and
procedures for the Subgrantee and any third-party contractors and subcontractors,
(see Section entitled “Accounting Records”).
8. Eligible for grant funding as part of the grant program through which the funds were awarded.
E. Excluded Costs
In determining the amount of REAP funds SANDAG will provide for the Project, SANDAG will
exclude:
1. Any Project cost incurred by the Subgrantee before the Effective Date of the Agreement or
applicable Amendment thereto
2. Any cost that is not included in the Project Budget
3. Any cost for Project property or services received in connection with a subagreement, lease,
third-party contract, or other arrangement that is required to be, but has not been, concurred in
or approved in writing by SANDAG
4. Any cost ineligible for SANDAG participation as provided by applicable laws, regulations, or
policies
5. Any cost incurred for a common or joint purpose benefitting more than one cost objective, and
not readily assignable to the cost objectives specifically benefitted, without effort
disproportionate to the results achieved (any indirect cost). Typical indirect costs include
facilities and administration costs such as heat/air conditioning, lighting, payroll, and the entity’s
accounting system. Administrative costs such as clerical and support staff salaries also are
most often treated as indirect costs.
The Subgrantee understands and agrees that payment to the Subgrantee for any Project cost does
not constitute SANDAG’s final decision about whether that cost is allowable and eligible for
payment under the Project and does not constitute a waiver of any violation by the Subgrantee of
the terms of this Agreement or Board Policy No. 035. The Subgrantee acknowledges that SANDAG
will not make a final determination about the allowability and eligibility of any cost until the final
payment has been made on the Project or the results of an audit of the Project requested by
SANDAG has been completed, whichever occurs latest. If SANDAG determines that the
Subgrantee is not entitled to receive any portion of the grant funding requested or paid, SANDAG
will notify the Subgrantee in writing, stating its reasons. The Subgrantee agrees that Project
closeout will not alter the Subgrantee's responsibility to return any funds due to SANDAG as a
result of later refunds, corrections, performance deficiencies, or other similar actions; nor will
Project closeout alter SANDAG's right to disallow costs and recover funds provided for the Project
on the basis of a later audit or other review. Upon notification to the Subgrantee that specific
amounts are owed to SANDAG, whether for excess payments of grant funding, disallowed costs, or
funds recovered from third parties or elsewhere, the Subgrantee agrees to promptly remit to
SANDAG the amounts owed, including applicable interest, penalties and administrative charges.
IX. ACCOUNTING, REPORTING, RECORD RETENTION, AND ACCESS
A. Project Accounts
The Subgrantee and/or Alternate Payee agree to establish and maintain for the Project either a
separate set of accounts or separate accounts within the framework of an established accounting
system that can be identified with the Project. The Subgrantee and/or Alternate Payee also agree to
maintain documentation of all checks, payrolls, invoices, contracts, vouchers, orders, or other
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accounting documents related in whole or in part to the Project so that they may be clearly
identified, readily accessible, and available to SANDAG upon request and, to the extent feasible,
kept separate from documents not related to the Project.
B. Reports
1. The Subgrantee agrees to submit to SANDAG all reports required by law and regulation, policy,
this Agreement, or any other reports SANDAG may specify. SANDAG reserves the right to
specify that records be submitted in particular formats. Subgrantee may be required to attend
meetings of SANDAG staff and committees, including but not limited to the Regional Planning
Committee and the SANDAG Board of Directors, to report on its progress and respond to
questions from Board Members or the public.
2. Subgrantee’s performance shall be monitored for consistency with the Scope of Work.
SANDAG will utilize Performance Measures (Attachment C) and the SANDAG Grant Monitoring
Checklist provided by the SANDAG Project Manager, to document compliance with this
Agreement. Subgrantee’s performance will be measured against the Performance Measures
during the term of this Agreement. If the Subgrantee does not comply with provisions in this
Agreement or achieve minimum performance requirements, SANDAG will issue Subgrantee a
written Notice to Complete a Recovery Plan. Subgrantee’s Recovery Plan shall include a
detailed description of how Subgrantee intends to come into compliance with the Performance
Measures. Subgrantee’s Recovery Plan must include an implementation schedule that reflects
achievement of its performance measure minimums within three months following the issue
date of the SANDAG Notice to Complete a Recovery Plan. Subgrantee must submit its
Recovery Plan to the SANDAG Project Manager within 30 calendar days following the issue
date of the SANDAG Notice to Complete a Recovery Plan. If Subgrantee’s performance is
inconsistent with that proposed in its Recovery Plan, SANDAG in its sole discretion may
terminate this Agreement.
3. Subgrantee must submit quarterly reports and invoices to SANDAG, detailing accomplishments
in the quarter, anticipated progress next quarter, pending issues and actions toward resolution,
and status of budget, schedule, and Performance Measure. Subgrantee will not be paid until all
reports are completed and provided to SANDAG in the format SANDAG requires. Furthermore,
the Subgrantee agrees to provide project milestone information (such as presentations to
community groups, other agencies, and elected officials, groundbreakings, and ribbon-cuttings)
to support media and communications efforts. Subgrantee needs to document and track in-kind
contributions designated as matching funds as part of project management. Subgrantee must
provide all deliverables identified in the Scope of Work.
4. Press materials shall be provided to SANDAG staff before they are distributed. SANDAG
logo(s) should be included in press materials and other project collateral based on logo usage
guidelines to be provided by SANDAG. Subgrantee agrees to provide project milestone
information to support media and communications efforts.
5. Subgrantees are responsible for the following photo documentation:
Existing conditions photos (as applicable), which should illustrate the current conditions
of the project site and demonstrate the need for improved facilities
Project milestone photos (such as workshops, presentations to community groups, other
agencies, and elected officials)
Photos should be high resolution (at least 4 inches by 6 inches with a minimum of 300
pixels per inch) and contain captions with project descriptions, dates, locations, and the
names of those featured, if appropriate. Subgrantees must obtain consent of all persons
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featured in photos (or that of a parent or guardian of persons under the age of 18) by
using the SANDAG Photo and Testimonial Release form to be provided by SANDAG, or
a similar release form developed by Subgrantee and agreed upon by SANDAG.
C. Record Retention
During the course of the Project and for three years thereafter from the date of transmission of the
final invoice, the Subgrantee agrees to maintain, intact and readily accessible, all communications,
data, documents, reports, records, contracts, and supporting materials relating to the Project, as
SANDAG may require. All communications and information provided to SANDAG become the
property of SANDAG and public records, as such, may be subject to public review. Please see
SANDAG’s Board Policy No. 015: Records Management Policy, which is available at
www.sandag.org/legal, for information regarding the treatment of documents designated as
confidential.
D. Meeting Records
Subgrantee shall provide SANDAG with agendas and meeting summaries for all community
meetings. SANDAG staff may attend any meetings as appropriate.
E. Access to Records of Subgrantees and Subcontractors
The Subgrantee agrees to permit, and require its subcontractors to permit, SANDAG or its
authorized representatives, upon request, to inspect all Project work, materials, payrolls, and other
data, and to audit the books, records, and accounts of the Subgrantee and its subcontractors
pertaining to the Project.
X. PROJECT COMPLETION, AUDIT, SETTLEMENT, AND CLOSEOUT
A. Project Completion
Within 90 calendar days following Project completion or termination by SANDAG, the Subgrantee
agrees to submit a final invoice of Project expenses and final reports, as applicable. All payments
made to the Subgrantee shall be subject to review for compliance by SANDAG with the
requirements of this Agreement and shall be subject to an audit upon completion of the Project.
B. Project Audit
The Subgrantee agrees to have financial, performance, and compliance audits performed as
SANDAG may require. The Subgrantee agrees that Project closeout will not alter the Subgrantee's
audit responsibilities. Audit costs are allowable Project costs.
C. Performance Audit
The Subgrantee agrees to cooperate with SANDAG with regard to any performance audit that is
performed on the Project.
D. Project Closeout
Project closeout occurs when SANDAG notifies the Subgrantee that SANDAG has closed the
Project, and, if applicable, either forwards the final grant funding payment and or acknowledges that
the Subgrantee has remitted the proper refund. The Subgrantee agrees that Project closeout by
SANDAG does not invalidate any continuing requirements imposed by the Agreement or any unmet
requirements set forth in a written notification from SANDAG.
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XI. TIMELY PROGRESS AND RIGHT OF SANDAG TO TERMINATE
A. Subgrantee shall make diligent and timely progress toward completion of the Project within the
timelines set forth in the Project Schedule, and consistent with Board Policy No. 035 and any policy
amendments thereto.
B. In the event Subgrantee encounters or anticipates difficulty in meeting the Project Schedule, the
Subgrantee shall immediately notify the SANDAG Project Manager in writing, and shall provide
pertinent details, including the reason(s) for the delay in performance and the date by which
Subgrantee expects to complete performance or delivery. This notification shall be informational in
character only and receipt of it shall not be construed as a waiver by SANDAG of a project delivery
schedule or date, or any rights or remedies provided by this Agreement, including Board Policy
No. 035 requirements.
C. Subgrantee agrees that SANDAG, at its sole discretion, may suspend or terminate all or any part of
the grant funding if the Subgrantee fails to make reasonable progress on the Project and/or violates
the terms of the Agreement or Board Policy No. 035, or if SANDAG determines that the purpose of
the laws or policies authorizing the Project would not be adequately served by the continuation of
grant funding for the Project.
D. In general, termination of grant funding for the Project will not invalidate obligations properly
incurred by the Subgrantee before the termination date to the extent those obligations cannot be
canceled. If, however, SANDAG determines that the Subgrantee has willfully misused grant funding
by failing to make adequate progress, or failing to comply with the terms of the Agreement,
SANDAG reserves the right to require the Subgrantee to refund to SANDAG the entire amount of
grant funding provided for the Project or any lesser amount as SANDAG may determine.
E. Expiration of any Project time period established in the Project Schedule will not, by itself, automatically
constitute an expiration or termination of the Agreement for the Project, however, Subgrantee must
request and SANDAG may agree to amend the Agreement in writing if the Project Schedule will not be
met. An amendment to the Project Schedule may be made at SANDAG’s discretion if Subgrantee’s
request is consistent with the provisions of Board Policy No. 035 and the funding source supplying the
grant funds to SANDAG.
XII. CIVIL RIGHTS
The Subgrantee agrees to comply with all applicable civil rights laws, regulations and policies and shall
include the provisions of this section in each subagreement, lease, third-party contract or other legally
binding document to perform work funded by this Agreement. Applicable civil rights laws, regulations and
policies include, but are not limited to, the following:
A. Nondiscrimination
SANDAG implements its programs without regard to income level, disability, race, color, and
national origin in compliance with the Americans with Disabilities Act and Title VI of the Civil Rights
Act. Subgrantee shall prohibit discrimination on these grounds, notify the public of their rights under
these laws, and utilize a process for addressing complaints of discrimination. Furthermore,
Subgrantee shall make the procedures for filing a complaint available to members of the public and
will keep a log of all such complaints. Subgrantee must notify SANDAG immediately if a complaint
is lodged that relates to the Project or program funded by this grant. If Subgrantee receives a Title
VI-related or ADA-related complaint, Subgrantee must notify SANDAG in writing within 72 hours of
receiving the complaint so that SANDAG can determine whether it needs to carry out its own
investigation.
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B. Equal Employment Opportunity
During the performance of this Agreement, Subgrantee and all of its subcontractors, if any, shall not
unlawfully discriminate, harass, or allow harassment, against any employee or applicant for
employment because of sex, race, color, ancestry, religious creed, national origin, disability
(including HIV and AIDS), mental disability, medical condition (cancer), age (over 40), marital
status, denial of family and medical care leave, denial of pregnancy disability leave, veteran status,
or sexual orientation. Subgrantee and its subcontractors shall ensure that the evaluation and
treatment of their employees and applicants for employment are free from such discrimination and
harassment. Subgrantee and its subcontractors shall comply with the provisions of the Fair
Employment and Housing Act (California Government Code Section 12900, et seq.) and the
applicable regulations promulgated thereunder (California Code of Regulations, Title 2, Section
7285.0, et seq.). The applicable regulations of the Fair Employment and Housing Commission
implementing California Government Code Section 12990 (a-f), set forth in Chapter 5 of Division 4
of Title 2 of the California Code of Regulations, are incorporated into this Agreement by this
reference and are made a part hereof as if set forth in full. Subgrantee and its subcontractors shall
give written notice of their obligations under this clause to labor organizations with which they have
a collective bargaining or other agreement.
XIII. DISPUTES AND VENUE
A. Choice of Law
This Agreement shall be interpreted in accordance with the laws of the State of California.
B. Dispute Resolution Process
In the event Subgrantee has a dispute with SANDAG during the performance of this Agreement,
Subgrantee shall continue to perform unless SANDAG informs Subgrantee in writing to cease
performance. The dispute resolution process for disputes arising under this Agreement shall be as
follows:
1. Subgrantee shall submit a statement of the grounds for the dispute, including all pertinent
dates, names of persons involved, and supporting documentation, to SANDAG’s Project
Manager. The Project Manager and other appropriate SANDAG staff will review the
documentation in a timely manner and reply to Subgrantee within 20 calendar days. Upon
receipt of an adverse decision by SANDAG, Subgrantee may submit a request for
reconsideration to SANDAG’s Chief Executive Officer or designee. The request for
reconsideration must be received within ten calendar days from the postmark date of
SANDAG’s reply. The Chief Executive Officer or designee will respond in writing to the request
for reconsideration within ten working days.
2. If Subgrantee is dissatisfied with the results following exhaustion of the above dispute resolution
procedures, Subgrantee shall make a written request to SANDAG for appeal to the SANDAG
Regional Planning Committee. SANDAG shall respond to a request for mediation within 30
calendar days. The decision of the Regional Planning Committee shall be final.
C. Venue
If any action is brought to interpret or enforce any term of this Agreement, the action shall be
brought in a state or federal court situated in the County of San Diego, State of California. In the
event of any such litigation between the parties, the prevailing party shall be entitled to recover all
reasonable costs incurred, including reasonable attorney’s fees, litigation and collection expenses,
witness fees, and court costs as determined by the court.
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XIV. ASSIGNMENT
Subgrantee shall not assign, sublet, or transfer (whether by assignment or novation) this Agreement or
any rights under or interest in this Agreement.
XV. INDEMNIFICATION AND HOLD HARMLESS
A. Generally
With regard to any claim, protest, or litigation arising from or related to the Subgrantee’s
performance in connection with or incidental to the Project or this Agreement, Subgrantee agrees to
defend, indemnify, protect, and hold SANDAG and its agents, officers, Board members, and
employees harmless from and against any and all claims, including, but not limited to prevailing
wage claims against the Project, asserted or established liability for damages or injuries to any
person or property, including injury to the Subgrantee’s or its subcontractors’ employees, agents, or
officers, which arise from or are connected with or are caused or claimed to be caused by the
negligent, reckless, or willful acts or omissions of the Subgrantee and its subcontractors and their
agents, officers, or employees, in performing the work or services herein, and all expenses of
investigating and defending against same, including attorney fees and costs; provided, however,
that the Subgrantee’s duty to indemnify and hold harmless shall not include any claims or liability
arising from the established sole negligence or willful misconduct of SANDAG, its Board of
Directors, agents, officers, or employees.
B. Intellectual Property
Upon request by SANDAG, the Subgrantee agrees to indemnify, save, and hold harmless
SANDAG and its Board of Directors, officers, agents, and employees acting within the scope of
their official duties against any liability, including costs and expenses, resulting from any willful or
intentional violation by the Subgrantee of proprietary rights, copyrights, or right of privacy, arising
out of the publication, translation, reproduction, delivery, use, or disposition of any data furnished
under the Project. The Subgrantee shall not be required to indemnify SANDAG for any such liability
caused solely by the wrongful acts of SANDAG employees or agents.
XVI. INDEPENDENT CONTRACTOR
A. Status of Subgrantee
Subgrantee shall perform the services provided for within this Agreement as an independent
contractor, and not as an employee of SANDAG. Subgrantee shall be under the control of
SANDAG as to the result to be accomplished and not the means, and shall consult with SANDAG
as provided for in the Scope of Work. The payments made to Subgrantee pursuant to this
Agreement shall be the full and complete compensation to which Subgrantee is entitled. SANDAG
shall not make any federal or state tax withholdings on behalf of Subgrantee. SANDAG shall not be
required to pay any workers’ compensation insurance on behalf of Subgrantee. Subgrantee agrees
to indemnify SANDAG for any tax, retirement contribution, social security, overtime payment, or
workers’ compensation payment which SANDAG may be required to make on behalf of Subgrantee
or any employee of Subgrantee for work done under this Agreement.
B. Actions on Behalf of SANDAG
Except as SANDAG may specify in writing, Subgrantee shall have no authority, express or implied,
to act on behalf of SANDAG in any capacity whatsoever, as an agent or otherwise. Subgrantee
shall have no authority, express or implied, to bind SANDAG or its members, agents, or employees,
to any obligation whatsoever, unless expressly provided for in this Agreement.
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XVII. SEVERABILITY AND INTEGRATION
If any provision of the Agreement is determined invalid, the remainder of that Agreement shall not be
affected if that remainder would continue to conform to the requirements of applicable laws or regulations.
This Agreement with its attachments and the resolution from Subgrantee’s governing body submitted with
its application, represents the entire understanding of SANDAG and Subgrantee as to those matters
contained in it. No prior oral or written understanding shall be of any force or effect with respect to those
matters covered herein. This Agreement may not be modified or altered except in writing, signed by
SANDAG and the Subgrantee.
XVIII. SIGNATURES
The individuals executing this Agreement represent and warrant that they have the legal capacity and
authority to do so on behalf of their respective legal entities.
IN WITNESS WHEREOF, the parties have executed this Agreement as of the date written above.
SAN DIEGO ASSOCIATION OF
GOVERNMENTS
CITY OF CHULA VISTA
SUSAN HUNTINGTON DATE
Director of Financial Planning, Budgets,
and Grants
MARIA KACHADOORIAN DATE
City Manager
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ATTACHMENT A
SCOPE OF WORK, SCHEDULE, AND PROJECT BUDGET
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ATTACHMENT B
PASS-THROUGH PROVISIONS FROM REAP AGREEMENT
The following pages are labeled as REAP Terms and Conditions and are a copy of Exhibit D to
SANDAG’s Agreement with HCD (HCD Agreement). The HCD Agreement requires compliance with the
Local Government Planning Support Grant Program (Health & Safety Code §50515.2 et seq.) The REAP
Terms and Conditions refer to SANDAG as Grantee. Section 8b of the document requires that if SANDAG
enters into any contracts with subrecipients such as Subgrantee as a result of the HCD Agreement, such
contract must contain all the provisions in the HCD Agreement.
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ATTACHMENT C
PERFORMANCE MEASURES
Instructions
In 2020, the San Diego region permitted 10,883 units of housing. In order to meet the housing goals of
the 6th cycle of Regional Housing Needs Assessment (RHNA), the region must produce significantly
more housing. The following form is to be used for satisfying the quarterly reporting requirements and
performance measures of the Housing Acceleration Program (HAP) funded by the Regional Early Action
Planning (REAP) Grant from the California Department of Housing and Community Development (HCD).
Pursuant to the terms of the Grant Agreement, Subgrantee will be required to provide quarterly reports
and a more detailed Final Progress Report at the end of the grant term. The quarterly report utilizing this
form must be submitted to SANDAG within 30 days following receipt of funds and thereafter each quarter
until the expiration of the grant. A Subgrantee will not be eligible for reimbursement from SANDAG unless
it has submitted its reports by the timelines required by SANDAG.
Performance Period Quarterly Report Due Date
January-March 2022 April 30, 2022
April-June 2022 July 30, 2022
July-September 2022 October 31, 2022
October-December 2022 January 31, 2023
January-March 2023 April 30, 2023
April-June 2023 July 30, 2023
Unless SANDAG directs otherwise, Subgrantee must submit its quarterly report to SANDAG using a
Microsoft Form that will be sent to Subgrantee each quarter. This document will show the information that
will be required in the quarterly reports from each Subgrantee and will be followed by the list of
performance measures that will be used for the Final Progress Report. Due to funding availability and
time constraints for the Subgrantee, Cycle 1 HAP grants are focused on planning activities that will
accelerate housing development rather than production of new housing infrastructure, however, the
performance measure information in the Final Progress Report will serve as a baseline for future HAP
grant cycles, assist SANDAG in identifying best practices, and support alignment with the 2021 Regional
Plan and other SANDAG grant programs.
Overview
Provide an overview of the project, including challenges, limiting factors, opportunities and solutions
unique to the jurisdiction. The section should also discuss the overall approach, goals and high-level
summary of the status of the project.
Project Highlights, Accomplishments and Best Practices
Provide highlights regarding the overall project from the last quarter and any accomplishments resulting
from the efforts in implementing the project. This section also may list and explain some of the best
practices occurring through the project. This section can highlight the Subgrantee’s efforts and can
include a wide-ranging variety of efforts that facilitate housing impacts such as engaging stakeholders,
building support for housing, major progress in accelerating housing processes, updates on use of
consultants, contractors, or new staff to implement the project, and technical assistance outcomes.
Status of Activities
Provide a description of each of the major activities in the Subgrantee’s project. Based on the description
of the activities Subgrantee committed to perform in its Grant Agreement, Subgrantee will provide status
reports describing progress on milestones and deliverables completed.
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Column 1 of the status table is entitled Activity Category. This column will be completed with the
relevant activity category (i.e., relationship to regional transit, further planning to support regional
mobility hub implementation strategy, prohousing policy implementation, housing equity, partnerships
(if applicable), and sustainability).
Column 2 will include a brief description of the milestone or deliverable completed.
Columns 3 and 4 will report the amount of money allocated to each activity and how much has been
expended per activity as of the end of the quarter.
Column 5 will describe the overall timing of the project with beginning and anticipated completion
dates.
Column 6 will include a general status (i.e., not yet started, in progress, complete) and anticipated
upcoming milestones.
Column 7 will qualitatively and quantitatively, where possible, describe the impact on housing as a
result of the activity. Qualitative data should be based on the performance measure metrics that
Subgrantee will be required to report on at the end of grant term in the Final Progress Report.
Summary of Work Completed in Prior Quarter
1 2 3 4 5 6 7
Activity
Category
Description of
Milestone or
Deliverable
Completed
Dollar
Amount
Allocated to
Activity
Dollar
Amount
Expended
Thus Far
Anticipated
Completion
Date
Status Description of
How Milestone
or Deliverable
Achieves
Progress on a
Performance
Measure
Summary of Housing Production Indicators
Provide a narrative overview of housing production indicators and a summary of building permits,
certificates of occupancy, or other completed entitlements issued by the jurisdiction, as applicable.
SANDAG recognizes HAP funds may not begin to impact housing production completed in 2020, but that
years’ numbers may be used as a baseline or context for indicating housing production at a jurisdictional
scale. Baseline year will be the 2021 calendar year and current year will be 2022 for purposes of the Final
Progress Report. Subgrantee may add any anticipated changes and limiting or confounding factors
potentially impacting the effectiveness of the activities. Additionally, Subgrantee may discuss other
indicators of housing production and numerical outcomes that are based on the performance measure
metrics that Subgrantee will be required to report on at the end of grant term in the Final Progress Report.
Indicators of Housing Production in Prior Quarter
Provide documentation of the anticipated increase in housing production (for example, the anticipated
increase in the number of building permits processed due to staff augmentation funded by the grant), as
well as the actual increase in housing production. In order to maintain grant funding, Subgrantee must, at
a minimum, achieve 80% of its stated housing production goals within the grant project term.
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Housing Production
Indicator
Baseline
Year (2022)
Current
Year
Cumulative
Change
Notes
Housing Building Permits
Issued in Prior Quarter
Certificates of Occupancy
Issued for Housing in
Prior Quarter
Completed Entitlements
in Prior Quarter
Other
Other
Other
Performance Measures Metrics to Be Provided in Final Progress Report
Below are examples that could be used, depending on the type of project funded through the HAP.
Number of housing units produced during the grant term (total, type, affordable, and per acre)
Number of housing units produced during the grant term that are affordable to lower income
households
Amount of time to approve housing permits at the end of the grant term.
Amounts charged by Subgrantee to developers per unit of housing at the end of the grant term
Number of improvements to the mix of land use types (multifamily, single-family, and non-residential)
in jurisdiction
Number of acres Subgrantee avoided converting from agricultural, natural, or working lands to land
eligible for development
Number of new or enhanced active transportation capital and infrastructure projects completed during
the grant term
Number of projects providing new or enhanced connectivity to the non-automotive transportation
network during the grant term
Number of improved neighborhood projects with safety features to promote active mobility completed
during the grant term
Number of new linkages to transit and/or pedestrian and bicycle infrastructure created during the
grant term
Number of new infrastructure services created in areas of concentrated poverty or similar areas
during the grant term
Number of new housing units created during the grant term in mobility hub areas identified in the
2021 Regional Plan
Number of individual persons reached by Subgrantee using direct engagement with community
stakeholders concerning the topics of affordable housing or sustainable development during the grant
term
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Number of existing housing units available and affordable within jurisdiction
Number of affordable housing units available for ownership or rent
Number of housing units located on an infill site surrounded by urban uses such as shopping,
restaurants, and jobs available to rent or own
Number of housing units produced during the grant term (total, type, affordable, and per acre)
Number of housing units produced during the grant term that are affordable to lower income
households
Additional Information
Provide any applicable additional information as necessary to demonstrate the status and impacts of the
overall project.
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v . 0 0 1 P a g e | 1
June 22, 2022
ITEM TITLE
Downtown Parking Management Plan
Location: Downtown Parking District, bounded by E Street to the north, Del Mar Avenue to the east,
Garrett Avenue to the west, and H Street to the south.
Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California
Environmental Quality Act (CEQA) State Guidelines; therefore, pursuant to State Guidelines Section
15060(c)(3) no environmental review is required.
Recommended Action
There is no action required from the Planning Commission as this is an informational item.
SUMMARY
The Downtown Parking Management Plan (the “Downtown PMP”) (Attachment 1) analyzes existing and
projected future parking conditions within the Downtown Parking District (the “Parking District”) and
provides a series of recommendations to optimize parking facilities and parking availability throughout the
Parking District. The methods, findings, and conclusions of the Downtown PMP are being presented to the
Planning Commission for input prior to City Council action on the Downtown PMP, which is tentatively
scheduled for August 2022.
HOUSING IMPACT STATEMENT
The Downtown PMP discusses parking issues only within the Parking District. There is no impact to existing,
or future, housing within the Parking District due to this study.
ENVIRONMENTAL REVIEW
The Director of Development Services has reviewed the proposed activity for compliance with the CEQA
and has determined that the activity is not a “Project” as defined under Section 15378 of the State CEQA
Guidelines; therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines, the activity is not
subject to CEQA. Thus, no environmental review is required.
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P a g e | 2
DISCUSSION
Background
The Parking District encompasses a roughly 120-acre area in downtown Chula Vista bounded by E Street to
the north, Del Mar Avenue to the east, H Street to the south, and Garrett Avenue to the west. Third Avenue,
a major commercial thoroughfare, runs in a north/south direction through the center of the Parking
District. Businesses fronting Third Avenue include bars, restaurants, offices, commercial shops, and
numerous other land uses. Within the Parking District, Third Avenue is characterized by wide sidewalks,
streetscape improvements (such as curb bulb-outs and mid-block crosswalks), numerous store fronts and
bar/restaurant entrances and dining areas, and angled on-street parking, all of which facilitate pedestrian
access and circulation along this roadway. Memorial Park is located on the west side of the Third Avenue,
between G Street and F Street, and the Third Avenue corridor is the site of numerous community-wide
special events, such as the Día de los Muertos Celebration, the Lemon Festival, and Third Avenue Village
Beer Week. Land uses in other areas of the Parking District are for the most part single- and multi-family
residences. Over the past four years, there have been several multi-family redevelopment projects
constructed within the Parking District, including at 288 Center Street (43 units), 230 Church Avenue (29
units), and 252 Church Avenue (31 units).
The Parking District includes 1,5281 public parking spaces, which are located on-street, in surface parking
lots, and in one multi-level parking structure located at 340 F Street (Park Plaza Parking Structure)
(Attachment 2). Of the 1,528 total spaces, approximately 47 percent are available at no charge. Paid
parking facilities include the following:
460 on-street metered spaces ($0.50 per hour)
15 off-street metered spaces at the Norman Park Senior Center ($0.50 per hour)
329 in six surface lots, including 213 in four lots that charge $0.25 per hour and the remaining 116
spaces in two lots charging $0.50 per hour.
Hourly parking fees and parking time limitations within the surface lots (“pay lots”) are governed by Chula
Vista Municipal Code (CVMC) Section 10.56.040. Parking time limitations in the pay lots range from a
maximum of two hours at the Norman Park Senior Center lot to up to 10 hours at pay lots 1, 3, 8, and 10.
Parking fees and time limitations are enforced by the City between the hours of 9:00 am and 6:00 pm every
day of the year except for Sundays and holidays. Parking management activities, including revenue
collection and citations, are performed by the City’s parking management operator, currently, ACE Parking
Management, Inc. Where there are time limitations for on-street parking spaces, the limitations are
communicated to motorists by signs and/or painted curbs.
Previous Actions in the Parking District
The Parking District was formed on July 9, 1963 by Ordinance 847 under the provisions of the Parking
District Law of 1943 (California Streets and Highways Code 31500 – 36745), which allows construction of
parking facilities and imposition of parking fees. The original Parking District boundaries encompassed
1 Including 21 on-street metered spaces located to the north of the Parking District boundary, but which are managed by
the City in the same manner as the other 475 meters.
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P a g e | 3
Third Avenue between E Street and G Street and for the most part did not extend to the current eastern and
western boundaries of Del Mar Avenue and Garrett Avenue. In 1980, the City adopted the in-lieu parking
fee program, which was codified in CVMC Section 19.62.040. As described in CVMC Section 19.62.040A, the
off-street parking requirement for a nonresidential use within a parking district is considered to be met
provided that the proposed project pays the required fees. The amount of the in-lieu fee is calculated using
the equation in Resolution No. 1980-9943, which is based in part on the fair market value of the land
needed to accommodate a single surface parking space.
On December 15, 1983, the City Council adopted Resolution No. 461, Reciprocal Agreement of Easements
and Declarations Establishing Restrictions and Covenants for the Town Center Focus Area Including
Provisions for the Maintenance and Management of the Town Centre Parking Facility (Reciprocal Access
Agreement). The Reciprocal Access Agreement was between the City and the owners of six commercial
parcels located immediately adjacent to the Park Plaza Parking Structure. Existing uses on these parcels
include commercial office, medical office, restaurant, retail, and fitness center. The adjacent One Park
Apartments, located to the south and west of the structure, was not a part of the Reciprocal Access
Agreement. Under the Reciprocal Access Agreement, Centre City Associates, Limited Commercial (CCAL-C),
then owner of three of the six adjacent parcels, assumed responsibility for maintenance and operation of
the parking structure, which was completed in February 1984.
The Reciprocal Access Agreement for the Park Plaza Parking Structure had a term of 35 years and expired
in December 2018. With this expiration, the City assumed financial responsibility for all maintenance and
operation of the structure and issued a new contract to a professional parking management firm for routine
maintenance activities.
In 2007, the City completed a Downtown Parking Management Study. This study included an inventory of
existing parking facilities, analysis of existing and future parking demand and turnover, and an evaluation
of management practices. The 2007 study provided a series of recommendations related to parking
management, policies, operations, marketing, enforcement, revenue control, facilities, alternate modes of
travel, and parking requirements. Two of the more notable recommendations from this study are as
follows:
Transfer Parking District management and enforcement functions from the City to a professional
parking management firm (completed in September 2009 via Resolution No. 2016-216); and
Expansion of the Parking District boundaries to encompass the area bounded by E Street to the
north, Del Mar Avenue to the east, H Street to the south, and Garrett Avenue to the west
(accomplished in October 2009 via Ordinance No. 3139)
The current draft Downtown Parking Management Study is the successor to the 2007 study.
Current Draft Downtown Parking Management Plan
The City circulated Request for Proposal P21-1718 for the current Downtown Parking Management Study
in April 2018 and after careful consideration of responses from four qualified consultants by an
interdepartmental City review panel, the contract was awarded to Chen Ryan Associates via Resolution No.
2018-179 in August 2018. The objectives of the study are as follows:
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P a g e | 4
Develop a more holistic understanding of public parking demand within the Parking District,
accounting for how the demand varies spatially, temporally, and is specific to various destinations
within the study area
Assess the City’s parking infrastructure and operational practices
Forecast near-term parking demand within the project study area based on historical growth
patterns
Provide recommendations to efficiently utilize parking resources and manage future parking
demand
Data collection, including a parking inventory, occupancy counts, and a series of in-person and on-line
surveys of Parking District users, was completed primarily during the summer and fall of 2018 and the
results were documented in the Existing Conditions Report, which was completed in June 2019.
Subsequent data collection and surveys were completed in November 2019 in connection with the Norman
Park Senior Center. The parking data and surveys, conducted prior to statewide stay-at-home orders in
connection with the COVID-19 global pandemic, remain valid for the purposes of the study and its
recommendations. Since most businesses were closed during the stay-at-home orders, parking patterns
were significantly disrupted; therefore, the data from 2018 and 2019 is more typical of normal operations.
Parking demand analysis in the Downtown PMP showed that there is adequate parking supply for existing
conditions. “Adequate” parking supply reflects no more than 85% occupancy within a 1/8-mile radius. The
future parking demand was estimated based on a review of entitled projects in the Parking District and a
projection of potential development. If redevelopment occurs as modeled in this analysis, an additional 218
spaces would need to be accommodated. The recommendations in the Downtown PMP support this
eventuality through the increase in parking fees and re-evaluation of the in-lieu fees that will contribute to
the construction of a future parking structure.
Given the expiration of the Reciprocal Access Easement for the Park Plaza Parking Structure, the City
engaged a structural engineer in 2019 to evaluate the integrity of the parking structure and conducted
additional research and analysis to estimate short-term and long-terms costs associated with operating the
structure.
Local businesses within the Parking District were severely impacted by the closure of indoor spaces
brought on by public health restrictions in response to the COVID-19 pandemic. To minimize economic
impacts to businesses the City allowed businesses to utilize Curb Cafés. Since this was a significant change
within the Parking District during the timeframe of the study, the City conducted a series of surveys to
track the development and evolution of the Curb Café2 program along Third Avenue to document its effect
on parking supply. The Curb Café program has a sunset date of July 31, 2023, and the Downtown PMP
provides a series of recommendations if the City considers extending the sunset date. This analysis is
included in Chapter 5 of the Downtown PMP. The City also commissioned research and analysis on Electric
Vehicle (EV) use in Chula Vista, the South Bay, and San Diego County to project EV parking demand and to
2 Outdoor dining areas within the public right-of-way for restaurants, bars, and breweries. The Curb Café structures
temporarily replace existing metered spaces along Third Avenue in accordance with Ordinance No. 3508, which modified
CVMC Section 12.28.30.
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P a g e | 5
develop criteria for the siting of EV charging stations in the Downtown area (see Chapter 6 of the
Downtown PMP).
CONCLUSION
The Downtown PMP makes the following recommendations:
Recommendations Rationale Benefits
1. Convert All Parking District
Meters (Except Norman
Park) to Smart Meters
Current parking meters do not accept
more convenient forms of payment
(credit card), thereby discouraging some
users.
Increases the utility of parking meter
infrastructure, is more convenient for
users and provides easier enforcement.
2. Shift Parking Enforcement
Time to Between 10AM
and 8PM
The current hours of parking
enforcement, between 9AM and 6PM do
not coincide with the operating hours of
most businesses along Third Avenue.
Facilitates parking turnover between
6PM and 8PM and encourages use by
patrons/shoppers.
3. Revise Parking User Fees
Meters: $0.75/hour
Surface Lots: $0.50/hour
Current parking user fees would not be
enough to support credit card payments.
Enables feasibility of accepting credit
card payment and funds future capital
projects
4. Update Wayfinding and
Information Signage within
the Parking District
Parking information signage within
Parking District is limited and
inconsistent.
Improved information about parking
locations and availability for visiting
motorists.
5. Revise Downtown Parking
In-Lieu Fee Program
Existing In-Lieu Fee program does not
meet the needs of expected costs of
providing for future parking demand.
Aligns Parking In-Lieu Fee program with
costs of providing for future parking
demand.
6. Facilitate Non-Vehicular
Transportation Modes to
the Parking District
Limited end-of-trip facilities for bicycles
and micro-mobility and limited pedestrian
and transit stop amenities within Parking
District
Facilitates usage of other forms of
transportation to access destinations
within the Parking District, reducing
parking demand.
7. Park Plaza Parking
Structure Improvement
and maintenance
Institute parking fees:
$0.50/hour
The City is now responsible for Park Plaza
parking structure maintenance and
repairs.
Provides funding for maintenance and
operation and to make improvements to
the largest parking facility within the
Parking District.
Facilitates parking turn-over
8. Curbside Management
Lack of short-term parking and
commercial loading locations along Third
Avenue
Accommodates a variety of users, each
with varying peak demand times.
Reduces double-parking along Third
Avenue
9. Modify Parking Restrictions
at Norman Park Senior
Center Parking Lot
Remove meters, increase
time limit to 4 hours.
Current time restrictions (two hours) are
not compatible with Norman Park Senior
Center activities.
Facilitate access to and use of the
center.
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P a g e | 6
Recommendations Rationale Benefits
10. Demand Management
Plans for Large Events
Event attendees may be unaware of
parking locations for large public events
held in Downtown Chula Vista.
Increases utilization of available parking
spaces.
Improves event attendee perception of
parking within the Parking District.
Reduces congestion from motorists
searching for parking spaces.
11. Expansion of Parking
District Area to include all
existing parking meters
Approximately 21 parking meters are
located to the north of the Parking
District boundaries, but which are
managed in the same manner as meters
inside the Parking District.
All meters are encompassed within the
Parking District, facilitating
management.
Next Steps
Staff intends to bring a resolution for consideration to approve the Downtown PMP for City Council
consideration in August 2022. If the resolution is approved, staff will implement recommendations as
directed by City Council.
DECISION-MAKER CONFLICT
Staff has reviewed the property holdings of the Planning Commission and has found that Chair Zaker has
real property holdings within 1,000 feet, but beyond 500 feet, of the boundaries of the property which is
the subject of this action. Staff has determined that the decision could ultimately change the parcel’s
character, and/or market value. Consequently, pursuant to California Code of Regulations Title 2, sections
18700 and 18702.2(a)(8), this item presents a disqualifying real property-related financial conflict of
interest under the Political Reform Act (Cal. Gov't Code § 87100, et seq.) for the above-identified member
Staff is not independently aware and has not been informed by any Planning Commission member, of any
other fact that may constitute a basis for a decision-maker conflict of interest in this matter.
FISCAL IMPACT
This is an informational item to the Planning Commission. There is no fiscal impact associated with the
Planning Commission hearing the report.
ATTACHMENTS
Attachment 1 – Draft Downtown Parking Management Plan, dated June 2022
Attachment 2 - Existing Parking Supply Diagram
Staff Contact: Scott Barker, Transportation Engineer
Tiffany Allen, Deputy City Manager & Director of Development Services
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Downtown Chula Vista
Parking Management Plan
ES- 1
Executive Summary
The Downtown Parking Management Plan analyzes existing and projected future parking conditions
within the Downtown Parking District (Parking District) and provides a series of recommendations to
optimize parking facilities and parking availability throughout the Parking District. The objectives of
the study are as follows:
Develop a more holistic understanding of public parking demand within the Parking District,
accounting for how the demand varies spatially, temporally, and is specific to various
destinations within the study area
Assess the City’s parking infrastructure and operational practices
Forecast near-term parking demand within the project study area based on historical growth
patterns
Provide recommendations to efficiently utilize parking resources and manage future parking
demand
Data collection, including a parking inventory, occupancy counts, and a series of in-person and on-
line surveys of Parking District users, was completed primarily during the summer and fall of 2018
and the results were documented in the Existing Conditions Report, which was completed in June
2019. The parking data and surveys, conducted prior to statewide stay-at-home orders in connection
with the COVID-19 global pandemic, remain valid for the purposes of the study and its
recommendations. Since most businesses were closed during the stay-at-home orders, parking
patterns were significantly disrupted; therefore, the data from 2018 is more typical of normal
operations.
The data collected showed that there is adequate parking supply for existing conditions. “Adequate”
parking supply reflects no more than 85% occupancy within a 1/8-mile radius. The future parking
demand was estimated based on a review of entitled projects in the Parking District and a projection
of potential development. If redevelopment occurs as modeled in this analysis, an additional 218
spaces would need to be accommodated. The recommendations in the Downtown PMP support this
eventuality through the increase in parking fees and re-evaluation of the in-lieu fees that will
contribute to the construction of a future parking structure.
The Downtown PMP included a series of surveys to track the development and evolution of the Curb
Café 1 program along Third Avenue to document its effect on parking supply. The Curb Café program
has a sunset date of July 31, 2023, and the Downtown PMP provides a series of recommendations if
the City considers extending the sunset date. The Downtown PMP also includes research and
analysis on Electric Vehicle (EV) use in Chula Vista, the South Bay, and San Diego County to project
EV parking demand and to develop criteria for the siting of EV charging stations in the Downtown
area.
The Downtown PMP makes the following recommendations:
1 Outdoor dining areas within the public right-of-way for restaurants, bars, and breweries. The Curb Café structures
temporarily replace existing metered spaces along Third Avenue in accordance with Ordinance No. 3508, which modified
CVMC Section 12.28.30.
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Downtown Chula Vista
Parking Management Plan
ES- 2
Recommendations Rationale Benefits
1. Convert All Parking
District Meters (Except
Norman Park) to Smart
Meters
Current parking meters do not accept more
convenient forms of payment (credit card),
thereby discouraging some users.
Increases the utility of parking meter
infrastructure, is more convenient for
users and provides easier enforcement.
2. Shift Parking
Enforcement Time to
Between 10AM and
8PM
The current hours of parking enforcement,
between 9AM and 6PM do not coincide with
the operating hours of most businesses along
Third Avenue.
Facilitates parking turnover between
6PM and 8PM and encourages use by
patrons/shoppers.
3. Re-assess Parking
User Fees
Meters: $0.75/hour
Surface Lots:
$0.50/hour
Current parking user fees would not be
enough to support credit card payments.
Enables feasibility of accepting credit
card payment and funds future capital
projects
4. Update Wayfinding
and Information
Signage within the
Parking District
Parking information signage within Parking
District is limited and inconsistent.
Improved information about parking
locations and availability for visiting
motorists.
5. Revise Downtown
Parking In-Lieu Fee
Program
Existing In-Lieu Fee program does not meet
the needs of expected costs of providing for
future parking demand.
Aligns Parking In-Lieu Fee program with
costs of providing for future parking
demand.
6. Facilitate Non-
Vehicular
Transportation Modes
to the Parking District
Limited end-of-trip facilities for bicycles and
micro-mobility and limited pedestrian and
transit stop amenities within Parking District
Facilitates usage of other forms of
transportation to access destinations
within the Parking District, reducing
parking demand.
7. Park Plaza Parking
Structure Improvement
and maintenance
Institute parking fees:
$0.50/hour
The City is now responsible for Park Plaza
parking structure maintenance and repairs.
Provides funding for maintenance and
operation and to make improvements to
the largest parking facility within the
Parking District.
Facilitates parking turn-over
8. Curbside Management Lack of short-term parking and commercial
loading locations along Third Avenue
Accommodates a variety of users, each
with varying peak demand times.
Reduces double-parking along Third
Avenue
9. Modify Parking
Restrictions at Norman
Park Senior Center
Parking Lot
Remove meters,
increase time limit to 4
hours.
Current time restrictions (two hours) are not
compatible with Norman Park Senior Center
activities.
Facilitate access to and use of the
center.
2022-06-22 PC Agenda Page 51 of 251
Downtown Chula Vista
Parking Management Plan
ES- 3
Recommendations Rationale Benefits
10. Demand Management
Plans for Large Events
Event attendees uninformed about parking
locations for large public events held in
Downtown Chula Vista.
Increases utilization of available parking
spaces.
Improves event attendee perception of
parking within the Parking District.
Reduces congestion from motorists
searching for parking spaces.
11. Expansion of Parking
District Area to include
all existing parking
meters
Approximately 21 parking meters are located
to the north of the Parking District
boundaries, but which are managed in the
same manner as meters inside the Parking
District.
All meters are encompassed within the
Parking District, facilitating
management.
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Downtown Chula Vista
Parking Management Plan
Page i
Table of Contents
Executive Summary .............................................................................................................................ES-1
1.0 Introduction......................................................................................................................................1
Context .......................................................................................................................................................1
Location......................................................................................................................................................1
Report Organization...................................................................................................................................3
2.0 Existing Parking Conditions .............................................................................................................4
Parking Supply...........................................................................................................................................4
Destination Based Parking Supply............................................................................................................6
Parking In-Lieu Fee Program.....................................................................................................................8
Revenue Purposes.....................................................................................................................................9
Current Parking Management and Enforcement Practices.....................................................................9
Wayfinding and Parking Information Systems.......................................................................................10
Existing Parking Occupancy ....................................................................................................................10
Park Plaza Parking Structure..................................................................................................................15
3.0 Community Outreach ....................................................................................................................16
Outreach Methods...................................................................................................................................16
Public Outreach Documentation – Survey Results Summary...............................................................17
4.0 Future Parking Conditions ............................................................................................................19
Growth Projections...................................................................................................................................19
Accommodating Long Term Future Demand .........................................................................................20
5.0 Curb Cafés and Parking Supply ....................................................................................................23
Parameters for Curb Cafés and Sidewalk Cafés....................................................................................23
Field Observations and Parking Impacts................................................................................................24
Effect on Parking Supply .........................................................................................................................25
Curb Café Recommendations.................................................................................................................32
6.0 Electric Vehicle Charging Stations ...............................................................................................34
Siting Criteria and Policy Recommendations.........................................................................................34
7.0 Parking Management Program Recommendations ....................................................................38
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Figures
Figure 1.1 -Project Study Area...................................................................................................................................2
Figure 2.1 - Existing Public Parking Supply ................................................................................................................ 5
Figure 2.2 - Estimated Supply of Parking within 1/8 Mile of Destinations .............................................................. 7
Figure 2.3 - Weekday Estimated Parking Occupancy within 1/8th Mile of Destinations – Peak Period of
Time of Day ............................................................................................................................................. 11
Figure 2.4 - Weekend Estimated Parking Occupancy within 1/8th Mile of Destinations – Peak Period of
Time of Day ............................................................................................................................................. 14
Figure 4.1 - Near-Term Parking Occupancy by Block – 11AM to 1PM Weekday Average ..................................... 21
Figure 4.2 - Near-Term Parking Occupancy by Block – 9PM to 11PM Weekday Average .................................... 22
Figure 5.1 - Public Parking Supply Assuming Maximum Number of Curb Cafés ................................................... 26
Figure 5.2 - Estimated Supply of Parking within 1/8th Mile of Destinations Assuming Maximum Number of
Curb Cafés .............................................................................................................................................. 28
Figure 5.3 -Parking Occupancy by Block 11AM to 1PM Weekday Average (Assuming Maximum Number of
Curb Cafés) ............................................................................................................................................. 29
Figure 5.4 - Estimated Supply of Available Parking within 1/8th Mile of Destinations 11AM – 1PM
Weekday Average (Assuming Maximum Number of Curb Cafés ......................................................... 30
Figure 5.5 - Parking Occupancy by Block 9PM to 11PM Weekday Average (Assuming Maximum Number of
Curb Cafés) ............................................................................................................................................. 31
Figure 5.6 - Estimated Supply of Available Parking within 1/8th Mile of Destinations 9PM – 11PM
Weekday Average (Assuming Maximum Number of Curb Cafés) ........................................................ 33
Figure 6.1 - SANDAG EV Map .................................................................................................................................... 35
Figure 6.2 - Surface Lots with Recommended EVCS Installation ........................................................................... 37
Figure 7.1 - Parking District Boundary Expansion Recommendation ..................................................................... 47
Figure 7.2 - New Parking District Boundary ............................................................................................................. 48
Tables
Table 2.1 - Public Parking by Cost and Time Restriction ........................................................................................... 4
Table 2.2 - Summary of Off-Street Public Parking Facilities ...................................................................................... 8
Table 3.1 - Summary of Public Outreach.................................................................................................................. 17
Table 4.1 - Future Parking Generation and Assignment ......................................................................................... 19
Table 5.1 -Summary of Curb Café Parking Occupancy...........................................................................................25
Table 5.2 - Summary of Maximum Parking Spaces Lost per Current Program ..................................................... 27
Table 6.1 - Recommended ECVSs ............................................................................................................................ 36
Table 7.1 - Recommendations Summary ................................................................................................................. 49
Appendices
Appendix A - Downtown Chula Vista Existing Conditions Report
Appendix B - On-Site Parking Capacity and Future Parking Generation
Appendix C - Electric Vehicle Parking Analysis Memo
Appendix D -Parking District Pro-Forma
Appendix E - In-Lieu Fee Program Pro Forma
Appendix F - Third Avenue Village Signage Plan
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1.0 Introduction
Context
This study analyzes existing and projected future parking conditions within the Downtown Chula Vista
Parking District (Parking District) and provides recommendations to manage and accommodate
parking demand within the Parking District. The analysis of near-term parking demand considers
historical development activity, the Parking District’s current parking demand patterns, opportunities
for new parking supply and/or more efficient supply management, and the effect of emerging
mobility options. This study supersedes the 2007 parking management study. The 2007 study
recommended expansion of the Parking District, which was implemented in 2009 by Ordinance
3139.
The primary objective of this study is to develop strategies to ensure abundant existing and future
access to Downtown Chula Vista for all of the various user groups, including visitors, residents,
businesses, and commuters. This study, which provides a road map intended to help the City achieve
this goal, involved the following:
Developing a more holistic understanding of public parking demand within the Parking
District, accounting for how the demand varies spatially, temporally, and is specific to various
destinations within the study area.
Assessing the City’s parking infrastructure and operational practices.
Forecasting near-term parking demand within the project study area based on historical
growth patterns.
Providing recommendations to efficiently utilize parking resources and manage future
parking demand.
During this study, input was solicited from the visitors to the Parking District, the business
community, and City staff. This was supplemented by additional information obtained from a careful
review of the previous study. These recommendations are documented in this report and were also
considered in the development of the proposed recommendations.
Location
The City of Chula Vista (City) is in southern San Diego County and is the second largest city in the
County. The City occupies approximately 50 square miles, extending from San Diego Bay in the west,
to the foothills of the Jamul and San Ysidro Mountains in the east.
Figure 1.1 displays the present Parking District boundary. Downtown Chula Vista is in the northwest
quadrant of the City, and concentrated around Third Avenue, where between E Street and H Street
the corridor has retained much of its traditional “main street” character. The Parking District, plus
the surrounding few blocks which comprise the remainder of the project study area, contain all the
City operated parking meters and other time-limited parking serving Downtown Chula Vista.
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Downtown Chula Vista Parking Management Plan Figure 1.1
Project Study Area
Project
Location
City of
Chula Vista
Off-Street Public Parking
Current Parking District
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Report Organization
Following the introductory chapter, this study is organized into the following chapters:
Chapter 2 – Existing Conditions documents existing parking conditions within the study area. The
chapter inventories the Parking District’s parking infrastructure, reports on parking occupancy
and turnover – which were collected in the August and September of 2018, considers other
forms of mobility present within the study area, and examines the City’s current Parking In-Lieu
Fee program.
Chapter 3 – Community Outreach: summarizes the input received from all stakeholder
engagement efforts undertaken during the study, which included the administration of survey
questionnaires to the public and business community, presence at community events, and
facilitation of stakeholder working group meetings with the Third Avenue Village Association
(TAVA), the business community representing the Third Avenue Village area of Downtown Chula
Vista.
Chapter 4 – Future Conditions: forecasts future parking conditions based on anticipated
redevelopment, its projected demand, and changes in parking supply.
Chapter 5 – Curb Cafés and Parking Supply: analyzes the impacts that Curb Cafés have on
parking occupancy and provides recommendations related to the Parking District.
Chapter 6 – Electric Vehicle Charging Stations: analyzes the Parking District’s current Electric
Vehicle Charging Stations (EVCS) coverage and provides recommendations related to the EVCS
standards for the Parking District.
Chapter 7 – Parking Management Program: synthesizes the findings from the preceding
chapters to develop a set of recommendations to manage future parking demand within the
Parking District.
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2.0 Existing Parking Conditions
This chapter provides a high-level summary of the project study area’s supply of public on-street and
off-street parking, its parking occupancy (examined in the August and September of 2018, and
November 2019 2) and examines the City’s parking management practices. Appendix A, the
Downtown Chula Vista Existing Conditions Report, completed in June of 2019, examines these topics
in much greater detail. Parking demand declined severely starting in March 2020 during the COVID-
19 pandemic. The 2018/2019 dated is used in this report to better approximate normal conditions.
For discussion relating to the City of Chula Vista’s measures in response to the COVID-19 pandemic,
refer to Chapter 5.
Parking Supply
The Downtown Parking District currently maintains 1,528 public parking spaces both on-street and
within eight off-street facilities (I.e., surface lots and the Park Plaza Parking Structure). Table 2.1
summarizes the public parking supply of the Parking District by cost and time restriction. About 47%
of the Parking District’s supply is free. All but 20 spaces within the Parking District have either a cost,
a time restriction, or both. Cost and time restrictions to parking spaces are enforced between 9AM
and 6PM on all days of the week, except for Sundays and holidays.
Table 2.1 -Public Parking by Cost and Time Restriction
Cost and Time Restriction Parking District
Supply %of Total
Free Parking – Unlimited Time 20 1.3%
Free Parking – Time Limited 704 46.1%
Paid Parking – Time Limited 804 52.6%
Total 1,528 100%
Source: CR Associates (2022)
The study area for this document also includes on-street parking spaces lying outside of the Parking
District boundaries. Figure 2.1 is a map of the project study area that displays the total public
parking supply along each block segment and within the eight off-street public parking facilities.
Spaces outside of the Parking District include 21 meters, 364 free spaces without time limits, and
67 fee, time-limited spaces. The 21 meters are adjacent to the northern Parking District boundary,
and the City maintains and operates them in the same manner as those inside the Parking District
boundaries. The 670 spaces shown at the Park Plaza Parking Structure includes 637 spaces that
are provided within the footprint of the structure plus 23 that are provided in adjacent surface
parking areas.3
2 Norman Park Senior Center Parking Lot Only
3 An additional 14 Accessible Parking Spaces are provided within the Park Plaza Parking Structure and 9 Accessible
Parking Spaces are provided in the adjacent surface parking area. These Accessible Parking Spaces are not included in
the 670 parking spaces.
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Downtown Chula Vista Parking Management Plan Figure 2.1
Existing Public Parking Supply
Public Off-Street Parking Supply
Pay Lot 1
Pay Lot 2
Pay Lot 3
Park Plaza Parking Structure
Pay Lot 5
Pay Lot 8
Pay Lot 10
Norman Park Senior Center Lot
14
74
118
670
42
53
28
15
Paid Off-Street Public Parking
Free Off-Street Public Parking
Parking Supply#
Metered On-Street Parking Location
Predominantly Metered
On-Street Parking Block
Predominantly Free
On-Street Parking Block
Parking District
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Destination Based Parking Supply
Within urban settings such as the Third Avenue Village, reliance on on-street parking and numerous
small-supply parking lots scattered in various locations is typical. When an area’s collective parking
supply is composed of fragmented and scattered sources, it can often be difficult to conceptualize
how many parking spaces are within a close walking distance of specific destinations. To overcome
that limitation, an analysis approach was developed for this report which summarizes the parking
supply, data collection and future parking demand estimates to each parcel within a 1/8-mile
distance. A 1/8-mile (660 feet) approximates one long-sided block length or two short-sided block
lengths in the typical street grid system in the northwest quadrant of Chula Vista. That distance also
makes for a good approximation of the walking distance from the most remote parking spaces at a
typical major shopping center with a large, consolidated parking lot. Figure 2.2 summarizes paid and
free parking supply to within 1/8-mile of every parcel within the study area.
Parking user fees within the Parking District are regulated by Chula Vista Municipal Code (CMVC)
Section 10.56.020. CVMC Section 10.56.020 establishes parking user fees at the following rates:
Thirty (30) Minute Meters: A $0.25 deposit up to the maximum time limit established for
the zone in which the meter is located; or
Two, Three, and Four-Hour Meters: A $0.25 deposit for each 30-minute interval or a
$0.50 deposit for each one-hour interval up to the maximum legal time limit established
for the zone in which the meter is located; or
Ten (10) Hour Meters: A $0.25 deposit for each one-hour period up to the maximum legal
time limit established for the zone in which the meter is located.
The locations of parking meter zones and paid parking lots (as well as their respective maximum
time limits) are listed within Chapter 13 of the City’s Master Fee Schedule. Parking citation
regulations, including initial citation amount and late payment penalties, are stated in both CVMC
Chapter 10.62 and Chapter 13 of the Master Fee Schedule. Expired meter citations are $25 if paid
within 30 days, and $50 if not paid within 30 days. Parking revenue collection and enforcement
services for the Parking District are provided by a professional parking management firm,
Table 2.2 details the cost, and time restrictions of the eight off-street public parking facilities within
the Parking District. The off-street parking facilities, with their time restrictions in excess of two
hours, are intended to accommodate lower turnover vehicular trips within the Parking District. Except
for the Park Plaza Parking Structure, all the lots are paid parking during enforcement hours.
Additionally, the City also issues quarterly parking permits for $124.50, which allow the permit
holders to park within the Parking District’s off-street public parking lots for an unlimited amount of
time.
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Paid Parking SupplyFree Parking SupplyE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 61 of 251
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Table 2.2 - Summary of Off-Street Public Parking Facilities
Off-Street Facility Time Restriction Cost Supply
Park Plaza Parking Structure 3 Hours Free 670
Pay Lot 1 10 Hours $0.25/hour 14
Pay Lot 2 4 Hours $0.50/hour 74
Pay Lot 3 10 Hours $0.25/hour 118
Pay Lot 5 4 Hours $0.50/hour 42
Pay Lot 8 10 Hours $0.25/hour 53
Pay Lot 10 10 Hours $0.25/hour 28
Norman Park Senior Center Lot 2 Hours $0.50/hour 15
Source: CR Associates (2022)
Parking In-Lieu Fee Program
The City’s Parking In-Lieu Fee program was established in 1980. The In-Lieu Fee program allows for
development projects within the Parking District to accommodate a portion (up to 50%) of their
minimum parking requirements off-site. The regulations governing the Parking In-Lieu Fee program
are codified within CVMC Section 19.62.040. Section 19.62.040A states that:
“For any new nonresidential use, structure or building, required off-street parking which, due
to the size or location of the parcel, cannot be provided on the premises may be provided on
other property not more than 200 feet distant by publicly available pedestrian access from
said use, structure or building, subject to an off-site shared parking agreement with the City
as to permanent reservation of said space and access thereto; or if the proposed
nonresidential use lies within the boundary of a parking district, off-street parking
requirements shall be considered to be met; provided, that any developer of a new
commercial building within a parking district, or a developer of a commercial addition to an
existing building therein, shall pay the required fee(s).”
The method for calculating the In-Lieu Fee is provided Resolution 1980-9943, which is based in part
on the fair market value of the land needed to accommodate each parking space. The City’s Urban
Core Specific Plan dictates eligibility by establishing which zones and uses are able to use the
program. The funds are set-aside for construction of a future parking structure.
It should be noted that the in-lieu fee calculation is currently based on the fair market value of the
land and does not include the costs for the design and construction of additional parking facilities.
The City should consider revising its in-lieu fee program to be more in-line with the actual cost of
providing a parking space. Appendix E provides data on the cost of a parking structure in 2019
dollars. There is an analysis that demonstrates one methodology for calculating an in-lieu fee.
Regardless of the methodology used, it is recommended that the in-lieu fee be aligned with the
current cost of providing additional parking. Chapter 4 provides an analysis of future demand.
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Revenue Purposes
Per CVMC Section 10.56.260, all revenue collected from parking meters in the City are to be
deposited into a special fund and earmarked for any or all of the following purposes:
For the purchasing, leasing, installing, repairing, maintaining, operating, removing, regulating
and policing of parking meters in this City and for the payment of any and all expenses
relating or incidental thereto
For the purchasing, leasing, acquiring, improving, operating and maintaining of off-street
parking facilities in the City
For the installation and maintenance of traffic control devices and signals
For the painting and marking of streets and curbs required for the direction of traffic and
parking of motor vehicles
For the proper regulation, control and inspection of parking and traffic upon the public
streets
To be pledged as security for the payment of principal and interest on off-street parking
revenue bonds issued by the City or any parking district organized within the City (Ordinance
2670 and Ordinance 973).
City operated parking meters are located only within (and immediately adjacent to) the Parking
District boundaries. The City has established the Parking Meter Fund to account for the associated
revenues and expenditures. Parking In-Lieu Fees are deposited into a separate fund (the Town
Center I Parking Fund). Use of the In-Lieu funds is restricted to the purchase or development of off-
street parking sites which will generally and directly benefit the Parking District.
Current Parking Management and Enforcement
Practices
The City has retained a professional parking management firm for parking management and
enforcement services for Downtown Chula Vista since 2009. Under their original agreement 4 with
the City, the contractor’s responsibilities included parking enforcement, parking revenue collection,
and maintenance of parking meter equipment.
Parking Enforcement
Under its contract, the contractor is responsible for staffing enforcement patrol between 9AM and
6PM on Mondays through Saturdays. The Downtown Chula Vista area is overseen by an operations
manager, whose responsibilities include proactively maintaining and repairing parking revenue
equipment. The contractor also maintains an office at 231 3
rd Avenue, Suite F, in Downtown Chula
Vista for the purposes of accepting in-person parking citation payments and appeals, as well as
handling public inquiries regarding the Parking District.
4 In March 2020, parking management contractor was awarded a contract for maintenance of the Park Plaza Parking
Structure.
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Revenue Collection
The parking contractor collects the revenue in the field, tracks the revenue and makes deposits into
an account for the City of Chula Vista three times per week. Credit card transactions at the surface
parking lot multi-space machines are deposited directly into the City’s account. Fees collected from
citations and permits sales are remitted monthly to the City.
Wayfinding and Parking
Information Systems
The existing parking wayfinding signage within Downtown Chula
Vista is primarily designed to meet the standards of the Third
Avenue Village Signage Design Intent Drawings (Third Avenue
Village Signage Plan), Appendix F which was a component of the
Third Avenue Streetscape Master Plan improvement projects
implemented in 2021. The signs were designed to guide patrons
to nearby businesses and attractions. Field review indicates that
all signs were designed to the standard of the plan except for the
parking guiding sign, guiding signage at the Park Plaza Parking
Structure, and the pedestrian paseo 5 guiding sign throughout the
Parking District. Additional signage is needed to guide the public
to under-utilized parking lots.
Existing Parking Occupancy
Data Collection Methodology
Average parking occupancy for a typical weekday and weekend day was calculated within the study
area, plus an additional perimeter of one block outside of the study area through data collection in
the field. Parking occupancy was studied and documented for five different daily time intervals,
representing morning, lunch, afternoon, dinner, and evening periods. Data was collected for those
periods on four weekday dates and four weekend dates occurring between August 29th and
September 16th, 2018. The data collection is consistent with usage prior to the COVID 19 pandemic
and is considered valid. The summaries presented in this chapter consist of averages, by period, for
the four weekday or weekend dates in which data collection took place.
Teams of two data collectors counted parked vehicles on every block and public parking lot within
the study area, plus an additional perimeter of one block outside of the study area, with scheduled
departures taking place at 7AM (morning), 11AM (lunch), 3PM (afternoon), 6PM (dinner), and 9PM
(evening).
Figure 2.3 summarizes weekday peak parking occupancy conditions to within 1/8-mile of
destinations within the project study area by time of day (upper panel) and the percent occupancy
corresponding to that destination’s peak hour (lower panel). A more detailed discussion of parking
occupancy and turnover, including exhibits showing parking occupancy by block and lot for every
collection period is provided in the Existing Conditions Report (Appendix A).
5 Paseos are pedestrian spaces (walkways) that provide linkages between public parking, businesses, and the street
environment.
Downtown Chula Vista Wayfinding
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Weekday Peak Period (Time of Day)Weekday Peak Period OccupancyE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 65 of 251
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The following conclusions and observations were made based on the analysis of weekday parking
occupancy under existing conditions:
Parking utilization of 85% of total capacity is considered to be a good target threshold for
balancing maximum usage and excess capacity.6.
Parking occupancy between E Street and G Street (near most commercial and retail
destinations along Third Avenue) was highest during the mid-day data collection periods
(between 11AM and 5PM). Parking occupancy typically peaks in the residential portions of
the study area (outside of the Parking District boundary and south of Madrona Street) after 6
PM.
Parking occupancy peaks at greater than 85% in many portions of the Parking District south
of Madrona Street, an area which is primarily residential. This is explained by the lower
quantity supply of off-street public parking within this area; and by residential parking
behavior, which is generally lower turnover than commercial.
Peak off-street parking occupancy does not exceed 85% of the parking capacity at any
location except for Pay Lot 5, which reaches full capacity during the 6PM period. This is
explained by the lot’s proximity to several restaurants, and its centrality between the Third
Avenue Village and the residential areas south of Madrona Street, which begins to peak at
this time.
Parking occupancy at off-street parking facilities decreases substantially after 6PM, when
enforcement of on-street metered parking ends.
There are no dedicated short-term parking and commercial loading locations along Third
Avenue within the study area. Currently, short-term and commercial loading areas within the
Parking District are along side streets to Third Avenue. These locations are less convenient
for short-term users who access businesses along Third Avenue. It was noted during field
observations of existing conditions that there were regular instances of delivery vehicles
double-parking along Third Avenue when making deliveries, resulting in blockage of through
traffic and parking areas.
Norman Park Senior Center
Existing parking within the Norman Park Senior Center parking lot does not exceed 85%
utilization. However, community outreach efforts (documented in Chapter 3) indicated that
available parking supply is a high priority for senior center visitors. Outreach findings also
revealed that visitors tend to avoid parking at the parking lots behind the senior center due
to concerns about parking enforcement, since most senior center activities last over two
hours, longer than the maximum period allowed in most of the surrounding parking.
Special Events
Field observations were conducted at the following large community events:
6 Source: Institute of Transportation Engineers – Parking Occupancy Data Collection: https://www.ite.org/technical-
resources/topics/trip-and-parking-generation/parking-occupancy-data-collection/
Metropolitan Area Planning Council – How to do a Parking Study: https://www.mapc.org/resource-library/how-to-do-a-
parking-study/
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o Villains in the Village (Saturday, October 20, 2018)
o Starlight Parade (Saturday, December 1, 2018)
o Lemon Festival (Sunday, August 4, 2019)
During these events there was a general lack of awareness of where to find off-street public
parking. It was observed that much of the public either parked on-street at a further distance
from the events or avoided closer off-street parking locations owing to the perception of
higher cost. Drone observations show that paid public lots are generally at less than 50%
occupancy, whereas on-street (non-metered) parking occupancy is greater than 85%.
Figure 2.4 summarizes weekend peak parking occupancy conditions to within 1/8-mile of
destinations within the project study area by time of day (upper panel) and the percent occupancy
corresponding to that destination’s peak hour (lower panel). The following conclusions were made
based on the analysis of weekend parking occupancy under existing conditions:
Parking occupancy between E Street and G Street generally does not exceed 70% during its peak
periods. West of Third Avenue, in closer proximity to the Park Plaza Parking Structure, peak
occupancy does not typically exceed 50%.
Consistent with weekday observations, peak off-street parking occupancy does not exceed 85% of
the parking capacity at any location except for Pay Lot 5, which reaches full capacity during the 6PM
period. As discussed above, this lot is centrally located within the Parking District, which likely
explains its high level of occupancy.
Consistent with weekday observations, parking occupancy peaks are greater than 85% in many
portions of the Parking District south of Madrona Street, which is primarily residential. This is
explained by the lower quantity supply of parking within this area; and by residential parking
behavior, which is generally lower turnover than commercial.
Some additional conclusions which were observed to be consistent during both weekday and
weekend include:
Commercial land use (mostly between E Street and G Street) and residential land use
(primarily south of Madrona Street and away from Third Avenue) peak time periods are
complimentary. Peaks for commercial land uses tend to occur during the mid-day when most
retail and service businesses are operating. Where dining and drinking establishments are
located, commercial parking demand prolong into the early evening hours. Parking peak
demand for residential land uses tends to occur when typical business hours conclude in the
early evening hours and will continue overnight.
Supply of available parking between E Street and G Street (near most businesses) was
generally observed to be adequate (below 85%) during both weekday and weekend peak
periods. However, there are a few parcels clustered around G Street which straddle between
the study area’s commercial and residential land uses and experience the overlap between
the typical peaks of the two land uses and therefore have less available parking.
The spatial pattern of demand outside of the Parking District south of Madrona Street is
almost identical on both weekday and weekend: Third Avenue between G Street and
Alvarado Street has an occupancy peak between 50% and 70% (forming a yellow core),
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Weekend Peak Period (Time of Day)Weekend Peak Period OccupancyE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 68 of 251
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followed by a concentric (orange) ring of 70% to 85% peak occupancy along Alvarado Street,
on the adjacent to Third Avenue portions of Park Way, G Street, and Roosevelt Street, while
the surrounding outer portions of the study area have peak occupancy of 85% or greater.
Park Plaza Parking Structure
The Park Plaza Parking Structure is a
multi-level public parking facility located
near the southwestern corner of Third
Avenue and F Street. According to the
recorded Notice of Completion for the
project, construction of the structure
was completed in February 1984. The
Park Plaza Parking Structure provides
637 spaces within the footprint of the
structure plus 33 in adjacent surface
parking areas. In addition to the 670
unmarked parking stalls, there are a
total of 23 Accessible parking spaces in
the structure and adjacent areas. This
facility is available for up to three hours
of free public parking as described in
Section 10.56.040 of the Chula Vista Municipal Code and as noted by signs displayed at the parking
structure. Overnight parking is prohibited at the structure.
On December 15, 1983, the Chula Vista City Council adopted Resolution 461, Reciprocal Agreement
of Easements and Declarations Establishing Restrictions and Covenants for the Town Center Focus
Area Including Provisions for the Maintenance and Management of the Town Centre Parking Facility
(Reciprocal Access Agreement). The Reciprocal Access Agreement was between the City and the
owners of six commercial parcels located immediately adjacent to the Park Plaza Parking Structure
at the southwestern corner of Third Avenue/F Street. Existing uses on these parcels include
commercial office, medical office, restaurant, retail, and fitness center. (The One Park Apartments,
located to south and west of the structure, was not a part of the Reciprocal Access Agreement.)
Under the Reciprocal Access Agreement, Centre City Associates, Limited Commercial (CCAL-C), then
owner of three of the six adjacent parcels, assumed responsibility for maintenance and operation of
the parking structure.
The Reciprocal Access Agreement had a term of 35 years and expired in December 2018. The City
has assumed financial responsibility for all maintenance and operation of the structure and issued a
new contract with a parking management contractor for routine maintenance activities. The City
engaged a structural engineer in 2019 to evaluate the structural integrity of the parking structure. It
was determined to have no major structural concerns, and the engineer recommended repairs to
relatively minor instances of cracking and spalling.
Aerial View of the Park Plaza Parking Structure, facing northwest
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3.0 Community Outreach
Various stakeholder groups were engaged during the completion of this study, including residents,
business owners, visitors and senior citizens. Outreach efforts utilized two main approaches:
through the collection of opinion surveys (conducted through mail, in person, and online) and by
presentations to stakeholder groups.
Outreach Methods
The surveys were also promoted through a variety
of strategies, including social media, a project
website, email blasts, meetings and through
targeted “pop-up” outreach at community events.
The target respondents to the surveys were
visitors of the Parking District, business owners,
and the senior citizen patrons of Norman Park
Senior Center. Each group received
questionnaires that were tailored to their
experiences. A total of 42 surveys were received
from visitors to the Parking District, 52 surveys
from business owners and 68 were collected from
senior citizen patrons of Norman Park Senior
Center.
Presentations were conducted on multiple
occasions to solicit feedback to constituent
groups. A list of presentations and outreach event
is documented in Table 3.1. A stakeholder
working group was formed during the completion
of this study, which comprised members of the
Third Avenue Village Association (TAVA) Parking
Subcommittee. City staff and consultant engaged with the subcommittee on two occasions, once
during the analysis of existing conditions and again to solicit feedback on the development of
parking management recommendations. Outreach was paused in March 2020 following shelter-in-
place orders in response to COVID-19.
To bolster the study’s engagement with the senior community of Downtown Chula Vista, a
presentation was made at the Norman Park Senior Center prior to that center’s Committee on Aging
meeting on March 11, 2020, to solicit comments on the parking management recommendations.
Feedback obtained from each of the presentations was taken into consideration in the preparation
of the parking management recommendations. A summary of the outreach and sample surveys are
provided in Appendix A as a part of the Existing Condition Report.
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Table 3.1 -Summary of Public Outreach
Date Location Target Type
October 20, 2018 Third Avenue (Villains
In The Village)
Visitors to Third
Avenue Intercept Surveys
January 9, 2019 Civic Center
TAVA Ad-Hoc Parking
Committee
Project approach presentation &
gather TAVA feedback on existing
concerns
October 2018 –
December 2018
Digital Survey via
TAVA email list
Businesses within
the Parking District
Digital Survey to understand existing
parking concern from a business
perspective
February 21, 2019 TAVA Annual Meeting TAVA Members
Presentation of project approach,
existing condition findings, and
conduct additional public surveys
March 13, 2020 Civic Center TAVA Ad-Hoc Parking
Committee
Presentation of preliminary
recommendations
January 2020 –
March 2020
Norman Park Senior
Center
Senior Center
Patrons
Paper and digital surveys of the
Norman Park Senior Center. Paper
surveys were left at the front desk
and collected weekly.
March 11, 2020 Norman Park Senior
Center
Commission on
Aging & Friends of
the Norman Park
Senior Center
Presentation of preliminary
recommendations and gather
feedback specific to the Senior
Center
Source: CR Associates (2022)
Public Outreach Documentation – Survey Results
Summary
Three groups were targeted for survey outreach: visitors to the Third Avenue Village, Third Avenue
Village area business owners and senior citizens who visit the Norman Park Senior Center. The
following provides a summary of the survey findings for each of the three groups. A more detailed
analysis can be found in the Existing Conditions Report (Appendix A).
Profile of Visitor Survey Responses
Over half of the visitors surveyed indicated they visit the Third Avenue Village at least once a week.
When asked of which destinations in the Third Avenue Village they were going to, nearly three-
quarters of the visitors responded that they were going to restaurants, bars or cafes. 13% of
respondents stated were going to or from work.
Despite much of the Parking District’s supply being time restricted (two hours on street and three
hours in the Park Plaza Parking Structure), 60% of the visitors reported that their typical visits to the
Third Avenue Village are longer than two hours.
A combined two-thirds of respondents answered always or usually find parking within one or two
blocks of their destination, while a combined 34% indicated they have some level of difficulty finding
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parking close to their destination. Nearly half (49%) of the respondents claimed they always avoid
parking in locations which cost money to park, while another 20% stated they usually avoid parking
in those locations. Of the respondents who reported to always avoid parking in locations which cost
money, a combined 58% stated they still are always (21%) or usually (37%) able to find parking
within one or two blocks of their destination.
Over half the respondents (54%) have been discouraged on a previous occasion to visit the Third
Avenue Village because of parking difficulties. A third of those surveyed were not aware of the free
Park Plaza Parking Structure, while just over a quarter of those surveyed (27%) did not perceive the
location of the parking structure as conveniently situated to most of their usual destinations.
When asked if more convenient forms of payment (such as credit cards) would make respondents
more willing to use the metered parking along Third Avenue, 64% respondents indicated yes. 42% of
respondents stated they would not walk longer distances than two blocks (approximately 1/8 mile)
under any circumstances, though half of those indicated they might reconsider if walking conditions
were improved. The most cited conditions which deterred walkers included inadequate lighting,
security concerns related to the presence of a homeless population, ADA-accessibility and lack of
shade.
Profile of Business Owner Survey Responses
Three-quarters of the business owners surveyed indicated their businesses do not have their own
supply of off-street parking for their customers use. Almost half of the business owners surveyed
indicate they instruct their staff to park remotely in order to preserve parking spaces near their
business for customers.
While 60% of the visitors indicate they spend more than two hours in the Parking District, 87% of
business owners indicates that their patrons spend less than 2 hours in their business. This is typical
for a downtown area, where patrons may park once and frequent multiple business during their visit.
As such, parking lots and parking structures are typically better at accommodating this type of
parking demand versus the on-street parking which have a two-hour parking limit.
Half of the business owners surveyed (50%) were unsatisfied with the quantity of available parking
close to their business. Very few of the responding business owners (13%) regarded the location of
the Park Plaza Parking Structure as a convenient location for their customers to park. Most business
owners (70%) believed the meters along Third Avenue would receive better use from visitors to the
Third Avenue Village if they accepted more convenient forms of payment, such as credit cards.
Profile of Senior Citizen Survey Responses
Senior citizens surveyed at Norman Park Senior Center indicated overwhelmingly (86%) that they
drive to the senior center. 78% of the senior respondents stated their average duration of visit is over
two hours, which conflicts with the parking supply closest to the senior center is limited to two-hour
turnover. Over half of the senior visitors occasionally or usually have trouble finding parking within
one or two blocks. A vast majority of the seniors surveyed state that they have at one time or another
been discouraged to visit the Norman Park Senior Center, due to parking difficulties.
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4.0 Future Parking Conditions
Growth Projections
The parking demand for future conditions was analyzed as a part of this study. The assumptions for
future demand are based on historical development patterns and expectations about parcels most
likely to be redeveloped These parcels are shown on Figure 4.1. For entitled projects, parking
demand is known and used in place of estimates. For the other parcels, surface parking capacity
estimates were generated based on the dimensions of the parcel. The development capacity
estimates assumed the ground floor space would be used for off-street parking. This methodology
using known entitlement information and development assumptions for specific parcels generates
the most reasonable future scenario
The future conditions analysis estimated parking generation for two time periods, noon and 9pm,
based on projected future development. These timeframes were selected because noon coincides
with the peak demand for many commercial uses, while residential parking demand is highest during
evening and night hours. Total parking generation for each of the anticipated redeveloped parcels
was subtracted by the estimated on-site surface parking supply would provide. Estimated on-site
parking capacity and future parking generation attributed to each redeveloped parcel is explained in
Appendix B. Excess parking generation, per parcel, was then compared to the parking occupancy
within the study area under existing conditions during those corresponding time periods and
assigned to available supply until occupancy of off-site parking reached 85% of the supply, located
within 1/8 mile. The remaining parking generated in excess of what could be accommodated within
the existing parking supply, represents the quantity of parking that will need to be created in the
future to accommodate anticipated growth.
Table 4.1 summarizes the future parking generation, on-site and off-site parking assignment and the
quantity of parking spaces needed in the study area. Parking generation, per parcel, which exceeds
the parcel’s parking capacity was summarized for the study area under both time periods.
Table 4.1 -Future Parking Generation and Assignment
Time
Parking
Generation
Parking Generation in
Excess of Parcel
(A )
Parking Assignment
Sourced Off-Site
(B )
Remaining Parking
Generation
(A –B )
Noon 730 168 106 62
9 PM 1,070 490 272 218
Source: CR Associates (2022)
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Projected parking occupancy for noon and 9PM are shown in Figures 4.1 and 4.2. The parking
demand generated by the future scenario was applied to the on-site parking supply of every parcel
and any spillover parking demand was then allocated to the nearest on-street and off-street public
parking locations within an 1/8-mile of the parcel.
The following conclusions were made based on the analysis of future parking demand:
The existing public parking supply within the current Parking District boundary is equipped to
handle parking demand under near-term conditions, until such time that future
redevelopment starts to cause a parking imbalance (i.e., 85% occupancy within 1/8-mile is
exceeded.)
If redevelopment occurs as modeled for this analysis, an additional 218 spaces would be
needed to accommodate the anticipated parking demand at the 9PM, which is concentrated
along Third Avenue between G Street and H Street (outside of the Parking District but within
the study area).
Accommodating Long Term Future Demand
Additional parking supply will need to be created to accommodate the future demand generated by
redevelopment and the continued transition of the Third Avenue Village into a commercial
destination. To provide the needed spaces within the Parking District, a reasonable assumption is to
build a structure on one of the City-owned parking lots. The in-lieu parking fees (described in Section
2.3) and Parking District revenues could contribute to the funding of a structure. The timing of the
need for additional parking will be determined by the pace of redevelopment.
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Downtown Chula Vista Parking Management Plan Figure 4.1
Near-Term Parking Occupancy by Block
11AM to 1PM Weekday Average
Percent Occupancy
Greater than 85%
70.1% - 85%
50.1% - 70%
50% and Below
Predominantly Metered Parking
Predominantly Free Parking
Off-Street Parking
Potential Redevelopment Sites
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Downtown Chula Vista Parking Management Plan Figure 4.2
Near-Term Parking Occupancy by Block
9PM to 11PM Weekday Average
Percent Occupancy
Greater than 85%
70.1% - 85%
50.1% - 70%
50% and Below
Predominantly Metered Parking
Predominantly Free Parking
Off-Street Parking
Potential Redevelopment Sites
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5.0 Curb Cafés and Parking Supply
Local businesses were severely impacted by the closure of indoor spaces brought on by public health
restrictions in response to the COVID-19 pandemic. The City of Chula Vista responded by adopting a
COVID-19 90-Day Economic Recovery Plan in May 2020 to minimize impacts to businesses and to
support a safe re-opening and recovery of Chula Vista’s local economy. To that end in July 2020 the
City allowed businesses to create additional seating within the public right-of-way via a Temporary
Right of Entry License Agreement for Sidewalk and Curb Cafés. In June 2021 Governor Gavin
Newsom announced a fully reopened California economy and lifted the pandemic executive orders
that limited indoor operations. However, businesses were still recovering financially from eighteen
months of reduced occupancy and revenues. Therefore, the City wanted to continue to give
businesses the opportunity to operate outdoors, which gave them increased patronage to support
their ongoing economic recovery. Additionally, members of the community have enjoyed the
opportunity to take a meal and/or beverages outside, and the outdoor cafés contribute to the “place-
making” of Third Avenue in downtown Chula Vista through increased pedestrian activity, which
enlivens the street scene.
On July 14, 2021, the City Council amended CVMC 12.28.030
7 to broaden allowed encroachments
into the public right-of-way. Staff created a Curb/Sidewalk Café Encroachment Permit Guide
(“Guide”) which sets forth guidelines for design, construction, maintenance and permitting 8 of Curb
Cafés and Sidewalk Cafés within the public right-of-way along sidewalks and within on-street parking
areas. The purpose of this chapter is to analyze the impacts that Curb Cafés have on parking supply
and provide recommendations related to the Parking District. One purpose for establishing a more
formal process for Curb and Sidewalk Cafés was to ensure that improvements made in the right-of-
way are appropriately designed, structurally sound, do not impede vehicular or pedestrian traffic flow
and are ADA accessible. When the new program was adopted, the City required structures not in
compliance to be removed. The program sunsets on July 31, 2023.
Parameters for Curb Cafés and Sidewalk Cafés
Curb Cafés
Restaurants, bars, and breweries are the only businesses eligible to establish Curb Cafés in
the right-of-way within parking spaces along Third Avenue between E Street and G Street.
Curb Cafés are limited to the area adjacent to the business’ street frontage unless written
consent is provided from the adjacent/adjoining business and property owner that the Curb
Café would encroach in front of.
To establish a balanced approach and avoid over-proliferation, the guidelines state that staff
will generally endeavor to ensure that the number of Curb Cafés would be limited to two per
each side of each block and that no more than six parking spaces would be eliminated per
block side (three spaces per Curb Café.)
The instrument for approval of Curb Cafés is a “Maintenance Agreement and Encroachment
Permit.” Maintenance Agreements and Encroachment Permits under this program would be
7 “Improvements Not Requiring Council Authorization” (CVMC 12.28.30), located here.
8 Curb/Sidewalk Café Encroachment Permit Guide
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for a period of one year with an option for the City Manager or his/her designee to authorize
one additional one-year extension.
Sidewalk Cafés:
Restaurants, bars, breweries, bakeries, coffee shops and ice cream shops are the types of
businesses eligible to establish Sidewalk Cafés in the right-of-way on City sidewalks and
sidewalk bulb-out areas along Third Avenue. Similar to Curb Cafés, their location would be
limited to the area adjacent to the building’s frontage, unless written consent is provided
from the adjacent/adjoining business and property owner that the Sidewalk Café would
encroach in front of.
Since Sidewalk Cafés would have no effect on parking supply, the remainder of this chapter is
focused on the effect of Curb Cafés only.
Field Observations and Parking Impacts
The Guide allows up to two Curb Cafés per each side of each block and can take up no more than
three spaces per café. Therefore, six parking spaces could be eliminated per block side, along Third
Avenue, between E Street and G Street, resulting in potentially 54 parking spaces being removed
from the Parking District. To assess historical Curb Café implementation and parking loss, parking
observations were conducted in July 2021, November 2021, January 2022, and February 2022.
Table 5.1 displays the number of Curb Cafés as well as the number of affected parking spaces. The
last column shows the maximum spaces that could be impacted under the current program.
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Table 5.1 -Summary of Curb Café Parking Occupancy
Third Avenue
Block Side
July 2021
Observation
November
2021
Observation
January 2022
Observation
February
2022
Observation
Max
Allowance
under Guide
No.Parking
Spaces No.Parking
Spaces No.Parking
Spaces No.Parking
Spaces No.Parking
Spaces
E Street to
Davidson
Street
West 1 5 1 5 1 5 1 5 2 6
East 2 6 1 3 1 3 1 3 2 6
Davidson
Street to F
Street
West 3 14 1 4 1 4 1 4 2 6
East 3 9 2 5 1 2 1 2 2 6
F Street to
Center Street
West 0 0 0 0 0 0 0 0 2 6
East 1 3 1 3 0 0 0 0 2 6
Center Street
to Park Way
West 0 0 0 0 0 0 0 0 2 6
East 2 6 1 3 1 3 0 0 2 6
Park Way to G
Street
West 0 0 0 0 0 0 0 0 2 6
East 0 0 0 0 0 0 0 0 0 0
Total 12 43 7 23 5 17 4 14 18 54
Source: CR Associates (2022)
As shown, in July 2021 there were a total of 12 businesses utilizing 43 parking spaces for Curb
Cafés in July 2021. This number reduced to four businesses and 14 parking spaces by February
2022.
Effect on Parking Supply
The analysis that follows assumes that all Curb Cafés allowed by the current program are built, and
each removes 3 on-street parking spaces. It should be noted that this is a conservative analysis
since only certain types of businesses may have Curb Cafés and not all of those business types
currently exist on every block. Figure 5.1 shows the locations along Third Avenue where on-street
parking supply was eliminated to accommodate the maximum number of Curb Cafés allowed by the
program. Table 5.2 summarizes the change in supply of on-street parking by block. As shown,
maximum parking loss assuming all allowable Curb Cafés would reduce on-street parking supply by
an average of 28% per block.
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Downtown Chula Vista Parking Management Plan Figure 5.1
Public Parking Supply Assuming Maximum Number of Curb Cafés
Public Off-Street Parking Supply
Pay Lot 1
Pay Lot 2
Pay Lot 3
Park Plaza Parking Structure
Pay Lot 5
Pay Lot 8
Pay Lot 10
Norman Park Senior Center Lot
14
74
118
670
42
53
28
15
Metered On-Street Parking Location
Parking Space Removed for Outdoor
Structures
Paid Off-Street Public Parking
Free Off-Street Public Parking
Predominantly Free
On-Street Parking Block
Predominantly Metered
On-Street Parking Block
#
#Removed Parking Supply
Remaining Parking Supply
Parking District
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Table 5.2 - Summary of Maximum Parking Spaces Lost per Current Program
Third Avenue Block Original Parking
Supply
Maximum Allowable
Parking Loss
New Parking
Supply
Percent
Loss
E Street to Davidson Street 55 12 43 22%
Davidson Street to F Street 61 12 49 20%
F Street to Center Street 31 12 19 39%
Center Street to Park Way 31 12 19 39%
Park Way to G Street 18 6 12 33%
Total 196 54 142 28%
Source: CR Associates (2022)
Figure 5.2 shows total parking supply within a 1/8- mile of every destination in the study area. The
distance of 1/8 mile is considered a reasonable distance for a patron to walk for parking. Despite
the 12 fewer parking spaces available between Davidson and F Street due to reduction of spaces for
Curb Cafés, all parcels along that block still have over 200 metered parking spaces within a short
walk because of the proximity to several large capacity paid parking lots and adjacency to
neighboring blocks with ample parking.
Figure 5.3 shows the parking occupancy by supply during a weekday from 11am to 1pm adjusted for
the loss of on-street parking for Curb Cafés. With the smaller available supply, several blocks within
the study area would not be able to accommodate the average weekday demand during the lunch
peak period at their new capacity. Neighboring blocks can accommodate the spillover parking and
none of the adjacent blocks or facilities reach the 85 percent occupancy threshold due to the
spillover, except for Pay Lot 10. The 85 percent occupancy threshold is considered within parking
industry practice as an indicator for when parking is being utilized most efficiently, striking a balance
between maximizing usage and having some spare capacity. When parking usage exceeds 85% it is
an indication that drivers would need to circulate within the Parking District to find parking.
Figure 5.4 shows estimated available parking supply within a 1/8-mile of each parcel in the study
area during a weekday from 11am to 1pm. As shown, a number of parcels along Third Avenue and
Church Avenue north of F Street are experiencing 85 percent occupancy or greater. However, this is
not substantially different from conditions without implementation of the Curb Cafés.
Figure 5.5 shows the parking occupancy during a weekday from 9pm to 11pm adjusted for the loss
of on-street parking for Curb Cafés. Parking occupancy during this period is much lower on Third
Avenue, between E Street and Davidson Street. The reduction of supply of on-street parking on this
segment has no impact on evening parking demand. South of Davidson Street, there are several
blocks on Third Avenue which are not able to accommodate the average weekday demand during
the evening period assuming the maximum number of Curb Cafés are permitted. However, the
neighboring blocks and nearby parking lots can accommodate the spillover parking. Only Center
Street between Third Avenue and Church Avenue is pushed into the 85 percent occupancy threshold
due to the spillover.
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Paid Parking SupplyFree Parking SupplyE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 82 of 251
Downtown Chula Vista Parking Management Plan Figure 5.3
Parking Occupancy by Block
11AM to 1PM Weekday Average (Assuming Maximum Number of Curb Cafés)
Percent Occupancy
Greater than 85%
70.1% - 85%
50.1% - 70%
50% and Below
Predominantly Metered Parking
Predominantly Free Parking
Off-Street Parking
2022-06-22 PC Agenda Page 83 of 251
Percent Occupancy - Weekday 11AMEstimated Available Parking - Weekday 11AME StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 84 of 251
Downtown Chula Vista Parking Management Plan Figure 5.5
Parking Occupancy by Block
9PM to 11PM Weekday Average (Assuming Maximum Number of Curb Cafés)
Percent Utilization
Greater than 85%
70.1% - 85%
50.1% - 70%
50% and Below
Predominantly Metered Parking
Predominantly Free Parking
Off-Street Parking
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Figure 5.6 shows parking occupancy and estimated available parking supply within a 1/8-mile of
each parcel in the study area during a weekday from 9pm to 11pm. The reduction of supply of on-
street parking does not have a discernable impact during this time period. The heaviest demand for
parking during this time period is in the primarily residential southern portion of the study area.
Parking occupancy surrounding parcels along Church Avenue between E Street and Madrona Street
increased above 50 percent with the change in supply.
Curb Café Recommendations
Based on the analysis conducted above, even if all Curb Cafés allowed by the current program are
constructed, the loss of parking spaces due to Curb Cafés does not have a consequential effect on
available parking, due to the high inventory available behind the businesses in public surface
parking lots and neighboring streets. However, this situation could change if there is an increase in
the number of businesses with a significant number of patrons or there is intensification of uses in
the neighboring blocks. If the City desires to continue the Curb Café program beyond the July 31,
2023, sunset date the following recommendations are made:
Continue to require the Maintenance and Removal Agreement and Encroachment Permit.
Include termination provisions if public right-of-way is needed for parking.
The City should monitor parking occupancy periodically to ensure that there is available
parking within a 1/8-mile walking distance of the business (during a mid-day and evening
peak hour) and confirm that the available parking within that radius does not exceed 85
percent occupancy.
If the City does not want to increase the number of Curb Cafés beyond what is allowed in the
current program and/or wants to limit the number of parking spaces eliminated per café, is it
recommended that Guide state clearly that Curb Cafés be limited to no more than two per
block side, with each taking up no more than three parking spaces.
While the Curb Cafés do not have a significant impact on parking supply currently, there is an impact
to parking revenue within the Parking District. At the current $0.50 per hour meter rate and
assuming the average weekday use level over nine hours per day for an average of 250 weekdays
and 52 Saturdays per year, each metered space would generate a maximum revenue of $1,100 per
year, or $3,300 per Curb Café per year. The loss of revenue should be balanced with the increased
revenue and jobs created by the expansion of these businesses.
2022-06-22 PC Agenda Page 86 of 251
Percent Occupancy - Weekday 9PMEstimated Available Parking - Weekday 9PME StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 87 of 251
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6.0 Electric Vehicle Charging Stations
As of April 2022, there were 14 existing, publicly accessible Electric Vehicle (EV) charging stations in
the Parking District (I.e., seven each at the Park Plaza Parking Structure and Parkway Community
Center), and 16 additional EV charging stations (EVCSs) were under construction in Pay Lot 2. Based
on information from the California Energy Commission, EV ownership in Chula Vista, the South Bay
Area, and San Diego County grew steadily every year between 2016 and 2020. Within Chula Vista,
the proportion of EVs increased from 0.4% of all vehicles in 2016 to 1.3% in 2020. By the year
2030, EVs are projected to be approximately 3.6% of all vehicles owned in Chula Vista. Given the
trend of increased EV ownership in San Diego County, including Chula Vista and the surrounding
South Bay area, siting criteria and policy recommendations have been developed to guide
implementation of future EVCSs in the Parking District, as described below. Refer to Appendix C for
additional information on EVCSs.
Siting Criteria and Policy Recommendations
The location of future EVCSs in the Parking District was determined based on a review of San Diego
Association of Government’s (SANDAG’s) Plug-in San Diego Electric Vehicle Charging Stations Map 9.
This map estimates the end location of EV trips using EV registration information, future EV sales
projections, and trip destination data from the SANDAG Regional Transportation Model. Figure 6.1
highlights areas within the Parking District where there is likely high EV charging demand, based on
SANDAG data. As shown in Figure 6.1, the areas with the highest EV charging demand in the Parking
District are the Park Plaza Parking Structure (including adjacent surface parking) and Pay Lot 5,
followed by the area surrounding Pay Lot 3, Pay Lot 8, Pay Lot 2, and Pay Lot 10.
As discussed above, the projected future EV ownership would be less than 5% of the total vehicles in
the South Bay Region and the City of Chula Vista. To accommodate additional future growth in EV
ownership, it is assumed that 5% of the vehicles using parking lots in the Parking District would be
EVs. The following policies are recommended for EVCS siting and installation within the Parking
District:
Continue to monitor EVCS usage at the Park Plaza Parking Structure and nearby pay lots to
determine EV charging usage. When EV charging usage reaches 85% daily per lot, consider
additional EVCSs.
Consider an enforcement policy such as implementing a time limited charging program to
ensure that vehicles are actively charging instead of just using a premium parking space. The
recommended time limit is four hours or approximately fifty percent of the time required to
charge an EV from empty.
EVCSs should be in compliance with the technical specifications documented in Appendix C.
EVCSs should be an open system to be compliance with California Health and Safety Code
(HSC) 44268.2.
The recommended number of EVCSs is 5% of the total available parking spaces within City-
operated parking facilities in areas having the highest EV charging demand, as shown in
Table 6.1 below.
9 Source: https://evcs.sandag.org/
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²
Downtown Chula Figure 6
SANDAG EV Use Map
Off-Street Public Parking
EV Trip End Percentile
91% - 100%
81% - 90%
71% - 80%
61% - 70%
50% - 60%
Existing EVCS
EVCS Under Construction
Recommended EVCS
Parking District
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Provide information to the public about the location, cost, and type of charging stations
available. (Ex: UCSD website: https://transportation.ucsd.edu/commute/ev-stations.html)
Table 6.1 displays the recommended EV for parking lots within the Parking District within areas
having the highest EV charging demand. Given that 16 EVCSs are currently being installed in Pay Lot
2, no additional installation is recommended at this location, unless usage of those spaces reaches
85% daily. As discussed above, Figure 6.2 displays the additional surface parking lots where EVCSs
are recommended. Note that additional EVCS installation should follow the recommendation
provided above and occur only when the current EVCS reaches 85% usage to reduce loss of parking.
Table 6.1 - Recommended ECVSs
Off-Street Facility Total Parking
Supply
EVCSs Under
Construction
Recommended
EVCSs (5%)10
Park Plaza Parking Structure11 670 0 34
Pay Lot 2 74 16 -
Pay Lot 3 118 0 6
Pay Lot 5 42 0 3
Pay Lot 8 53 0 3
Pay Lot 10 28 0 2
Totals 985 16 48
Source: CR Associates (2022)
Since only building a few EVCSs per lot may not be practical or cost-effective due to the cost of
infrastructure, the City may need to consider a minimum number of EVCSs per lot. When siting
ECVSs in the surface lot adjacent to the Park Plaza Parking Structure, consider adjacency of
Memorial Park. Parking adjacent to the Park should not be constrained by EVCSs.
10 All EVCS installations should comply with current ADA requirements.
11 Including adjacent surface lot near Third Avenue
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Gl
over AveGarrett AveLandi
s AveThir
d AveChurch AveDel
Mar AveTwi
n Oaks AveD a v id s o n S t
E S t
F S t
C e n t e r S t
P a r k W y
G S t
V a n c e St
R o o s e v e lt St
H S t
A lv a r a d o S t
M a d r o n a S t
C y p r e s s S t
Church AveDel
Mar CtSecond AveD S t
Glo
ver AveDowntown Chula Vista Parking Management Figure
with Recommended EVCS Installation
Project
Location
Off-Street Public Parking
Parking District
Existing EVCS
EVCS Under Construction
Project Study Area
Recommended EVCS
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7.0 Parking Management Program
Recommendations
This section provides short-term and long-term recommendations to manage parking demand. The
strategies have considered the findings from the analysis of existing and future conditions and
consider the input from the various stakeholder groups engaged during the outreach process. A
financial pro-forma that analyzes the various alternative Parking District recommendations is
provided in Appendix D. Table 7.1 provides a summary of the recommendations presented in this
chapter.
The following objectives were considered when developing the parking management strategies:
Modernization of parking Infrastructure that provides convenient payment options and
operational flexibility
Have clear way-finding systems to guide motorists to the nearest available parking space
Maintain convenient parking for visitors, customers, and employees
Ensure convenient, safe and clear access between parking lots and destinations
Parking revenue needs to cover operational costs
Recommendation 1: Convert All Existing Meters to Smart Meters
The existing parking meters within and immediately adjacent to the Parking District are not
technologically equipped to accept more convenient forms of payment, such as credit cards and
mobile payment apps. As found in the outreach conducted for this study, this can discourage visitors
from parking at metered locations, where they instead opt for parking at unmetered locations on the
outskirts of the Parking District. As noted in Chapter 3, 64% of responded indicated the lack of
convenience of the coin-operated parking meters were a deterrent. Smart meters can also ensure
more efficient enforcement time restrictions and collection of revenues. Other benefits of the smart
meters include:
Maximizes parking turn-over in front of businesses and within the corridor.
Remote monitoring of parking conditions allows real time parking analysis and generation of
reports without the high cost associated with physical data collection.
Track financial metrics throughout the smart meter area.
Allows the City’ flexibility to implement dynamic time limits and pricing.
Dynamic and remote control of meters for special event parking.
Short Term
It is recommended that the meters within the Parking District and nearby surrounding environs be
replaced with modern “smart” parking meters, which have the following capabilities:
The flexibility to accept multiple forms of payment, including credit cards, coins, and
potentially refillable smart cards.
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Sensors which can detect when a vehicle is parked at a space and reset when the vehicle
leaves. The sensors will facilitate efficient and prompt parking enforcement response when a
meter violation occurs.
Ability to accept remote payment (up to the maximum legal time limit established for the
zone in which the meter is located) using a smart phone app.
Ability for commercial establishments within the Parking District to issue validations (up to
the maximum legal time limit established for the zone in which the meter is located) using a
smart phone app.
Capability for City staff to adjust and control enforcement periods remotely, such as during
special events.
Capability to provide real time information on parking availability.
Long Term
All parking lots within the Parking District accept credit cards or coin currency, however none of the
payment machines accept paper currency. These payment machines should be phased out as they
reach the end of their service life. When replaced, the new payment machines should accept all
forms of payment (including mobile payment). Signage should inform users whether or not the
payment machines provide cash back if not using exact change.
Monitor parking conditions within the Parking District and consider installing additional smart
meters as parking demand increases or parking supply or turn-over issues occur.
Coordinate with parking smart phone apps to inform the public of parking availability.
Recommendation 2: Shift Parking Enforcement Hours to Between 10AM and 8PM
The current hours of parking enforcement, between 9AM and 6PM do not coincide with the operating
hours of most businesses along Third Avenue. Altering the parking enforcement hours would enable
it to better match commercial demand periods, accommodate a more efficient management of
supply and facilitate quicker turnover in the portions of the Parking District where dining and drinking
establishments (which peak in the early evening) are concentrated.
Short Term
Shift parking enforcement hours to between 10AM and 8PM.
Long Term
Monitor development and parking utilization throughout the Parking District and adjust the
enforcement hours, as needed.
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Recommendation 3:Update Parking User Fees
The Downtown Chula Vista user parking fees are currently among the lowest in the region. The
current user parking fees within the Parking District range between $0.25 to $0.50 per hour. This
amount is less than the typical credit card processing fee ($0.27-$0.35). The parking user fees
should be raised to an amount that would make the acceptance of credit card payment
(Recommendation 1) financially feasible. Appendix D contains financial pro-forma for smart meter
installation, which also considers various parking fee rates.
Short Term:
Raise parking user fees to $0.75 per hour for all on-street parking meters once the smart
meters are implemented.
Implement parking user fees of $0.50 per hour for all off-street parking lots, including the
Park Plaza Parking Structure (Note: the Park Plaza Parking Structure is also included in
Recommendation #7). This strategy encourages higher turnover in front of businesses and
longer-term parking in surface lots.
The recommended meter fee is comparable to the City of La Mesa, which has a rate of $0.75
per hour. By way of comparison, the City of San Diego charges $1.25 per hour.
Monitor and implement dynamic pricing by location and times of day or special events.
Long Term
Monitor parking utilization throughout the Parking District and adjust the user parking fees to
encourage longer term visitors to use off-street facilities for parking. Monitoring can be done
using the smart meter equipment proposed in Recommendation 1.
Parking user fees should be evaluated on a regular basis (every 5 years).
Recommendation 4: Update Wayfinding and Information Signage within the Parking District
There are four (4) different types of parking information signage within Downtown Chula Vista: Third
Avenue Village Signage Plan, Manual on Uniform Traffic Control Devices (MUTCD) Parking Area D4-1,
Park Plaza Village Planned Sign Program, and Pedestrian Paseo Parking guidance signs. Based upon
review of the existing signage program throughout the Parking District, the following
recommendations are made:
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Short Term:
MUTCD Parking Area D4-1 signs throughout the
Parking District should be replaced with the “Public
Parking” signage proposed in the Third Avenue Village
Signage Plan.
Pedestrian Paseo Parking guidance signs
throughout the Parking District should be
redesigned to match the style established in
the Third Avenue Village Signage Plan.
Install new way-finding signage to direct users
to surface parking lots and parking structure,
with parking rates and enforcement hours
clearly posted.
Ensure all public parking lots are identified in
all major driving/mapping apps such as Waze,
Google Maps, Apple maps by submitting
“places” to each platform.
Long Term
Monitor and update signage throughout the
Parking District as needed when new
development occurs.
Consider installing parking wayfinding signage at
the boundaries of the Parking District.
Third Avenue Village Signage Plan Example
Signage
Example of Potential Parking Pricing
Signage
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Recommendation 5: Revise the Downtown Parking In-Lieu Fee Program
The City’s Parking In-Lieu Fee program was established in 1980. The regulations governing the
Parking In-Lieu Fee program are codified within CVMC Section 19.62.040 and the method for
calculating the fee is provided in Resolution 1980-9943. The purpose of the program is to providing
funding for future parking facilities, most likely a parking structure.
Appendix E includes a pro forma to revise the Downtown Parking In-Lieu Fee rates based on current
construction costs.
The following recommendations are made:
Short Term:
The in-lieu parking fees should be revised to accommodate future needs, including a
potential new parking structure or other off-street parking facilities. Also, CVMC Section
19.62.040 should be revised to state explicitly that the in-lieu fee program is applicable to
residential uses.
Long Term:
Monitor and adjust the parking In-Lieu Fee Program periodically to maintain sufficient
centralized public parking within the Parking District.
Consider adjusting the in-lieu fee rates periodically based on a construction cost index.
Recommendation 6: Facilitate Non-Vehicular Transportation Modes to the Parking District
Bicycle parking and street furniture along Third Avenue is currently constructed to the specifications
of the Third Avenue Village Streetscape Master Plan The last phase (Phase 3) of the Third Avenue
Streetscape improvements was completed in December 2021. As of the time of this report, most of
the bicycle parking and benches within the Parking
District are located on both sides of Third Avenue,
between F Street and H Street.
Based on review of the field conditions and the
Third Avenue Village Streetscape Master Plan, the
following recommendations are made:
Short Term
Bicycle loop racks installed on parking
meter posts are the preferred design to
accommodate bicycles.
Bicycle racks should conform to the design of the Third Avenue Village Streetscape Master
Plan.
Bike racks should be installed at regular intervals (one rack every 1-2 blocks) to encourage
use and facilitate access.
Micro-Mobility Parking within Red Curb of
Roadway
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Ensure bicycle racks are compliant with ADA regulations.
Bicycle parking should be located in high visibility areas.
Micro-mobility (short to long term)
Dedicated parking should be considered along Third
Avenue to accommodate micro-mobility vehicles.
Micro-mobility deployment areas and micro-mobility
parking should be concentrated where destinations are
most concentrated, to facilitate first and “last mile”
portions of trips.
Micro-mobility parking should be located within the
roadway, by converting red curb space or daylighted
areas near intersections into dedicated parking. Micro-
mobility parking on sidewalk is not an ideal solution due
to the possibility of accessibility obstacles and hazards.
Micro-mobility parking designation should follow
applicable design standard, regulation for clear zones,
line of sights, and fire access.
Long Term
Monitor innovations and changes in micro-mobility and prepare accordingly.
Coordinate with San Diego Metropolitan Transit System (MTS) and SANDAG to ensure all bus
stops within the study area provide useful travel information and comfort amenities (seating,
shade, etc.)
Recommendation 7:Park Plaza Parking Structure Improvements and Maintenance
As discussed in Section 2.8, the City recently assumed responsibility for maintenance and operation
of the Park Plaza Parking Structure following the expiration of the Reciprocal Access Agreement. To
help cover these additional costs and to implement relevant elements of Recommendation 4, the
following recommendations are made:
Short Term:
Install a parking fee collection system in the Park Plaza Parking Structure. User parking fees
in the Park Plaza Parking Structure should be the same as all other off-street parking
facilities.
Park Plaza Parking Structure signage should be updated to be consistent with the Third
Avenue Village Signage Plan. The following locations should receive updated signage:
o Third Avenue, F Street, and Garrett Avenue
o At Park Plaza Parking Structure entrances, located on Madrona Street and Landis
Avenue
Bicycle Rack on Parking Meter Post
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Update the parking structure striping to be consistent with current standards.
Consider removing the existing planters inside the parking structure and install wheel stops
where appropriate.
Install an upgraded lighting system within the parking structure to improve visibility and
public safety.
Consider implementing a validation program with adjacent tenants when parking fee
collection is implemented.
Long Term:
Install electronic signage at the exterior access points of the parking structure with real time
data to indicates available parking spaces within the structure.
Recommendation 8:Curbside Management
There are no dedicated short-term parking and
commercial loading locations along Third
Avenue within the study area. As the need for
curbside space for loading and delivery logistics
increases, flexible curb side management will be
essential to ensure to meet the needs of all
users in the Parking District. The following
recommendations are provided:
Short Term
Designate short-term flexible parking
spaces at interspersed locations along
Third Avenue to accommodate short
term users and deliveries. These spaces
should be used to serve the different
short-term needs throughout the day.
During regular business hours these
locations could be allocated for visitors
with short-term parking needs (15 to 30
minutes). In the evening, the spaces
could be dedicated for utilization by taxis and ride-hailing services for pick-up and drop-off, to
better serve night life demand. Finally, after 8PM, the curbside management locations could
be designated for overnight parking, to residents who live in the vicinity.
Potential curbside management locations
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Consider providing parking for food delivery/app-
based delivery in coordination with TAVA, as
appropriate.
Designate a number of commercial parking spaces per
block, where appropriate, for commercial delivery
during regular business hours. These spaces could be:
(1) passenger loading spaces – white zones (2)
commercial loading spaces – yellow zones OR
combo/flex loading zones for passengers/commercial
vehicles.
Long Term
Install digital signage at curbside management parking
locations to indicate the permitted uses allowed at the
current time.
As parking technology evolves, consider providing live
parking availability information via the City’s website or
an app.
Monitor and update flex spaces along Third Avenue as needed.
Recommendation 9:Modify Parking Restrictions at Norman Park Senior Center Parking Lot
Based on findings from the community outreach effort, the following recommendations are provided:
Short term:
Remove meters and increase the parking time restrictions within the Norman Park Senior
Center Parking Lot from two hours to four hours.
Convert the Normal Park Senior Center parking lot into a lot for the Norman Park Senior
Center. Consider development of a Senior Parking Permit program for this parking lot.
Consider designating 1-2 spaces with a one-hour time limit for short-term use.
Recommendation 10:Demand Management for Large Events
Based on a review of traffic control plans utilized for the Downtown’s Lemon Festival and Starlight
Parade, and field observations documented in Chapter 2, the following are recommendations for
large events:
Potential Curbside Management
Signage
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Short Term:
On-Street events (e.g., Lemon Festival, Starlight Parade,
Taste of Third)
Coordinate with the special event applicant to
develop a comprehensive parking management
plan to efficiently guide visitors to targeted
parking locations.
Coordinate off-street parking location information
together with traffic detour signage.
Display parking costs and restrictions at the
entrances to all off-street parking facilities with
the Parking District.
Coordinate with the special event applicants to
provide parking information to ensure adequate
communication of parking options.
Off-Street events (e.g., Vogue Theater)
Establish loading and staging areas for ride-
hailing services
Utilize parking valet systems
Coordinate with event organizers to disseminate
parking information on event information and
promotional materials.
The recommended parking management strategies are summarized in Table 7.1.
Recommendation 11:Expansion of Parking District Area to include the existing parking meters
Short Term
Approximately 21 parking meters are located outside of the Parking District, but within the project
study area. The Parking District should be expanded to cover that additional supply. To encompass
those locations, the following adjustments to the Parking District boundary would be necessary:
300 feet north of E Street on all north-south streets between Garrett Avenue and Del Mar
Avenue
Figure 7.1 displays the Parking District boundary adjustment, and Figure 7.2 displays the proposed
Parking District.
Drone observation shows empty parking lot
but high demand for on-street parking
during Lemon Festival
2022-06-22 PC Agenda Page 100 of 251
Downtown Chula Vista Parking Management Plan Figure 7.1
Parking District Boundary Expansion Recommendation
Public Off-Street Parking Supply
Pay Lot 1
Pay Lot 2
Pay Lot 3
Park Plaza Parking Structure
Pay Lot 5
Pay Lot 8
Pay Lot 10
Norman Park Senior Center Lot
14
74
118
670
42
53
28
15
Paid Off-Street Public Parking
Free Off-Street Public Parking
Parking Supply#
Metered On-Street Parking Location
Predominantly Metered
On-Street Parking Block
Predominantly Free
On-Street Parking Block
Parking District
Parking District Expansion
2022-06-22 PC Agenda Page 101 of 251
Downtown Chula Vista Parking Management Plan Figure 7.2
New Parking District Boundary
Public Off-Street Parking Supply
Pay Lot 1
Pay Lot 2
Pay Lot 3
Park Plaza Parking Structure
Pay Lot 5
Pay Lot 8
Pay Lot 10
Norman Park Senior Center Lot
14
74
118
670
42
53
28
15
Paid Off-Street Public Parking
Free Off-Street Public Parking
Parking Supply#
Metered On-Street Parking Location
Predominantly Metered
On-Street Parking Block
Predominantly Free
On-Street Parking Block
New Parking District Boundary
2022-06-22 PC Agenda Page 102 of 251
Downtown Chula Vista Parking Management Plan Page 49 Table7.1-Recommendations SummaryRecommendations Rationale Short Term Long Term Benefits 12. Convert All Existing Meters (Except Norman Park) to Smart Meters Current parking meters do not accept more convenient forms of payment (credit card), thereby discouraging some users. Modernize existing parking meters with Smart Meters that accept credit card, pay by mobile apps, and are more supportive of providing real time information for enforcement and dynamic pricing, and ability for merchants to validate parking. Replace park-pay-display parking machines in off-street parking lots with modern machines that accept more convenient forms of payment. Consider implementing dynamic pricing as appropriate. Pursue integration with smart phone applications to provide motorists with real time parking availability information. Increases the utility of parking meter infrastructure for user convenience and easier enforcement. 13. Shift Parking Enforcement Time to Between 10AM and 8PM The current hours of parking enforcement, between 9AM and 6PM do not coincide precisely with the operating hours of most businesses along Third Avenue. Shift parking enforcement hours to 10AM and 8PMMonitor and adjust enforcement hours, as needed Facilitates turnover between 6PM and 8PM and encourages use by patrons/shoppers14. Re-assess Parking User Fees Existing parking user fees would not be enough to support credit card payments. With installation of smart meters, raise parking user fees $0.75 per hour for all on-street parking meters and $0.50 per hour for off-street parking facilities. Monitor and implement dynamic pricing by location and times of day or special events. Monitor and adjust parking user fees as appropriate.Parking user fees should be evaluated regularly. Enables feasibility of accepting credit card payment.2022-06-22 PC Agenda Page 103 of 251
Downtown Chula Vista Parking Management Plan Page 50 Table 7.1 - Recommendations Summary RecommendationsRationaleShortTermLongTermBenefits15. Update Wayfinding and Information Signage within the Parking District Parking information signage within Parking District is limited and inconsistent. Improve signage to the standards proposed in the Third Avenue Village Signage Plan. Ensure all public parking lots are identified in all major driving/mapping apps such as Waze, Google Maps, Apple maps by submitting “places” to each platform Monitor and update signage needs within the Parking District as needed. Consider installing parking wayfinding signage at the boundaries of the Parking District Improved information about parking locations and availability for visiting motorists. 16. Revise Downtown Parking In-Lieu Fee Program Existing In-Lieu Fee program does not meet the needs of expected costs of providing for future parking demand.The near-term in-lieu parking fees should be revised to accommodate future needs, including a potential new parking structure or other off-street parking facilities. Also, CVMC Section 19.62.040 should be revised to state explicitly that the in-lieu fee program is applicable to residential uses.Monitor and adjust the parking In-Lieu Fee Program periodically to maintain sufficient centralized public parking within the Parking District. Consider adjusting the in-lieu fee rates periodically based on a construction cost index. Aligns Parking In-Lieu Fee program with costs of providing for future parking demand. 17. Facilitate Non-Vehicular Transportation Modes to the Parking District Lack of abundant quality end-of-trip facilities for bicycles and micro-mobility. Insufficient pedestrian and transit stop amenities within Parking DistrictBicycle loop racks installed on parking meter posts are the preferred design to accommodate bicycles Install bicycle parking at regular intervals along Third Avenue, between E Street and F Street. Provide micro mobility parking within red curb zones of roadway and other opportunity areas. Micro-mobility parking designation should follow applicable design standard, regulation for clear zones, line of sights, and fire access.Provide support for emerging micro-mobility options in the future.Coordinate with MTS and SANDAG to improve bus stops within the Parking District.Facilitates usage of other forms of transportation to access destinations within the Parking District, reducing parking demand. 2022-06-22 PC Agenda Page 104 of 251
Downtown Chula Vista Parking Management Plan Page 51 Table 7.1 - Recommendations Summary RecommendationsRationaleShortTermLongTermBenefits18. Park Plaza Parking Structure Improvement and maintenance The City is now responsible for Park Plaza parking structure maintenance and repairs. Install a parking fee collection system in the Park Plaza Parking Structure. User parking fees in the Park Plaza Parking Structure should be the same as all other off-street parking facilities. Update the parking structure wayfinding signage to be similar to that throughout the Third Avenue Village. Consider restriping the garage to improve circulation efficiency. Modernize lighting within the parking structure to improve public safety.Consider removing the existing planters around the exterior of the parking structure to reduce structural burden and increase storage space. Consider implementing validation arrangements with merchants in the adjacent Park Plaza complex and within the Parking District.Provide digital signage indicating real time information of available parking supply. Provides funding to make improvements to the largest parking facility within the Parking District.Facilitates parking turn-over 19. Curbside Management Lack of short-term parking and commercial loading locations along Third AvenueIdentify locations for flexible curbside management uses to accommodate a variety of parking uses, including short-term parking, commercial loading, ride-hailing service pick-up and drop-off and overnight parking.Install discrete physical signage on parking meter indicating allowed parking uses Consider providing parking space for food delivery/app-based delivery within the Parking District.Install digital signage at curbside management locations indicating allowed parking uses Monitor and update curbside management areas, as needed. Consider providing real time parking availability information via the City’s website. Accommodates a variety of users, each with varying peak demand times. Reduces double-parking along Third Avenue2022-06-22 PC Agenda Page 105 of 251
Downtown Chula Vista Parking Management Plan Page 52 Table 7.1 - Recommendations Summary RecommendationsRationaleShortTermLongTermBenefits20. Modify Parking Restrictions at Norman Park Senior Center Parking Lot Current time restrictions (two hours) are not compatible with Norman Park Senior Center activities. Remove parking meters and increase time restriction to lot from two hours to four hours Convert the Norman Park Senior Center parking lot into a permitted senior parking only. Consider 1-2 spaces with one-hour time limit for short-term use.Integrate Senior Smart Parking Card into the Smart Meter parking program. Senior Smart Parking Card would operate the same way as other smart parking card but offer a discounted rate.Facilitate access to and use of the center. 21. Demand Management for Large EventsEvent attendees may be unaware of parking locations for large public events held in Downtown Chula Vista. On-street events Coordinate with event applicants to develop a comprehensive parking management plan to efficiently guide visitors to parking locations Coordinate with the special event applicants to provide parking information ensure proper promotion of parking options. Off-street events (Vogue Theater)Establish loading and staging areas for ride-hailing services. Utilize parking valet systems.Coordinate with event organizer to disseminate parking information on event information materials and promotions.Monitor and adjust recommendation, as appropriate. Increase utilization of available parking spaces. Improves event attendee perception of parking within the Parking District.Reduces congestion from motorists searching for parking spaces. 2022-06-22 PC Agenda Page 106 of 251
Downtown Chula Vista Parking Management Plan Page 53 Source: CR Associates (2022)Table 7.1 - Recommendations Summary RecommendationsRationaleShortTermLongTermBenefits22. Expansion of Parking District Area to include the existing parking meters Approximately 21 parking meters are located to the north of the Parking District boundaries, but which are managed in the same manner as meters inside the Parking District. Expand the Parking District boundary to include the 21 parking meters by extending the northern boundary by approximately 300 feet north of E Street on all north-south streets between Garrett Avenue and Del Mar AvenueMonitor and adjust recommendation, as appropriate. All meters are encompassed within the Parking District, facilitating management. 2022-06-22 PC Agenda Page 107 of 251
Downtown Chula Vista
Parking Management Plan
Appendix A - Downtown Chula Vista Existing
Conditions Report
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Correction
Existing Conditions Report
Downtown Chula Vista Parking Management Plan
At the time the Existing Conditions Report was drafted (Final Report, June 2019) it was assumed that the
boundaries of the Parking District were the original ones established in 1963. After the publication of the
Existing Conditions Report, it was discovered that the boundaries of the Parking District were modified
in 2009 by Ordinance 3139. The map below shows the 1963 and 2009 Parking District boundaries and
the Study Area boundaries.
Due to the boundary adjustment, 21 parking meters are located outside of the 2009 Parking District
boundary, including 4 meters along Garrett Avenue, north of E Street, and 17 meters along Landis
Avenue, north of E Street. Five of the 17 meters along Landis Avenue are located outside of both the
1963 and 2009 Parking District boundaries. These parking meters were included in the Geographical
Information System (GIS) database for the Existing Conditions analysis. This additional clarification only
affects the summary presented in Table 4-1, and does not affect the conclusions of the Existing
Conditions Report. A strikeout and underline version of Table 4-1 is provided below for informational
purposes.
Table 4-1: Public Parking Supply within Study Area
Time Restriction Location Cost Parking District Within Study Area
(Outside Parking District)
Total Study
Area
No Time Limit On-Street Free 20 364 384
-Hour Limit Off-Street Pay 213 0 213
4-Hour Limit Off-Street Pay
42
116
0
42
116
3-Hour Limit Off-Street Free 670 0 670
2-Hour Limit On-Street Pay
430
460
46
21
476
481
2-Hour Limit Norman Park Pay 15 0 15
2-Hour Limit On-Street Free 16 57 73
1-Hour Limit On-Street Free 0 3 3
<1-Hour/Loading On-Street Free 18 7 25
Total 1,409
1,528
477
452
1,886
1,980
It should also be noted that Pay Lot 3 maximum time restriction is 10 hours, instead of the 16 Hours
documented in Table 4-3 of the Existing Conditions Report.
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TRANSPORTATION PLANNING DESIGN
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Downtown Chula Vista Parking
Management Plan
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²
Downtown Chula Vista Parking Management Plan Figure 1-1
Project Location
^_Project
Location
City of
Chula Vista
Off-Street Public Parking
Parking District
Project Study Area
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²
Downtown Chula Vista Parking Management Plan Figure 4-1
Existing Public Parking Supply
Predominantly Metered On-Street Parking
Predominantly Free On-Street Parking
Paid Off-Street Public Parking
Free Off-Street Public Parking
Parking Supply
Parking District
Project Study Area
#
Public Off-Street Parking Supply
Pay Lot 1
Pay Lot 2
Pay Lot 3
Park Plaza Structure
Pay Lot 5
Pay Lot 8
Pay Lot 10
14
74
118
670
42
53
28
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Table 4-1: Public Parking Supply within Study Area
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²
Downtown Chula Vista Parking Management Plan Figure 4-2
Metered Parking Supply by Time Limit
Location of Parking Meter
!(Loading
!(15-Minute
!(30-Minute
!(2-Hour
Paid Off-Street Public Parking
Free Off-Street Public Parking
Parking District
Project Study Area
Metered Parking Supply by Time Limit
Loading
15-Minute
30-Minute
2-Hour
6
3
6
487
2022-06-22 PC Agenda Page 125 of 251
Paid Parking SupplyFree Parking SupplyE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 126 of 251
Table 4-2: Public Parking by Cost and Time Restriction
Table 4-3: Summary of Off-Street Public Parking Facilities
2022-06-22 PC Agenda Page 127 of 251
2022-06-22 PC Agenda Page 128 of 251
2022-06-22 PC Agenda Page 129 of 251
!(
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²
Downtown Chula Vista Parking Management Plan Figure 4-4
Parking Wayfinding Signage within Parking District
!(Parking Signage
Off-Street Public Parking
Parking District
Project Study Area
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²
Downtown Chula Vista Parking Management Plan Figure 4-6
Existing Bicycle Level of Traffic Stress
Bicycle Level of Traffic Stress
1 - 2
3
4
Off-Street Public Parking
Parking District
Project Study Area
2022-06-22 PC Agenda Page 136 of 251
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Weekday Peak Period (Time of Day)Weekday Peak Period OccupancyE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 139 of 251
Table 5-1: Weekday Off-Street Parking Occupancy by Time of Day in Public Parking Facilities
2022-06-22 PC Agenda Page 140 of 251
²
Downtown Chula Vista Parking Management Plan Figure 5-2
Parking Utilization by Block
7AM to 9AM Weekday Average
Percent Utilization
Greater than 85%
70.1% - 85%
50.1% - 70%
50% and Below
Predominantly Metered Parking
Predominantly Free Parking
Off-Street Parking
2022-06-22 PC Agenda Page 141 of 251
Percent Occupancy - Weekday 7AMEstimated Available Parking - Weekday 7AME StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 142 of 251
2022-06-22 PC Agenda Page 143 of 251
²
Downtown Chula Vista Parking Management Plan Figure 5-4
Parking Utilization by Block
11AM to 1PM Weekday Average
Percent Utilization
Greater than 85%
70.1% - 85%
50.1% - 70%
50% and Below
Predominantly Metered Parking
Predominantly Free Parking
Off-Street Parking
2022-06-22 PC Agenda Page 144 of 251
Percent Occupancy - Weekday 11AMEstimated Available Parking - Weekday 11AME StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 145 of 251
²
Downtown Chula Vista Parking Management Plan Figure 5-6
Parking Utilization by Block
3PM to 5PM Weekday Average
Percent Utilization
Greater than 85%
70.1% - 85%
50.1% - 70%
50% and Below
Predominantly Metered Parking
Predominantly Free Parking
Off-Street Parking
2022-06-22 PC Agenda Page 146 of 251
Percent Occupancy - Weekday 3PMEstimated Available Parking - Weekday 3PME StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 147 of 251
2022-06-22 PC Agenda Page 148 of 251
²
Downtown Chula Vista Parking Management Plan Figure 5-8
Parking Utilization by Block
6PM to 8PM Weekday Average
Percent Utilization
Greater than 85%
70.1% - 85%
50.1% - 70%
50% and Below
Predominantly Metered Parking
Predominantly Free Parking
Off-Street Parking
2022-06-22 PC Agenda Page 149 of 251
Percent Occupancy - Weekday 6PMEstimated Available Parking - Weekday 6PME StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 150 of 251
²
Downtown Chula Vista Parking Management Plan Figure 5-10
Parking Utilization by Block
9PM to 11PM Weekday Average
Percent Utilization
Greater than 85%
70.1% - 85%
50.1% - 70%
50% and Below
Predominantly Metered Parking
Predominantly Free Parking
Off-Street Parking
2022-06-22 PC Agenda Page 151 of 251
Percent Occupancy - Weekday 9PMEstimated Available Parking - Weekday 9PME StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 152 of 251
Table 5-2: Weekday Parking Turnover along Third Avenue between E Street and Madrona Street
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Table 5-3: Weekday Parking Turnover in Park Plaza Parking Structure
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Table 5-4: Weekend Parking Occupancy by Time of Day in Public Parking Facilities
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Weekend Peak Period (Time of Day)Weekend Peak Period OccupancyE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 156 of 251
2022-06-22 PC Agenda Page 157 of 251
²
Downtown Chula Vista Parking Management Plan Figure 5-13
Parking Utilization by Block
7AM to 9AM Weekend Average
Percent Utilization
Greater than 85%
70.1% - 85%
50.1% - 70%
50% and Below
Predominantly Metered Parking
Predominantly Free Parking
Off-Street Parking
2022-06-22 PC Agenda Page 158 of 251
Percent Occupancy - Weekend 7AMEstimated Available Parking - Weekend 7AME StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 159 of 251
²
Downtown Chula Vista Parking Management Plan Figure 5-15
Parking Utilization by Block
11AM to 1PM Weekend Average
Percent Utilization
Greater than 85%
70.1% - 85%
50.1% - 70%
50% and Below
Predominantly Metered Parking
Predominantly Free Parking
Off-Street Parking
2022-06-22 PC Agenda Page 160 of 251
Percent Occupancy - Weekend 11AMEstimated Available Parking - Weekend 11AME StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 161 of 251
2022-06-22 PC Agenda Page 162 of 251
²
Downtown Chula Vista Parking Management Plan Figure 5-17
Parking Utilization by Block
3PM to 5PM Weekend Average
Percent Utilization
Greater than 85%
70.1% - 85%
50.1% - 70%
50% and Below
Predominantly Metered Parking
Predominantly Free Parking
Off-Street Parking
2022-06-22 PC Agenda Page 163 of 251
Percent Occupancy - Weekend 3PMEstimated Available Parking - Weekend 3PME StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 164 of 251
²
Downtown Chula Vista Parking Management Plan Figure 5-19
Parking Utilization by Block
6PM to 8PM Weekend Average
Percent Utilization
Greater than 85%
70.1% - 85%
50.1% - 70%
50% and Below
Predominantly Metered Parking
Predominantly Free Parking
Off-Street Parking
2022-06-22 PC Agenda Page 165 of 251
Percent Occupancy - Weekend 6PMEstimated Available Parking - Weekend 6PME StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 166 of 251
²
Downtown Chula Vista Parking Management Plan Figure 5-21
Parking Utilization by Block
9PM to 11PM Weekend Average
Percent Utilization
Greater than 85%
70.1% - 85%
50.1% - 70%
50% and Below
Predominantly Metered Parking
Predominantly Free Parking
Off-Street Parking
2022-06-22 PC Agenda Page 167 of 251
Percent Occupancy - Weekend 9PMEstimated Available Parking - Weekend 9PME StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson StE StF StG StH StPark WayRoosevelt StAlvarado StCenter StDavidson St2022-06-22 PC Agenda Page 168 of 251
Table 5-5: Weekend Parking Turnover along Third Avenue between E Street and Madrona Street
Table 5-6: Weekend Parking Turnover in Park Plaza Parking Structure
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Table 6-1: Survey Respondents Visitation Frequency
Table 6-2: Survey Respondents Trip Purpose
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Table 6-3: Respondents Typical Length of Visits
Table 6-4a: Perceived Convenience of Parking at Third Avenue Village (Likert Scale)
2022-06-22 PC Agenda Page 176 of 251
Table 6-4b: Perceived Convenience of Parking at Third Avenue Village (Yes/No)
Table 6-5: Other Forms of Transportation Previously Utilized
2022-06-22 PC Agenda Page 177 of 251
Table 6-6: Respondents Business Type
Table 6-7: Customers/Clients Typical Duration of Visit
Table 6-8: Business Has Own Source of Off-Street Parking
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Table 6-9: Business Directs Staff to Park Remotely
Table 6-10: Business Owners Perception of Convenient Available Parking at Third Avenue Village
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Individual Survey Results provided under separate cover
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Downtown Chula Vista
Parking Management Plan
Appendix B - On-Site Parking Capacity and
Future Parking Generation
2022-06-22 PC Agenda Page 183 of 251
Appendix B Overview of Near Term Parking Conditions Analysis
This appendix explains how on site parking capacity and future parking generation was estimated for
each redeveloped parcel.
Ground floor parking capacity was estimated for parcels anticipated to redevelop in the near
term
Development capacity of parcels anticipated to redevelop was estimated in the near term, except
for entitled projects where the development quantities were known
Parking generation was estimated for noon and 9pm periods under near term conditions
Parking generation was assigned to on site parking per parcel and off site within the study area
Parking Capacity Estimation Ground floor parking capacity for each parcel was estimated based on
typical parking feature dimensions and the dimensions and access characteristics of each parcel. The
parking capacity per parcel would subsequently be used to subtract from parking generation estimates
per parcel of each development scenario in order to determine how much off site public parking each of
the scenarios would generate. For entitled near term projects, the known parking quantities were
substituted in place of the estimates.
Based on typical parking lot feature dimensions shown in
Table 1, a series of basic possible ground floor parking
configurations were developed for all parcels within the
study area. The accompanying image demonstrates a
couple of the basic parking configurations considered.
Table 1:Assumed Parking Lot Feature Dimensions
Feature Dimension
Parking Space Width 9
Parking Space Length 18
Driveway Aisle 24
Driveway Entry Depth 18
Driveway Backing Area Depth 18
Each parking configuration within a parcel was contingent on if required conditions were present in the
parcel such as street access, alley access and minimum feasible width and depth to accommodate parking
in that configuration. Parcels which are also zoned to have a ground floor mixed use component had 50
subtracted from their lot depth to account for the ground floor non residential land uses.
Table 2 shows the formulas used to calculate estimated parking capacity under each possible
configuration for every parcel within the study area, provided it met the conditions of that configuration.
If multiple parking configurations were possible within a parcel, the configuration which could
accommodate the largest number of spaces possible was selected for that parcel and the corresponding
supply total was assumed for that parcel. Irregular shaped parcels were divided into rectangles and the
same calculations were performed on the rectangular portions. It was assumed that no future
development projects would construct underground or structured parking on site, or that no parcel
assembly would take place.
2022-06-22 PC Agenda Page 184 of 251
Table 2:Assumed Parking Lot Required Conditions and Formulas
Parking Configuration
Access
side (As)
Minimum
Non
Access
Side (Ns)
Minimum
Non Access
Side (Ns)
Minimum if
Ground Floor
Retail
Formula without
Ground Floor Retail
Formula with Ground
Floor Retail
Alley 91868As / 9 As / 9
One Row / One Aisle /
No Alley
424595(Ns 36) / 9 ((Ns 50)36) / 9
One Row / One Aisle /
Alley 424595((Ns 36) / 9) + 2 ((Ns 50)36) / 9) + 2
Two Rows / One Aisle /
No Alley
604595((Ns 36) * 2) / 9 ((Ns 50)36) * 2) / 9
Two Rows / One Aisle /
Alley 604595(((Ns 36) * 2) / 9) +
4
(((Ns 50)36) * 2) / 9)
+ 4
Three Rows / Two
Aisles / No Alley
1024595((Ns 36) * 3) / 9 ((Ns 50)36) * 3) / 9
Three Rows / Two
Aisles / Alley
1024595(((Ns 36) * 3) / 9) +
6
(((Ns 50)36) * 3) / 9)
+ 6
Four Rows / Circular
Aisle 12057107(((Ns 48) / 9) * 4) +
8
(((Ns 50)48) / 9) * 4)
+ 8
Six Rows / Figure Eight
Circulation 18057107(((Ns 48) / 9) * 6) +
8
(((Ns 50)48) / 9) * 6)
+ 8
Development Capacity Estimation Development capacity for each parcel was estimated based on the
parcels dimensions and the permitted uses and development envelopes of the respective Urban Core
Specific Plan zones each parcel was located within. For entitled near term projects, the known
development quantities were substituted in place of the estimates.
Table 3 shows the UCSP zones in the study area and their maximum allowed height, allowed Floor Area
Ratio (FAR), and residential parking requirements. The non residential parking requirements are identical
in all the UCSP zones within the study area. Except for UC 3 Roosevelt, the UCSP zones allow both
residential and non residential land uses. Where non residential uses are permitted, they are typically
allowed on the ground floor only. The descriptions of the zone regulations within the UCSP
1 specify the
blocks and streets where those land use types are forbidden or allowed within the zone.
1 UCSP Chapter 6
2022-06-22 PC Agenda Page 185 of 251
Table 3:UCSP Zone Building Envelope and Parking Regulations
Zone Name FAR Max
Height
Residential
Parking
Non Residential
Parking
V 1 East Village 2.0 451.6 per DU 2 per 1,000 sf
V 2 Village 2.0 451.6 per DU 2 per 1,000 sf
V 3 West Village 4.5 841.6 per DU 2 per 1,000 sf
UC 1 St. Rose 4.0 841.1 per DU 2 per 1,000 sf
UC 2 Gateway 5.0 841.1 per DU 2 per 1,000 sf
UC 3 Roosevelt 3.0 60n/a
Development capacity was estimated through a series of calculations. FAR was divided by the maximum
allowed floors (an assumption converted from the maximum building height, specified in the UCSP)
generates a number which can be multiplied by the parcel area to determine a maximum building
footprint area possible allowed by the zone.
Maximum Building Footprint
(a / b) * c
a = FAR
b = floors
c = parcel square footage
The maximum building footprint represents the area of one floor plate, which can be multiplied by the
number of floors allowed by the zone. On site parking was assumed to be configured on the ground
level, which eliminates the ground floor for residential use. In locations where mixed land uses are
allowed, the commercial uses were assumed to go on the ground level. In either situation, one floor plate
is subtracted from the maximum number of floors allowed when calculating residential square footage.
An assumption was made that 85% of space within the building is leasable (85% building efficiency), with
the remaining space accounting for common area or shared necessities of the building that are not
leasable, such as stairwells, hallways, and utility rooms.
Residential Square Footage
(b 1) * (d * 0.85)
b = floors
d = maximum building footprint
To determine the number of dwelling units which can be accommodated on each parcel, the total
residential square footage was divided by 800 square feet. This average square footage per dwelling unit
is comparable with recent development projects in Downtown Chula Vista. It is representative of the
typical square footage of a one bedroom apartment, while also accounting for a diversity of a dwelling
unit sizes, roughly averaging the sizes of smaller apartment units such as studios and larger two bedroom
apartments.
Total Dwelling Units
e / 800
e = residential square footage
2022-06-22 PC Agenda Page 186 of 251
Parking Generation Estimation
The Urban Land Institute (ULI) Shared Parking Analysis Manual (2020) was used to estimate the parking
generation for near term conditions. To account for the different peaks by land use, future conditions
parking generation considered a noon snapshot representing a typical peak period for commercial land
uses and a 9pm representing a typical peak parking period for residential land uses were used.
Near term conditions analysis assumed three land uses within the study area, which each have an
estimate equation: residential, commercial shopping and commercial fine dining. The ULI parking
generation estimates consider factors by time of day which account for the blending of various peak
times of different land uses. As was documented during existing conditions, the more heavily commercial
portions of the study area (within the parking district boundary) were observed to have occupancy peaks
occurring mid day periods, while the more heavily residential portions of the study area peaked after
typical business hours.
Table 4 shows the ULI Shared Parking Analysis parking generation estimate equations. Within the study
area, it was assumed commercial land use square footage would be split evenly between commercial
shopping and commercial fine dining. As shown, each type of commercial has a different parking
generation estimate equation and different time of day factors with the fine dining land use producing a
much higher parking generation.
Table 4:Parking Generation Estimate Equations
Land Use Unit Measure Equation Noon
Factor
9pm
Factor
Residential Per Dwelling Unit
(DU)
(1.7*DU) + (0.15*DU) 0.65 0.99
Commercial Shopping Per 1,000 sq.ft.
(KSF)
(2.9*KSF) + (0.7*KSF) 0.95 0.5
Commercial Fine Dining Per 1,000 sq.ft.
(KSF)
(15.25*KSF) + (2.48*KSF) 0.75 1.0
Source: Urban Land Institute Shared Parking Manual (2020)
Table 5 demonstrates a sample parking generation calculation for each land use considered under future
conditions, with the noon and 9pm factors applied.
Table 5:Parking Generation Sample Calculation
Land Use Raw Parking
Generation
Noon
Factor
9pm
Factor
25 Dwelling Units 47 31 47
5,000 sq.ft. Commercial Shopping 9 9 5
5,000 sq.ft. Commercial Fine Dining 44 33 44
Source: Urban Land Institute Shared Parking Manual (2020)
The calculations were applied to the redeveloping parcels in the study area, rounding the parking
generation of each parcel to multiples of 10. Table 6 summarizes the total rounded parking generation
within the study area under near term conditions using the noon and 9pm factors.
2022-06-22 PC Agenda Page 187 of 251
Table 6:Study Area Near Term Parking Generation
Time Period Parking
Generation
Near Term Conditions Noon 730
Near Term Conditions 9pm 1,070
2022-06-22 PC Agenda Page 188 of 251
Downtown Chula Vista
Parking Management Plan
Appendix C - Electric Vehicle Parking Analysis
Memo
2022-06-22 PC Agenda Page 189 of 251
3900 5th Avenue, Suite 310 San Diego, CA 92103 619-795-6086
www.CRAmobility.com
TO: Scott Barker, PE, AICP, DSD Facilities Financing, City of Chula Vista
Kimberly Elliott, DSD Facilities Financing, City of Chula Vista
FROM:Phuong Nguyen, PE, CR Associates
Cristian Belmudez, CR Associates
DATE:April 11, 2022
RE: Downtown Chula Vista Parking District – Electric Vehicle Charging
The purpose of this technical memorandum is to provide the City of Chula Vista information on the
current state of publicly accessible Electric Vehicle (EV) charging stations, as well as to offer
guidance on applying relevant best practices with respect to charging station siting in the Downtown
Chula Vista Parking District (the District). Providing EV charging spaces for public use helps to
encourage the use of electrical vehicles by providing convenient charging locations for people who
live, work, and patronize business in the urban core. Additionally, locating EV stations in public areas
helps to close the EV charging gap by assuring the availability of charging stations that may not be
readily available in older multi-family and affordable housing neighborhoods.
Electric Vehicle Ownership
EV ownership is increasing every year. Vehicle manufacturers have demonstrated their commitment
to the electrification of the automobile industry by offering consumers a wider range of EV options. In
conjunction with the increased availability and choices of EV, federal, state, and local incentives
(such as credit programs) further encourage consumers to transition from their traditional, fuel-
powered vehicles to electric cars. Table 1 displays a five-year summary of the proportion of EVs and
Non-EVs within San Diego County.
Table 1 – Electric Vehicle Ownership Within County of San Diego
Region Vehicle Type 2016 2017 2018 2019 2020
San Diego
Non-EV 2,165,637 2,434,649 2,443,399 2,453,443 2,426,015
EV 16,908 23,347 33,694 43,982 51,616
Total 2,182,545 2,457,996 2,477,093 2,497,425 2,477,631
% EV 0.8%1.0%1.4%1.8%2.1%
Source: California Energy Commission (2021)1
As shown in the table, the number of EV in the San Diego region increased from approximately
17,000 in 2016 to approximately 52,000 in 2020 while the total vehicle ownership remained
relatively stable. This is a strong indication of the overall trend in consumer choice and behavior: EV
ownership is on the rise in San Diego. However, the trends or patterns observed for a large and
geographically diverse region may not necessarily be reflective of the consumer behavior at a more
localized level. Table 2 displays the proportion of EV and non-EV within the South Bay region and
specifically in the City of Chula Vista.
1 Source: California Energy Commission (2021). California Energy Commission Zero Emission Vehicle and Infrastructure Statistics.
Data last updated April 1, 2021. Retrieved February 14, 2022 from http://www.energy.ca.gov/zevstats.
2022-06-22 PC Agenda Page 190 of 251
Downtown Chula Vista Parking District Electric Vehicles Page 2
Technical Memorandum
Table 2 – Electric Vehicle Ownership Within South Bay Region and City of Chula Vista
Region Vehicle Type 2016 2017 2018 2019 2020
South Bay
Non-EV 346,745 395,042 400,564 405,886 408,889
EV 1,090 1,511 2,220 3,172 3,934
Total 347,835 396,553 402,784 409,058 412,823
% EV 0.3%0.4%0.6%0.8%1.0%
Chula Vista
Non-EV 169,571 192,953 196,294 199,453 201,290
EV 720 993 1,496 2,162 2,694
Total 170291 193946 197,790 201,615 203,984
% EV 0.4%0.5%0.8%1.1%1.3%
Source:California Energy Commission (2021)2
As shown in the table, similar to the San Diego region as a whole, both South Bay and Chula Vista
also experienced same upward trend in EV ownership. Within the City of Chula Vista, EV ownership in
2020 almost quadrupled as compared to 2016.
Relative to other EV manufacturers, Tesla has gained a significant increase in market share since
2016. The Tesla lineup includes a variety of vehicle sizes (i.e., coupe, sedan, and SUV) and price
points, which have made it a popular choice for EV consumers. Figure 1 displays the percentage of
EV owners that owned a Tesla during the five-year period between 2017 and 2021.
Figure 1 – Five-Year Summary of Tesla Ownership
As shown in Figure 1, between 2011 and 2016, Tesla ownership was approximately 10% of all EVs.
During these years, EV were not popular due to the lack of options and functionality. Plug-in hybrids
2 Source: California Energy Commission (2021). California Energy Commission Zero Emission Vehicle and Infrastructure Statistics.
Data last updated April 1, 2021. Retrieved February 14, 2022 from http://www.energy.ca.gov/zevstats.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2011-2016 2017 2018 2019 2020 2021
Tesla Non-Tesla
2022-06-22 PC Agenda Page 191 of 251
Downtown Chula Vista Parking District Electric Vehicles Page 3
Technical Memorandum
were marketed specifically towards a unique market, such as urban commuters with short range
travel needs. In 2012, Tesla introduced their Model S to the market. The Model S offered consumers
increased range and amenities not typically found in other EVs at that time. By 2017, Tesla’s lineup
included four models, including a more affordable mid-size sedan intended for the majority of
consumers. Since then, as shown in this figure, the percentage of Tesla owners amongst all EV
owners within the South Bay region and City of Chula Vista has increased from approximately 10% to
40%. It should be noted that the share of Tesla owners increased the most in 2018 and 2019 (up
10% from 2017) and continued to grow each year after but at a slower pace. The lower rate of
growth is likely due to the growing competition from most major vehicle manufacturers, such as Ford,
GM, BMW, Honda, and Toyota, which all have introduced EV models within the last five years. Back
in 2017, there were only 15 EV models and of which four were made specifically for urban
commuting (i.e., Leaf, Smart fortwo, Fiat 500e, Mitsubishi i-MiEV) and four were Tesla models. Today,
there are 33 EV models available. As the EV market becomes saturated with more options ranging in
affordability, amenities, and sizes, it is likely that Tesla’s share of the market will be reduced.
Given the upward trend in EV demand, the industry’s commitment to meeting such demand, as well
as the support from federal, state, and local governments, it is projected that EV ownership will
continue to increase in the future. Within San Diego County, cumulative EV ownership is projected to
increase from 52,000 in 2020 to 143,000 by 20303. Table 3 below summarizes EV ownership
projections for the San Diego region, South Bay region, and the City of Chula Vista.
Table 3 – EV Ownership Projections
Through Year San Diego Region South Bay Region City of Chula Vista
2020 51,616 3,934 2,694
2022 71,177 5,425 3,715
2025 106,900 8,148 5,579
2030 142,517 10,862 7,438
Source :Center for Sustainable Energy (2022)
4
Electric Vehicle Charging Station Features
As EV ownership increases, the need for publicly available EV charging stations also increases. This
section discusses the three major components for EV charging stations: (1) charging levels, (2)
charging connectors, and (3) charging systems. “Charging levels” describes the different
technologies and charging capacities available to EV. “Charging connectors” addresses the
connectors used by different EV manufacturers and their compatibility. “Charging systems”
describes the types of charging systems currently being used.
Charging Levels
Electric charging is categorized into the following three power levels:
uses a common 120-volt household outlet. Every electric or plug-in hybrid
vehicle can be charged on Level 1 by plugging the charging equipment into a regular wall
outlet. Level 1 is the slowest way to charge an EV. It adds between 2 and 5 miles of range
per hour (RPH). RPH is a metric for drivers to estimate how far they can travel after charging.
3 Source: https://evcs.sandag.org/docs/PISDMethodology.pdf
4 Source: Center for Sustainable Energy (2022). California Air Resources Board Clean Vehicle Rebate Project, Rebate Statistic.
Data last updated 1/21/2022. Retrieved 2/1/2022 from https://cleanvehiclerebate.org/en/rebate-statistics
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is the most commonly used level for daily EV charging. Level 2 charging
equipment can be installed at home, at the workplace, as well as in public locations like
shopping centers, transit stations and other destinations. Level 2 charging can replenish
between 10 and 20 miles of RPH. Certain vehicles and chargers can achieve higher charging
rate, up to 80 miles of RPH, depending on the power output of the Level 2 charger, and the
vehicle’s maximum charge rate.
is the fastest type of charging available and can recharge an EV at a rate of
60 to 80 miles of range in 20 minutes (180 to 240 miles of RPH, depending on the
maximum range of the vehicle). Unlike Levels 1 and 2 Charging that use alternating current
(AC), Level 3 charging uses direct current (DC).
Charging Connectors
Chargers are also classified by the kind of connector on the charging cord. Except for Tesla, all
vehicle manufacturers use the Society of Automotive Engineers (SAE) J1772 connectors for Level 1
and Level 2 charging. For Level 3 charging, there are two types of chargers for non-Tesla vehicles:
Combined Charging System (CCS) and CHAdeMO. Detailed information about these two standards
and the Tesla standard are provided below. Figure 2 displays the layout of the different charging
standards.
: The CCS connector, developed by SAE, uses the same plug type
as the SAE J1772 connector with two additional high-speed charging pins underneath. CCS is
the accepted standard in North America and almost every automaker today has agreed to
use the CCS standard, including General Motors, Ford, Chrysler, Dodge, Jeep, BMW,
Mercedes, Volkswagen, Audi, Porsche, Honda, Kia, Fiat, Hyundai, Volvo, smart, MINI, Jaguar
Land Rover, Bentley, Rolls Royce and others. It should be noted that while Tesla uses a
proprietary connection in North America, it uses this CCS connector in its European market.
: CHAdeMO was developed by the Japanese utility Tepco and is the official
standard in Japan. In North America, only Nissan and Mitsubishi use this standard. However,
Nissan is currently in the process of moving to the CCS standard. It should be noted that due
to the low demand for CHAdeMO standard, charging station companies in North America are
moving away from this model and adopting the CCS connector.
: In North America, Tesla uses a proprietary connection at all their DC fast charging (i.e.,
Level 3) stations. Tesla fast charging stations only charge Tesla vehicles, and non-Tesla
vehicles are unable to charge even with an adapter cable because Tesla charging stations go
through an authentication process before providing power. As of November 1, 2021, Tesla
began a pilot program to allow other vehicles to utilize Tesla stations during off-peak hours,
but this program is only available in the Netherlands, Germany, and Belgium.
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Figure 2 – Types of Charging Connectors
J1772 CCS1 CHAdeMO Tesla
Charging Systems
To ensure compatibility between different charging systems and allow for open market charging, the
charging industry developed the Open Charge Point Protocol (OCPP). Manufacturers who wish to be
certified as OCPP compliant must go through a certification process via the Open Charge Alliance.
This uniform standard ensures that charging system owners/hosts are less dependent upon
individual system manufacturers. For example, if a charging station manufacturer goes out of
business or increases their price, charging system owners/hosts can switch to another OCPP
compliant manufacturer. As of January 2022, many major charging systems are OCPP compliant,
including Blink, EVConnect, Evercharge, Enel X, Volta, and more. Tesla Super Charger Stations are
not currently OCPP compliant, as Tesla uses a proprietary connector that is not compatible with the
CCS1 system, and Tesla charging software does not allow non-Tesla EV to use the station even if an
adapter is available. Non-Tesla owners cannot use Tesla charging stations; however, Tesla owners
can use other types of chargers with a Tesla CCS Combo 2adapter.
Electric Vehicle Charging Station Design Specifications
The following specifications are recommended for public charging stations:
Commercial-grade, Level 2 chargers or DC Fast Charge
Ability to charge any EV using the SAE J-1772 coupler (North American standard)
Fast chargers should be CCS
Rated for outdoor usage
Network-ready (OCPP 2.0 or later)
ADA compliant
Include agreement for timely upgrades and maintenance
Facilities with EV charging stations for public and common use must provide van accessible,
standard accessible, and ambulatory EV charging stations as required per California Building Code
(CBC 11B-8121). Standard specifications for each type of accessible EV charging stations are
provided below:
Van Accessible
12 feet minimum width
18 feet minimum length
Access aisle 5 feet
minimum width located on
passenger side with head-
in parking
Standard Accessible
9 feet minimum width
18 feet minimum length
Access aisle 5 feet
minimum width located on
passenger or driver side of
EV space
Ambulatory
10 feet minimum width
18 feet minimum length
No access aisle required
Surface marking 12” high
letters “EV CHARGING ONLY”
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Surface marking 12” high
letter “EV CHARGING
ONLY”
Surface marking 12” high
letter “EV CHARGING
ONLY”
Table 4 displays the minimum number of ADA Compliant Electric Vehicle Charging Stations (EVCS)
required to comply with CBC 11B-8121.
Table 4 – ADA Electric Vehicle Charging Stations for Public Use and Common Use
Total Number of
EVCS at a Facility
Minimum Number of EVCS Required
Van Accessible Standard Accessible Ambulatory
1 to 4 1 0 0
5 to 25 1 1 0
26 to 50 1 1 1
51 to 75 1 2 2
76 to 100 1 3 3
101 and over 1, plus 1 for each 300, or
fraction thereof, over 100
3, plus 1 for each 60, or
fraction thereof, over 100
3, plus 1 for each 50, or
fraction thereof, over 100
Source: California Building Code (2022)
Facilities with accessible EV charging stations should ensure that the charging stations are used
exclusively for charging and not as ADA parking spaces. Signage should be clear enough to
differentiate between non-accessible and accessible charging stations, without misleading users to
believe the spaces can be used as non-EV, accessible parking. Figure 3 displays an example of an
accessible EV charging station. Refer to the California Vehicle Code (CVC) for detailed ADA compliant
design specifications.
Figure 3 – Typical Accessible EV Charging Station 5
5 Source: https://www.access-board.gov/aba/guides/chapter-5-parking/#electric-vehicle-charging-stations
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Regulations for Electric Vehicle Charging Stations
In November 2021, congress passed the Infrastructure Investment and Jobs Act (“IIJA”) which
includes funding to States to strategically deploy EV charging infrastructure and establish an
interconnected network. The Federal Highway Administration has provided guidance to implement
the legislation6. The IIJA bill establishes a discretionary grant program, Charging and Fueling
Infrastructure Program, with $7.5 billion to create an interconnected EV charging network that
includes alternative fuel corridors and locations that are accessible to all drivers. The State of
California is expected to receive over $384 million over five years to support the expansion of an EV
charging network and other types of alternative fuel infrastructure in the state. California will also be
able to apply for grants out of the $2.5 billion available for EV charging. The federal funds, must be
used for:
The acquisition and installation of EV charging infrastructure to serve as a catalyst for the
deployment of such infrastructure and to connect it to a network and facilitate data
collection, access, and reliability;
Proper operation and maintenance of EV charging infrastructure; and
Data sharing on EV charging infrastructure to ensure the long-term success of investments
made under the program.
Additionally, the legislation states the following:
“The Federal share payable for projects funded under the EV Charging Program is 80
percent. EV Charging Program funds may be used to contract with a private entity for
acquisition and installation of publicly accessible EV charging infrastructure, and the private
entity may pay the non-Federal share of the project cost. However, funds must be used for
projects directly related to vehicle charging and only for EV charging infrastructure that is
open to the general public or to authorized commercial motor vehicle operators from more
than one company. Further, any EV charging infrastructure acquired or installed with
program funds must be located along a designated alternative fuel corridor, unless a State
determines, and the Secretary of Transportation (Secretary) certifies, that the designated
alternative fuel corridors in the State are fully built out. In that case, the State could use the
funds for EV charging infrastructure on any public road or in other publicly accessible
locations.”
In the State of California, Assembly Bill 1100 (AB-1100) was enacted to further deploy EV
infrastructure. The Bill requires that standard spaces designated for EV are to be counted as at least
one standard parking space when determining compliance with minimum parking standards
established by local jurisdictions. Accessible parking spaces designated for EV should be counted as
at least two standard parking spaces. Furthermore, California Health and Safety Code (HSC)
44268.2 prohibits charging stations that require users to subscribe to a service; EV charging stations
shall be accessible to all types of users including nonsubscribers and nonmembers of subscription-
based services. The California Green Building Standards Code specifies the standards for
infrastructure to support the future installation of electric vehicle supply equipment in building
construction.
6 The National Electric Vehicle Infrastructure (NEVI) Formula Program Guidance (dot.gov)
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In addition to above, the widespread adoption of EV infrastructure is also supported through the
California Public Utilities Commission (CPUC), which oversees investor-owned utilities in the state of
California. The CPUC is committed to providing access to clean transportation options, including safe
and convenient EV charging, while increasing the availability and affordability of EV, such as
equitable fueling prices 7.
Electric Vehicle Charging in Study Area
Existing Stations
Within the Downtown Chula Vista Parking Management Plan study area, there are currently a total of
fourteen charging stations (note that addition EVCSs are located in the City of Chula Vista Civic
Center, which lies outside of the District). A breakdown of the stations is provided below:
Seven (7) at Park Plaza Parking Structure (340 F Street, Chula Vista, CA 91910) – one DC
Fast Charger station with two CHAdeMO connectors (one standard and one ADA charging
space), five standard Level 2 chargers (J1772 port) and one ADA Level 2 charger.
Seven (7) at Parkway Community Center & Gym (373 Park Way, Chula Vista, CA 91910) – six
Level 2 chargers (J1772 port) and one ADA Level 2 charger.
The existing (2021) EV usage at the two charging locations above was obtained from the City of
Chula Vista calendar year 2021 EV usage database. Table 5 displays the charging duration (how long
a vehicle was plugged-in and charging) for each site.
Table 5 – Year 2021 Charging Stations Statistics
Duration (Hours)Number of Vehicles
Park Plaza Parking Structure Parkway Community Center &Gym
Not Charging 8 688 218
1 252 129
2 478 47
3 263 75
4 78 65
5 39 35
6 16 26
7 9 1
8 6 0
9 3 0
10 4 0
11 3 0
12 1 0
13 1 0
14 1 0
Total Actively Charging Vehicles 1,154 378
Average Charging Duration 2 hours 28 minutes 2 hours 46 minutes
7 Source: https://docs.cpuc.ca.gov/PublishedDocs/Efile/G000/M326/K281/326281940.PDF
8 Vehicles that parked in an EV parking space for convenience and plugged in but not actively charging. These vehicles are not
included in the average or median charging calculation.
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Source: City of Chula Vista (2022); CR Associates (2022)
As shown in the table, in 2021, there were a total of 1,154 actively charging vehicles with an
average charging time of 2 hours and 28 minutes at the Park Plaza Parking Structure and 378
actively charging vehicles with an average charging time of 2 hours and 46 minutes at the Parkway
Community Center & Gym parking lot. There were 688 vehicles at the Park Plaza Parking Structure
and 218 vehicles at the Parkway Community Center & Gym parking lot that were not actively
charging. These vehicles were detected by the charging station; however, energy was not delivered to
these vehicles (zero-kilowatt hour), indicating that these vehicles likely have used the charging
station for the convenient parking location. The hours for parking and not charging represents
approximately 37% of the total hours in 2021.
Table 6 displays the number of charges by day of the week. As shown, Mondays have the highest
usage with a total of 330 uses, followed by Thursdays with 291 uses. Furthermore, usage on a
typical Monday is higher than the combined usage on Saturday and Sunday, indicating that users
tend to charge on Monday and recharge prior to the weekend.
Table 6 – Charging Station Usage by Day of the Week
Day Park Plaza Parking
Structure
Parkway Community
Center &Gym Total
Sunday 121 8 129
Monday 207 123 330
Tuesday 173 20 193
Wednesday 180 37 117
Thursday 183 108 291
Friday 183 72 255
Saturday 107 10 117
Source: City of Chula Vista (2022); CR Associates (2022)
Table 7 displays the starting time of when a vehicle is plugged into a charging station by time of day.
As shown, the most frequent starting time is around 8 AM with 227 occurrences. This is likely related
to people arriving to their places of work. The second highest starting time is around 12 PM with 197
occurrences. This could be associated with people charging their vehicles during lunch break. At the
Park Plaza Parking Structure, 77 vehicles start their charging between 7 PM and 5 AM, these
vehicles are likely residentials living nearby who need to charge their vehicles overnight due to lack
of charging facilities near their places of residents.
It should be noted that based on field observations and review of charging data, the fast-charging
stations likely have a low demand due to having only CHAdeMo connectors, which limits charging to
only a few EV models, such as the Nissan Leaf.
Table 7 – Charging Station Usage Starting Time
Time of Day Park Plaza Parking
Structure
Parkway Community Center &
Gym Total
12 AM 0 1 1
1 AM 0 0 0
2 AM 3 0 3
3 AM 0 0 0
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Time of Day Park Plaza Parking
Structure
Parkway Community Center &
Gym Total
4 AM 0 0 0
5 AM 11 0 11
6 AM 29 0 29
7 AM 42 4 46
8 AM 130 97 227
9 AM 139 6 145
10 AM 90 13 103
11 AM 82 58 140
12 PM 133 64 197
1 PM 96 32 128
2 PM 89 39 128
3 PM 70 4 74
4 PM 56 26 82
5 PM 50 17 67
6 PM 46 7 53
7 PM 29 6 35
8 PM 27 0 27
9 PM 14 3 17
10 PM 3 0 3
11 PM 1 1 2
Source: City of Chula Vista (2022); CR Associates (2022)
Stations Under Construction
At the time of this memo, the City is in the process of installing 16 EVCSs at Pay Lot 2. These state-
funded installations include 6 level 3 fast chargers and 5 dual-port level 2 chargers.
Future Station Needs
Based on a nationally representative survey conducted by Consumer Reports in July and August
2020 9, the majority of U.S. drivers would consider buying an EV in the future. Additionally,
consumers expressed that the lack of charging stations is a barrier to EV ownership, especially for
residents of large apartment buildings. These residents are more likely to charge at public fast
charging stations since they don’t have access to a personal garage or driveway for charging at
home.
To alleviate consumer concerns about EV ownership, the location of future EV charging stations
should be determined based on the projected demand for EV charging stations. As discussed
previously, field observations and existing data indicate that EV charging stations are likely being
utilized by employees who work in the vicinity of the charging station, followed by nearby residents
who utilize these stations overnight. The amount of overnight charging vehicles is likely to increase
as EV’s become more affordable.
9 https://www.consumerreports.org/hybrids-evs/cr-survey-shows-strong-interest-in-evs-a1481807376/
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It is recommended that the Plug-in San Diego Electric Vehicle Charging Stations Map
10 be used for
determining future charging locations. The map estimates the end location of EV trips using EV
registration information, future EV sales projections, and trip destination data from the SANDAG
Regional Transportation Model. Figure 4 highlights areas within the District where there is likely high
EV charging demand, based on SANDAG data. As shown in Figure 4, the areas with the highest EV
charging demand in the District are the Park Plaza Parking Structure (including adjacent surface
parking) and Pay Lot 5, followed by the area surrounding Pay Lot 3, Pay Lot 8, Pay Lot 2, and Pay Lot
10. Recommended EVCS quantities for each lot (in addition to the 16 being added to Pay Lot 2) are
provided in the next section.
Recommended Siting Criteria and Policy Recommendations
Future EVCS demands are calculated based on the projected EV ownership within the City of Chula
Vista and the South Bay Region. As shown in Table 1, the number of EV in the San Diego region
gradually increase over the year, while the total vehicle ownership remained relatively stable,
indicating that aging non-electric vehicles are being replaced by newer EV. As such, for a
conservative analysis, it is assumed that the total vehicles will remain the same, and the number of
non-EV will decrease over the years as consumers replace their vehicles.
Table 3 shows that the cumulative EV ownership within the South Bay Region would increase to
10,862 EV and the City of Chula Vista would increase to 7,438 EV, resulting in an EV ownership
percentage of 2.6% and 3.6% respectively. As shown, the EV ownership would be less than 5% of the
total vehicles in the South Bay Region and the City of Chula Vista. For a conservative estimate, and
to accommodate additional future growth in EV ownership, it is assumed that 5% of the vehicles
using parking lots in the District would be EVs. The following policies are recommended for EVCS
siting and installation within the District:
1. Continue to monitor EVCS usage at the Park Plaza Parking Structure and nearby pay lots to
determine EV charging usage. When EV charging usage reaches 85% daily per lot, consider
additional EVCSs.
2. Consider an enforcement policy such as implementing a time limited charging program to
ensure that vehicles are actively charging instead of just using a premium parking space. The
recommended time limit is four hours or approximately fifty percent of the time required to
charge an EV from empty. Consider adding provision to the Chula Vista Municipal Code (or
other regulations as appropriate) to support enforcement.
3. EVCSs should be in compliance with the technical specifications documented in this report.
4. EVCSs should be an open system to be compliance with California Health and Safety Code
(HSC) 44268.2.
5. The recommended number of EVCSs is 5% of the total available parking spaces within City-
operated parking facilities in areas having the highest EV charging demand, as shown in
Table 8 below.
6. Provide information to the public about the location, cost, and type of charging stations
available. (Ex: UCSD website: https://transportation.ucsd.edu/commute/ev-stations.html)
Table 8 displays the recommended EV for parking lots within the District within areas having the
highest EV charging demand. Given that 16 EVCSs are currently being installed in Pay Lot 2, no
additional installation is recommended at this location, unless usage of those spaces reaches 85%
10 Source: https://evcs.sandag.org/#
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daily. As discussed above, Figure 5 displays the additional surface parking lots where EVCSs are
recommended. Note that additional EVCS installation should follow the recommendation provided
above and occur only when the current EVCS reaches 85% usage to reduce loss of parking.
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Electric Vehicle Charging
Figure 4
SANDAG EV Use Map
Off-Street Public Parking
EV Trip End Percentile
91% - 100%
81% - 90%
71% - 80%
61% - 70%
50% - 60%
Existing EVCS
EVCS Under Construction
Recommended EVCS
Parking District
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Fourth AveGlo
ver AveGarrett AveLandi
s AveThi
rd AveChurch AveDel
Mar AveTwi
n Oaks AveD a v id s o n S t
E S t
F S t
C e n t e r S t
P a r k W y
G S t
V a n c e S t
R o o s e v e lt St
H S t
A lv a r a d o S t
M a d r o n a S t
C y p r e s s S t
Church AveDel
Mar CtSecond AveD S t
Gl
over AveDowntown Chula Vista Parking District
Electric Vehicle Charging
Figure 5
Public Parking Facilities with Recommended EVCS Installation
Project
Location
Off-Street Public Parking
Parking District
Existing EVCS
EVCS Under Construction
Project Study Area
Recommended EVCS
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Table 8 – Recommended EVCSs
Off-Street Facility Total Parking
Supply
EVCSs Under
Construction
Recommended
EVCSs (5%)11
Park Plaza Parking Structure 670 12 0 34
Pay Lot 2 74 16 -
Pay Lot 3 118 0 6
Pay Lot 5 42 0 3
Pay Lot 8 53 0 3
Pay Lot 10 28 0 2
Totals 985 16 48
Since only building a couple EVCSs per lot may not be practical or cost-effective due to the cost of
infrastructure, the City may need to consider a minimum number of EVCSs per lot. When siting
ECVSs in the surface lot adjacent to the Park Plaza Parking Structure, consider adjacency of
Memorial Park. Parking adjacent to the Park should not be constrained by EVCSs.
Funding
There are a variety of installation and operational structures currently being used in the marketplace.
The following are four of the most common methods for financing EV charging stations through EV
charging station providers:
Hybrid Owned – Charging station provider covers the cost of equipment, operations, and
administration while the City covers the cost of installing EV chargers at desired locations.
Subscription – Subscription based service that provides the City with EV charging stations,
low upfront costs, and control of ownership.
Provider Owned – Charging station provider covers the cost of installation, equipment,
operations, and administration and shares a portion of the revenues with the City.
Host Owned – City covers the cost of installation, equipment, operations, and administration
and is the sole owner and operator of the EV charging stations.
Revenue generated by EV charging stations will vary based on the selected business model. For EV
charging stations that are located within the Parking District, generated revenue could be used to
supplement the Parking District Fund.
Funding from the Federal IIJA legislation to assist with the installation of publicly accessible EV
charging stations is likely to be available in the future, as federal and state agencies develop funding
distribution mechanisms. Announcements are likely to be provided via one of the sources below.
11 All EVCS installations should comply with current ADA requirements.
12 Including adjacent surface lot near Third Avenue
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Keeping Up with the Electric Vehicle Industry
The EV industry is a fast changing and it’s in the interest of the City stay up to date with EV laws and
regulations, and best practices. It is recommended that the City subscribes to EV industry
newsletters that offer updates on new technologies. Recommended newsletters are provided below:
https://insideevs.com/news/category/charging/
https://www.traffictechnologytoday.com/
https://energycenter.org/energy-loop-newsletter
https://calevip.org/
https://www.openchargealliance.org/
Another valuable source is the California Legislative Information website. By creating an account,
users can sign-up to receive email notifications of new government documents that contain
information related to the EV industry. Once an account is created, the user can use keyboard
tracking to receive emails regarding proposed legislations that match the tracking requirements. The
new user registration website can be found here:
https://leginfo.legislature.ca.gov/faces/keywordTrackingList.xhtml
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Appendix D - Parking District Pro-Forma
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Appendix E - In-Lieu Fee Program Pro Forma
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Parking Demand Scenario Near term
Parking Demand (excess of on site parking) 490
Parking Accomodated off site (existing infrastructure) 272
Parking Needs (Remaining and unmet parking needs)Note 1 218
Average Parking Cost per Space Note 2 23,368.00$
Operation & Maintenance Cost/Space/Year 575.00$
Total O&M/Year Note 3 126,000.00$
Total Construction Cost Note 4 5,095,000.00$
Interest Rate (%) 3.50%
Bond Expense/Year 6,000.00$
Final Cost (30 year Fix) 5,275,000.00$
Existing Fund 136,726.82$
Yearly Revenue (50% are allocated toward paying off structure bond) TBD
30 Years Revenue (50% are allocated toward paying off structure bond) TBD
Total Available Fund 136,726.82$
Net Cost (Final Bond Cost + Revenue Paid off) 5,138,273.18$
In Lieu Fee (Cost / Space)Note 3 (10,486.00)$
Operation & Maintenance Cost/Space/Year 275.00$
Total O&M/Year 60,000.00$
Note 4: Assumes all construction costs would be paid for by In Lieu program and no additional revenue from the parking district
would be used to supplement costs
Expense
Revenue
Net Cost
Downtown Chula Vista Parking Study Pro forma for Parking Structure
Note 1: Calculations assume that excess existing capacity (up to 85% occupancy) would also be available for in lieu parking program
Note 2: Reflects development costs (2019 dollars)excluding land acquisition. Source: WGI Parking Structure Cost Outlook for 2019
report. Included at the end of this appendix.
Note 3: Source: Victoria Transport Policy Institute O&M per space for Central Business District 4 Level Structure
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Appendix F - Third Avenue Village Signage Plan
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7 279291235163630256 323
5
2
111 5
42 0
1 3
3
7
15621216529
1621 1
9767934
1 6
3 715
383
31354 3
4 0
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1 4
2 1
2 0 334274
1 8
2 92411
1 058
1 7
1 9
12121 5
1918
3 1 17319
21349 348 361 4
7 1 6
1 7
1 5 317 35359164
1 9Fourth AveGl
over AveGarrett AveLandi
s AveThi
rd AveChurch AveDel
Mar AveTwi
n Oaks AveD a v i d s o n S t
E S t
F S t
C e n t e r S t
P a r k W y
G S t
V a n c e S t
R o o s e v e l t S t
H S t
A lv a r a d o S t
M a d r o n a S t
C y p r e s s S t
Church AveDel
Mar CtChurch AveSecond AveD S t
Gl
over AveDowntown Chula Vista Parking Management Study Attachment 2
Existing Public Parking Diagram
Park
Plaza
Parking
Structure
Pay
Lot
5
Pay
Lot
3
Pay
Lot
2
Pay
Lot
1
Pay Lot
8
Pay
Lot
10
Public Off-Street Parking Supply
Norman Park
Sr. Ctr. Lot
Pay Lot 1
Pay Lot 2
Pay Lot 3
Park Plaza Parking Str ucture
Pay Lot 5
Pay Lot 8
Pay Lot 10
Norman Park Senior Center Lot
14
74
118
670
42
53
28
15
Paid Off-Street Public Parking
Free Off-Street Public Parking
Parking Supply#
Metered On-Street Parking Location
Predominantly Metered
On-Street Parking Block
Predominantly Free
On-Street Parking Block
Parking District
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1
REGULAR MEETING OF THE PLANNING COMMISSION
Meeting Minutes
April 13, 2022, 6:00 p.m.
Council Chambers, 276 Fourth Avenue, Chula Vista, CA
Present: Commissioner Burroughs, Vice Chair De La Rosa,
Commissioner Milburn, Commissioner Torres, Chair Zaker
Absent: Commissioner Gutierrez
Also Present: Deputy City Attorney Shirey, Director Development Services
Allen, Secretary Salvacion, Mariluz Zepeda
Others Present Development Services Assistant Director Black and
Development Services Planning Manager Philips.
_____________________________________________________________________
1. CALL TO ORDER
A regular meeting of the Planning Commission of the City of Chula Vista was called
to order at 6:05 p.m. in the Council Chambers, located in City Hall, 276 Fourth
Avenue, Chula Vista, California.
2. ROLL CALL
Secretary Salvacion called the roll. Commissioner Gutierrez requested an
excused absence.
3. PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
Commissioner Burroughs led the Pledge of Allegiance.
4. PUBLIC COMMENTS
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There were none.
5. PUBLIC HEARINGS
Notice of the hearing was given in accordance with legal requirements, and the
hearing was held on the date and no earlier than specified in the notice.
5.1 CONSIDERATION OF AMENDMENTS TO CHULA VISTA MUNICIPAL
CODE CHAPTERS 18.18 AND 19.58
Moved by Vice Chair De La Rosa
Seconded by Burroughs
Conduct a public hearing and recommend the City Council of the City of
Chula Vista adopt an ordinance amending Chula Vista Municipal Code,
Chapters 18.18 (Tentative Parcel Maps) and 19.58 (Uses); and Sections
5.68.050 (Short-Term Rentals – Eligibility), 19.22.020 (R-E – Residential
Estate Zone – Permitted Uses) and 19.24.020 (R-1 – Single-Family
Residential Zone – Permitted Uses).
Result:Carried
6. ACTION ITEMS
6.1 APPROVAL OF MEETING MINUTES
Moved by Vice Chair De La Rosa
Seconded by Torres
Approve the minutes of February 9, 2022.
Result:Carried
6.2 WRITTEN COMMUNICATIONS
Moved by Vice Chair De La Rosa
Seconded by Milburn
Commission excuse the absence of Commissioner Nava from the meeting
of February 9, 2022.
Result:Carried
7. DIRECTOR'S REPORT
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Development Services Director Allen provided updates on several development
projects including; 190 Third Avenue, 201 Third Avenue, the Housing Element
Balance Community, and the Downtown Parking Study.
8. CHAIR'S COMMENTS
Chair Zaker mentioned that the time frame to submit applications to serve on the
Planning Commission has been extended.
9. COMMISSIONERS' COMMENTS
Commissioner Burroughs provided an update on the Bayfront Cultural Design
meetings.
10. ADJOURNMENT
The meeting was adjourned at 6:51 p.m.
Minutes prepared by: Patricia Salvacion, Planning Commission Secretary
_________________________
Patricia Salvacion, Secretary
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