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Town of Richmond Hill

Richmond Hill Parking Strategy

- Final Draft Report

Richmond Hill, Ontario

June 2010


Richmond Hill Parking Strategy


Richmond Hill, Ontario

June 2010

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Project # 4819

Town of Richmond Hill Richmond Hill Parking Strategy - Final Draft Report

June 2010 i HDR | iTRANSProject # 4819

EXECUTIVE SUMMARY

A. Introduction

Over the last three years the Town of Richmond Hill has been working diligently to redefineits community vision, set new directions and develop planning principles that will shape thefuture of this vibrant and fast growing community for the years to come. The Strategic Planadopted in 2009 provided foundations for the development of the new Official Plan. TheTown has initiated and completed a number of policy initiatives that will feed into the newOfficial Plan, guide development and investments within Town, encourage sustainability andaccessibility, and support the economic competitiveness of the Town. The Parking Strategydocument is one of the policy documents that has been prepared during this process.

This Parking Strategy is intended to serve as a parking policy document with clearly definedparameters, applicability and a framework for parking standards and requirements throughoutthe Town both now and in the foreseeable future. An oversupply of parking will consumeland that could otherwise be used for other purposes. On the other hand, an undersupplywould hinder economic vitality and commercial growth. Parking policies, if considered asflexible demand management tools, should result in more effective parking managementpractices, assist in congestion reduction, reduce the consumption of land and promote theTown’s economy. The goal of this Strategy is to develop a foundation for a long termparking management strategy, provide uniformity in standards and requirements and tools tohelp the Town support active transportation, transit usage and transit-oriented development.

The Strategy is set on the following key principles: Land use intensification and investments in rapid transit are conducive to lower auto

usage and lower vehicle ownership. The parking strategy should reflect this by applyingminimum parking supply standards for all uses and maximum parking supply standardsfor certain areas and corridors.

Uniform shared parking formula for mixed-use developments, support for on-streetparking, selective application of parking charges and parking policies that encourageturnover of on-street parking will promote effective use of parking facilities.

Parking inventory should be operated and administered with goals and objectives in-linewith the Town’s planning and fiscal objectives.

B. Guiding Principles

Through extensive public consultation, the Town of Richmond Hill has developed a newvision for its Strategic Plan. The Strategic Plan defines strategies to balance the needs ofpeople, the environment and the economy while building a community supported by fourstrategic goals:

1. Stronger Connections in Richmond Hill2. Better Choice in Richmond Hill3. A More Vibrant Richmond Hill


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4. Wise Management of Resources in Richmond Hill

The vision is intended to direct the Town’s transformation over the next 25 years throughgrowth, development and management of its resources, including parking. Richmond Hill’sparking strategy will influence travel behaviour, development practices, transit usage andpedestrian activity in the Town.

The Town is in the process of developing its New Official Plan. The OP process is guided bya series of principles that serve as the foundation for the OP formulation. The principle ofconnectivity and mobility has a direct impact on parking. This principle sets the stage forplanning Richmond Hill neighbourhoods according to the standards designed for transit andpedestrian oriented developments, in which parking goes beyond its customary role as avehicle storage facility and takes on a new role as a travel demand management tool.

C. Parking Strategy

The new vision set in the Strategic Plan and the Official Plan Guiding principles on mobilityrequire the support of a new and comprehensive Parking Strategy. The Strategy recognizesthe need to provide residents and businesses with parking supply sufficient to meet the needsof the growing and vibrant community, while at the same time using the provision of parkingsupply quotas and other parking supply measures as a tool to selectively manage traveldemand, discourage auto use, support, where appropriate, higher transit use and influenceauto ownership choices.

The Strategy recommends tailored on-site parking requirements and on and off street parkingspecifications, defines the framework for shared parking and cash in-lieu, sets parkingcharges for non-residential developments and discusses the applicability of other parkingrelated travel management measures for different areas of Richmond Hill. The area specificparking targets reflect opportunities for transit use and the anticipated as well as desired autoownership for each area. The five parking strategy areas are described below and illustratedin Exhibit ES.1.

Area Name Area Definition

Downtown Richmond Hill and KeyDevelopment Areas (KDA)

As defined in the Urban Structure Plan (seeSection 2.2).

Richmond Hill Regional Centre As defined in the Urban Structure Plan (seeSection 2.2).


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Rapid Transit Corridors(exclusive of areas designated asDowntown, Key Development Areasor Richmond Hill Regional Centre)

Areas within 400 m walking distance of a: Viva rapid transit stop on Yonge Street Viva rapid transit stop on Highway 7 Viva rapid transit stop on Major Mackenzie; Richmond Hill GO station

Business Parks Newkirk Business Park and Employment Corridorconsisting of Beaver Creek, Headford, Barker andother employment lands along the 404 EmploymentCorridor as shown in the Draft Official Plan

Rest of Richmond Hill All remaining areas of Richmond Hill

The high-level summary of the recommended parking strategies for the target areas areshown in Table ES.1.


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Exhibit ES.1: Richmond Hill Parking Strategy Areas


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Table ES.1: Parking Strategies

DowntownLocal

Centre andKDAs

Richmond HillRegionalCentre

RapidTransit

Corridors

BusinessParks

Rest ofRichmond

Hill

Reduced on-site parkingsupply requirements Maximize use of on-street and / or off-sitepublic parking

Implement sharedparking formula formixed-use developments

Cash-in-lieu Parking charges for non-residential development Travel DemandManagement

C.1 Travel Demand Management

The goal of travel demand management (TDM) is to reduce the amount of travel bydecreasing the need to travel and shifting travel away from the single occupant vehicle. Atravel demand management program is currently being implemented in Richmond Hill in theHighway 404-Highway 7 employment area. The program is administered by the SmartCommute 404-7 transportation management association and supported by the municipalitiesof Richmond Hill and Markham, the Regional Municipality of York, the Richmond HillChamber of Commerce, the Markham Board of Trade and local business leaders.

It is recommended that the Town of Richmond Hill consider expanding and developing TDMprograms similar to Smart Commute 404-7 and applying them to other areas of the Town. Itis also recommended that the Town develop a TDM Strategy as identified in the Town’sTransportation Master Plan.

TDM strategies that could be considered in the future TDM Strategy document and that cancomplement parking standards defined in this document include: car sharing programs and preferential car-share parking. Preferential carpool parking. Paid parking for non-residential uses. Employer shuttles or vanpools supported by preferential parking.


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C.2 Parking Supply Standards

Current parking by-law requirements in Richmond Hill vary on a site-by-site basis andrequirements may be inconsistent between sites. The intent of this Strategy document is toestablish and recommend consistent parking supply standards that meet the expected demandof a multi-modal transportation system while discouraging auto use. The recommendedparking standards for four distinct areas within Richmond Hill are summarized below.

Downtown Local Centre and Key Development Areas (KDAs)The recommended minimum parking standards for Downtown Richmond Hill and KDAs are20% to 30% lower than the current requirements for the Town. Maximum parking supplyrates approximately 25% higher than the minimum rates are also recommended to furthersupport rapid transit use while maintaining an adequate parking supply.

Richmond Hill Regional CentreWithin the Richmond Hill Centre, the recommended minimum parking standards are 20% to30% lower than the current parking requirements for the Town. In support of the vision of ahigh density, Regional mobility anchor hub in Richmond Hill Regional Centre, the maximumparking supply rate should not exceed the set minimum rate by more than 10%.

Rapid Transit CorridorsThe recommended minimum parking standards for the Rapid Transit Corridors are 20%lower than the current parking requirements for the Town. It is recommended thatdevelopment within 400 m walking distance of a rapid transit stop or GO Rail station besubject to maximum parking supply rates as defined in Section 4.2.3 of the Strategy report.

Business Parks and Rest of Richmond HillThe recommended parking requirements for Business Parks and the Rest of Richmond Hillare similar to more recent parking by-laws established by the Town, with a focus on rateconsistency.

C.3 On-Street and Public Parking

Maximizing the use of on-street parking is a viable opportunity for accommodating parkingdemand. The Downtown Design and Land Use Strategy study identified locations forpotential on-street parking and off-street public parking facilities. The Richmond HillRegional Centre Design and Land Use study also identified the potential for on-streetparking along Yonge Street (off-peak periods only) and on internal secondary streets withinthe Regional Centre.

The most accessible parking should be reserved for short-term users, not employees orresidents of the area. Time limits and parking charges can be applied to control demand andduration of parking use. Parking charges can be collected through meters, pay-and-displaymachines, or staffed public parking facilities. The charges will assist in the recovery ofcapital and operating costs associated with on-street and off-site parking.


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C.4 Shared Parking

Shared parking implies usage of one parking space to serve two or more individual land useswith different peak demand characteristics and located on one site. The ability to shareparking spaces is the result of variations in peak parking demand, by hour, by day or byseason, and a relationship among land uses that permits one shared visit to multiple usesduring a single auto trip. The goal of a successful shared parking strategy is to strike abalance between providing adequate parking on a site to support mixed-use developmentsand minimizing the land area and resources devoted to parking.

The application of shared parking is recommended where there are opportunities for mixed-use developments to pool parking resources. The shared parking pool must be convenient andaccessible to all users. The shared parking spaces cannot be allocated to or reserved for anyone particular use within the site. The method of calculating the shared parking allocation ispresented in detail in Section 4.4.

C.5 Structured Parking

Structured parking, either above ground or underground, is an alternative option to surfaceparking lots. Structured parking, preferably underground, should be encouraged inDowntown Richmond Hill and Richmond Hill Centre. Structured parking can provide morecapacity for vehicles than a surface lot can, and can minimize the amount of land required forparking. The amount of surface parking in Richmond Hill Centre and Downtown RichmondHill should be minimized to conserve space for land uses more supportive of transit-orienteddevelopment.

C.6 Cash-in-Lieu

A cash-in-lieu policy assists in the funding of long-term parking expenditures. Fundscollected through cash-in-lieu agreements can be used toward the development of newparking supply or the maintenance of existing parking supply.

A fair, but flexible, calculation system is currently used by Richmond Hill in the Downtown,where the collected funds assist with the provision of public parking. It is recommended thatthe Town continue using its cash-in-lieu formula in the Downtown Local Centre, KeyDevelopment Areas and the Richmond Hill Regional Centre.

D. Official Plan Policy Directions

In support of and in adherence with the Town’s Official Plan Vision, Official Plan GuidingPrinciples, Official Plan Major Policy Directions and other guiding documents, it isrecommended that the Town consider the following parking policy directions as a base foraddressing parking standards and parking requirements in the policies of the future OfficialPlan.


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These policy directions support the transportation system objectives identified in the currentTransportation Master Plan, accessibility and modal share goals, the extension of RegionalRapid Transit corridors and promotion of travel demand management. To this end, it isrecommended that the Official Plan policies include the following: Parking infrastructure is a component of the overall transportation system and is subject

to supply and demand mechanisms, user fees and other cost recovery measures. Parkingis a tool to stimulate behavioural change within the community to support the landdevelopment vision and policies.

The utilization of existing parking spaces and on-street parking should be maximized. Astudy should be prepared to identify locations for potential public parking facilities in theDowntown Local Centre and Richmond Hill Regional Centre.

To support community integration and local businesses, on-street parking and off-streetparking facilities in the Downtown Local Centre and Richmond Hill Regional Centreshould be provided.

New developments should be encouraged to maximize the use of new public streetsrather than private lanes to create opportunities for on-street parking and pedestrianfriendly streetscapes.

Where feasible, the construction of structured parking facilities should be encouraged inthe Downtown Local Centre, Key Development Areas, Richmond Hill Regional Centreand along Rapid Transit Corridors.

Parking supply objectives differ for different areas of the Town. The geographic areas forwhich the objectives apply are provided below: The objectives of the parking management strategy governing the Richmond Hill

Downtown Local Centre and Key Development Areas, Richmond Hill RegionalCentre, and Rapid Transit Corridors are focused on reducing parking supplyrequirements, maximizing use of on-street parking and public parking, implementingshared parking for mixed-use developments, application of cash-in-lieu, and traveldemand management.

The objectives of the parking strategy governing Business Parks and other areas of the Townoutside of the boundaries of Downtown Local Centre and Key Development Areas,Richmond Hill Regional Centre, and Rapid Transit Corridors (rest of Richmond Hill) arefocused on providing adequate on-site parking supply, implementing shared parking conceptsfor mixed-use developments, and travel demand management. Parking supply management and user fees should be used by the Town as tools in support

of Travel Demand Management.

E. Parking Administration

The Town of Richmond Hill’s vision is to promote a sustainable community with transit-oriented and pedestrian-oriented development in areas such as the Downtown Local Centreand Richmond Hill Regional Centre. The Town of Richmond Hill would maximize its abilityto tailor parking policies to suit planning policies and objectives by continuing to manageparking directives independently or through a Committee of Council.


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With this model in place, the Town will also retain control of public communications, andhave the opportunity to promote new parking policies in the context of the Official PlanReview and People Plan Richmond Hill process.

Parking strategies and policies for particular neighbourhoods, such as the Downtown LocalCentre, Regional Centre, and Key Development Areas, could be developed in concert withall other elements of the planning process to reflect and complement the desired form of theurban area. Operationally, the Town will be able to co-ordinate with other services in thepublic domain and use parking revenues as required.

A Committee of Council / Parking Advisory Committee can be the forum for thedevelopment of parking plans that align with municipal planning goals. The roles andresponsibilities of the Committee could include: Developing a vision for the future of parking in Richmond Hill. Developing short and long-term strategies to implement the Vision. Meeting on a regular basis to provide comment, input and direction on the

development, operation, maintenance and management of parking in the Town. Reviewing existing parking services in the Town. Assessing parking policies and providing recommendations to Council. Considering events and opportunities that may impact parking in the Town.

F. Implementation

The parking strategies recommended in this report should be applied to all futuredevelopments as development applications are submitted. The provision of minimum andmaximum parking requirements in the Downtown Local Centre, KDAs, Richmond HillRegional Centre and Rapid Transit Corridors should provide sufficient flexibility for privatedevelopers to meet market demands for parking in the near-term while transit infrastructureis being put in place.

Summarising the aforementioned, the following implementation steps are recommended: Council endorsement – following the approval of this report, seek council endorsement of

this Parking Strategy and its recommendations. The Official Plan – consider the Official Plan Parking Policy directions provided in this

report as the base for the formulation of the appropriate Official Plan policies relating toparking and input to policies on travel demand management.

The Town’s zoning by-law should be revised to include the recommended parkingstandards by area.

Parking Advisory Committee – develop terms of reference for the Committee and initiateits activities.

Conduct annual parking occupancy surveys of the on-street and public parking in theDowntown Local Centre, KDAs, Richmond Hill Regional Centre and in selected sectionsof the Rapid Transit Corridors.


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Consider implementing parking fees to influence demand and control duration of parkingwhen parking demand in Downtown Local Centre, KDAs, Richmond Hill RegionalCentre and on minor streets within the Rapid Transit Corridors exceeds 85% of theprovided capacity.

Initiate study to identify locations for potential public parking facilities in the DowntownLocal Centre and Richmond Hill Regional Centre.

Initiate Parking Business Case Studies to evaluate parking charge schedule, methods ofcharging, costs associated with the implementation, operation and maintenance of meters,pay-and-display machines as well as cost of hiring additional staff.

Review and update this Parking Strategy document every five years to ensure that theyare in keeping with the Town’s Vision.


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TABLE OF CONTENTS

Executive Summary ................................................................................................................. iTable of Contents ................................................................................................................... xi1. Introduction ................................................................................................................... 12. Guiding Principles......................................................................................................... 3

2.1 Official Plan Guiding Principles............................................................................. 32.2 Urban Structure Study............................................................................................. 42.3 Official Plan Major Policy Directions .................................................................... 42.4 Downtown Design and Land Use Strategy............................................................. 62.5 Richmond Hill Regional Centre Design and Land Use Study................................ 9

3. Factors Affecting Parking Demand ........................................................................... 113.1 Characteristics of Richmond Hill Residents ......................................................... 113.2 Vehicle Ownership of Residents........................................................................... 11

3.2.1 Richmond Hill........................................................................................... 113.2.2 Comparable Municipalities in the Greater Toronto Area ......................... 14

3.3 Transit Accessibility ............................................................................................. 163.4 Existing Parking By-laws ..................................................................................... 17

3.4.1 Richmond Hill........................................................................................... 173.4.2 Select Municipalities in Greater Toronto Area......................................... 183.4.3 Select Municipalities in Canada................................................................ 19

4. Recommended Parking Strategy ............................................................................... 204.1 Travel Demand Management................................................................................ 244.2 Parking Supply Standards ..................................................................................... 25

4.2.1 Downtown Local Centre and Key Development Areas............................ 254.2.2 Richmond Hill Regional Centre................................................................ 284.2.3 Rapid Transit Corridors ............................................................................ 324.2.4 Business Parks .......................................................................................... 354.2.5 Rest of Richmond Hill .............................................................................. 36

4.3 On-street and Public Parking ................................................................................ 384.3.1 Downtown Local Centre and Richmond Hill Regional Centre ................ 384.3.2 Rapid Transit Corridors ............................................................................ 38

4.4 Shared Parking ...................................................................................................... 394.4.1 Shared Parking Application ...................................................................... 40

4.5 Structured Parking ................................................................................................ 424.6 Cash-in-Lieu ......................................................................................................... 42

4.6.1 Downtown Local Centre and Richmond Hill Regional Centre ................ 435. Recommended Official Plan Policy Directions ......................................................... 456. Parking Administration.............................................................................................. 47

6.1 Role of Parking Administration ............................................................................ 476.2 Parking Governance Models................................................................................. 47

6.2.1 Municipal Operation ................................................................................. 486.2.2 Parking Advisory Committee / Committee of Council............................. 486.2.3 Municipal Service Board .......................................................................... 486.2.4 Parking Authority...................................................................................... 49


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6.2.5 Business Improvement District / Area...................................................... 496.3 Local Case Studies................................................................................................ 50

6.3.1 City of Hamilton ....................................................................................... 506.3.2 Town of Markham .................................................................................... 50

6.4 Conclusions and Recommendations ..................................................................... 517. Implementation............................................................................................................ 53

Appendices

A. Sample Parking Requirements from Various Richmond Hill By-lawsB. Sample Parking Requirements from Other GTA MunicipalitiesC. Sample Parking Requirements from Other Canadian MunicipalitiesD. Parking Management Strategies, Victoria Transport Policy InstituteE. Shared Parking Examples – Mississauga and BramptonF. ITE Definition of Gross Floor Area

Tables

Table 3-1: Vehicle Ownership by Housing Type in 2006 ...................................................... 11Table 3-2: Vehicle Ownership Trend, 1986 to 2006 .............................................................. 12Table 3-3: Vehicle Ownership in Comparably Sized Municipalities in the Greater TorontoArea in 2006............................................................................................................................ 15Table 3-4: Vehicle Ownership – Richmond Hill vs Central Area of North York in 2006..... 16Table 3-5: Trips by Mode – Richmond Hill vs. Central Area of North York in 2006 ........... 17Table 4-1: Parking Strategies.................................................................................................. 22Table 4-2: Recommended Residential Parking Standards – Downtown Local Centre andKDAs ...................................................................................................................................... 27Table 4-3: Recommended Non-Residential Parking Standards – Downtown Local Centre andKDAs ...................................................................................................................................... 28Table 4-4: Recommended Residential Parking Standards – Richmond Hill Regional Centre29Table 4-5: Recommended Non-Residential Parking Standards – Richmond Hill RegionalCentre...................................................................................................................................... 31Table 4-6: Recommended Residential Parking Supply – Rapid Transit Corridors ................ 33Table 4-7: Recommended Non-Residential Parking Supply – Rapid Transit Corridors........ 34Table 4-8: Recommended Parking Supply – Business Parks ................................................. 35Table 4-9: Recommended Residential Parking Supply – Rest of Richmond Hill.................. 36Table 4-10: Recommended Non-Residential Parking Supply – Rest of Richmond Hill........ 37Table 4-11: Occupancy Rates for Shared Parking Formula ................................................... 41


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Exhibits

Exhibit 2-1: Recommended Urban Structure............................................................................ 5Exhibit 2-2: Downtown Richmond Hill Parking ...................................................................... 8Exhibit 2-3: Richmond Hill Regional Centre – Preferred Concept Street Network............... 10Exhibit 3-1: Vehicle Ownership in Richmond Hill by Housing Type in 2006 ...................... 12Exhibit 3-2: Vehicle Ownership by Household (in %) by Year, 1986 to 2006...................... 13Exhibit 3-3: Rate of Growth in Vehicle Ownership in Richmond Hill, 1986 to 2006 ........... 14Exhibit 3-4: Average Vehicle Ownership in Comparably Sized Municipalities in the GTA in2006......................................................................................................................................... 15Exhibit 4-1: Richmond Hill Parking Strategy Areas .............................................................. 23Exhibit 4-2: Current vs. Recommended Standards for the Downtown Local Centre and KDAs................................................................................................................................................. 26Exhibit 4-3: Current vs. Recommended Standards for Richmond Hill Regional Centre ....... 30Exhibit 4-4: Current vs. Recommended Standards for Transit Corridor and Nodes .............. 32


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1. INTRODUCTION

Over the last three years the Town of Richmond Hill has been working diligently to redefineits community vision, set new directions and develop planning principles that will shape thefuture of this vibrant and fast growing community for the years to come. The Strategic Planadopted in 2009 provided foundations for the development of the new Official Plan. TheTown has initiated and completed a number of policy initiatives that will feed into the newOfficial Plan, guide development and investments within Town, encourage sustainability andaccessibility, and support the economic competitiveness of the Town. The Parking Strategydocument is one of the policy documents that have been prepared during this process.

This Parking Strategy is intended to serve as a parking policy document with clearly definedparameters, applicability and a framework for parking standards and requirements throughoutthe Town both now and in the foreseeable future. An oversupply of parking will consumeland that could otherwise be used for other purposes. On the other hand, an undersupplywould hinder economic vitality and commercial growth. Parking policies, if considered asflexible demand management tools, should result in more effective parking managementpractices, assist in congestion reduction, reduce the consumption of land and promote theTown’s economy. The goal of this Strategy is to develop a foundation for a long termparking management strategy, provide uniformity in standards and requirements and tools tohelp the Town support active transportation, transit usage and transit-oriented development.

The Strategy is set on the following key principles: Land use intensification and investments in rapid transit are conducive to lower auto

usage and lower vehicle ownership. The parking strategy should reflect this by applyingminimum parking supply standards for all uses and maximum parking supply standardsfor certain areas and corridors.

Uniform shared parking formula for mixed-use developments, support for on-streetparking, selective application of parking charges and parking policies that encourageturnover of on-street parking will promote effective use of parking facilities.

Parking inventory should be operated and administered with goals and objectives in-linewith the Town’s planning and fiscal objectives.

The Parking Strategy report is structured as follow: Chapter 1 is the Introduction. Chapter 2 discusses the Planning Context. Chapter 3 provides a discussion on factors affecting parking usage. The discussion

touches on demographic and household characteristics of Richmond Hill, transitaccessibility and existing parking by-laws.

Chapter 4 presents the elements of the recommended parking strategy. The preambleincludes a short discussion on the role of travel demand management. This section of thereport include recommendations for parking standards, on-street and public parking,shared parking and cash in-lieu.



Chapter 5 discusses options in Parking Administration. Chapter 6 provides Official Plan policy directions. Chapter 7 recommends the Implementation Strategy Guiding Principles.



2. GUIDING PRINCIPLES

Through extensive public consultation, the Town of Richmond Hill developed a new visionfor its Strategic Plan:

Richmond Hill, where people come together to build our community.

The four goals of the vision statement are:Goal 1. Stronger Connections in Richmond HillGoal 2. Better Choice in Richmond HillGoal 3. A More Vibrant Richmond HillGoal 4. Wise Management of Resources in Richmond Hill

The Vision is intended to direct the Town’s transformation over the next 25 years throughgrowth, development and management of its resources, including parking.

2.1 Official Plan Guiding Principles

The Official Plan guiding principles were developed through an extensive public consultationprocess and were approved by Council on March 23, 2009. The purpose of the OP GuidingPrinciples is to serve as the foundation for building planning policies and to give guidance onhow the Town can achieve its future land use vision.

Complete Communities Create an integrated, vibrant and diverse community that provides a mix of land uses,

including a balance of housing, employment, community services, parks and open spaces. Direct growth to built-up urban areas with existing infrastructure and services in a

network of centres and corridors.

Environment Protect and enhance natural environmental systems, functions and resources over the long

term. Incorporate and promote sustainable development practices and initiatives.

Economy Promote economic vitality and provide for a balanced and diverse range of employment

opportunities. Protect employment areas over the long term.

Place-making Recognize and enhance the inherent and unique aspects of Richmond Hill and create

focal points, gateways, experiences and landmarks. Strive for design excellence in the public and private realm.



Connectivity and Mobility Plan for transit and pedestrian oriented development. Promote connectivity, mobility and accessibility within and between neighbourhoods,

employment areas, parks and open spaces.

The principle of connectivity and mobility has a direct impact on parking. This principle setsthe stage for planning Richmond Hill neighbourhoods according to the standards designedfor transit and pedestrian oriented developments in which parking goes beyond its customaryrole as a vehicle storage facility and takes on a new role as a travel demand management tool.Richmond Hill’s Parking Strategy is designed to influence travel behaviour, developmentpractices, transit usage and pedestrian activity in the Town.

2.2 Urban Structure Study

As part of the new Official Plan for the Town of Richmond Hill, the Town conducted theUrban Structure Study to develop a spatial framework for the Town’s OP policies. In order tomanage growth, the Town will develop an urban structure with a series of centres andcorridors that promotes a compact, transit-supportive, pedestrian-friendly built form. Therecommended Urban Structure was endorsed by Council on July 13, 2009. The urbanstructure plan was subsequently updated by the Draft Official Plan, May 2010, and is shownin Exhibit 2-1. The parking strategy for the Town of Richmond Hill will be consistent withthe framework of the recommended urban structure.

2.3 Official Plan Major Policy Directions

Major policy directions for the Town were derived from background studies and publicconsultation conducted as part of the Official Plan process. In September 2009, the MajorPolicy Directions for the new Official Plan based on the Environmental Policy Review,Economic Policy Review and Housing and Residential Intensification Study were presentedto the Official Plan Task Force.

The major policy directions from the three study components are summarized below.

Environment:1. Planning a connected Greenway System;2. Managing the Greenway System over the long-term;3. Creating a more sustainable Richmond Hill;4. Providing clarity and certainty through land use policies; and5. Providing visible leadership in environmental protection and management.

The major environmental policy directions recognize that the quality of built form and sitedesign can directly affect the impact of urbanization on the environment. Parking supplyrequirements play a role in site design.



Exhibit 2-1: Recommended Urban Structure

Source: Town of Richmond Hill.



Economy:1. Continue to protect employment areas over the long-term;2. Provide a balanced and diverse range of employment opportunities with the urban

structure (both within and outside of the employment lands); and3. Support economic vitality through the provision of targets, incentives and infrastructure.

The major economic policy directions follow a new approach to maximizing economicpotential that is consistent with the Town’s OP guiding principles. The economic policydirections recognize the need to protect employment areas and to encourage employmentintensification within these employment areas in order to accommodate future employmenttargets. Policies need to encourage structured or underground parking supply, maximizepotential for redevelopment of parking areas and encourage transit usage.

Housing and Residential Intensification:1. Directing intensification within a network of Centres and Corridors;2. Integrating land use and design policies for the Urban Structure;3. Ensuring compatible infill and transition to residential neighbourhoods;4. Providing policy direction for Affordable Housing and Secondary Suites; and5. Providing community and design-based leadership in implementing housing and

residential intensification.

The residential intensification study indentified areas in Richmond Hill for higher densitydevelopment and infill development. The recommended major directions include minimizingsurface parking wherever possible, reducing parking supply to facilitate an increase in modalsplit and permitting secondary suites as a form of intensification in all residential areas.

2.4 Downtown Design and Land Use Strategy

The Richmond Hill Downtown Design and Land Use Strategy was a study undertaken as partof the development of the Town’s new Official Plan. The study identified that the Downtownis valued as the heart of Richmond Hill. The principles for the Downtown which set theframework for the study were:1. Protect the character and qualities of the Downtown;2. Promote the identity of the Downtown as a mixed-use, transit-supportive, sustainable

centre; and3. Enhance the Downtown’s character defining elements.

The Downtown study also indentified the role of parking in the Downtown. The studyacknowledged that the mix of uses, amenities and densities in the Downtown requires anapproach to parking that sustains and enhances the vision for Downtown Richmond Hill.

At the time of the Downtown study, there were approximately 2,700 parking spaces withinthe study area. This included on-street parking, private off-street parking, and public off-street parking. With redevelopment and intensification, additional public parking will berequired to meet the needs of the area.



The Downtown study advocates that parking be planned, designed and located to augmentthe vision for the area. The Downtown study identified potential locations for public parkingin stand-alone structures or as part of other buildings. Parking could also be provided througha series of courtyards that can also accommodate areas for restaurant patios and pedestrianactivity.

The recommendations for parking from the May 2009 Recommendations Report are:1. A comprehensive parking strategy should be completed to examine methods of increasing

the capacity and efficiency of existing parking through for example, sharing of off-streetparking, improved information on the location of parking, controls on parking (cost and /or time), the establishment of a parking authority, and signage.

2. New parking will be provided in future developments. The diagram on the facing page[see Exhibit 2-2] illustrates the location for potential parking facilities that couldprovide both public and private parking.

3. Above grade parking structures should be designed to ensure a visually attractive andactive pedestrian environment by incorporating retail, office or residential uses as aveneer or wrap to shield the parking structure from the street.

4. On-street parking in off peak hours should be provided in the locations identified on themap on the facing page [see Exhibit 2-2].

5. Surface parking and loading areas should be located to the rear of a development andgenerally not be visible from the street.

6. Service and loading areas should be screened from adjacent residential areas to mitigatenoise and visual impacts.

7. Direct access to surface parking, service and loading areas from the street should bediscouraged.

One of the priority action items recommended by the Downtown Design and Land UseStrategy is a detailed parking study:

A parking strategy should be prepared in advance of the Official Plan. As part of anoverall development strategy, the Town must provide appropriate parking standards andrelated design policies that are consistent with increased transit ridership, greaterpedestrian activity and diminished automobile use. The parking strategy should beupdated every five years.


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Exhibit 2-2: Downtown Richmond Hill Parking

Source: Recommendations Report, Richmond Hill Downtown Design and Land Use Strategy, May 2009

Richmond Hill Parking Strategy -

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Richmond Hill Parking



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2.5 Richmond Hill Regional Centre Design and Land

Use Study

The Richmond Hill Regional Centre, located at Yonge Street and Highway 7 is a provinciallydesignated Urban Growth Centre.

By 2031, the Regional Centre is forecast to have 31,500 people and jobs with a combineddensity target of 450 persons and jobs per hectare. The preferred concept is focused on theCentre’s operation as a multi-modal transportation hub that integrates all modes of transportincluding an extension of the Yonge Subway. The transportation targets for the full build outof the Regional Centre are: 50% transit modal split; 5% cycling and walking trips; 5% auto passenger (carpoolers); and 40% auto driver, single-occupant vehicles.

Key principles in the development of a parking management strategy for Richmond HillRegional Centre include the following: Area-wide parking approach, rather than site by site, to encourage shared parking use; Reduced minimum parking supply requirements for all uses; Establishment of maximum parking standards for all uses; Adopting shared parking formula for mixed-use developments; Maximize on-street parking as a major contributor to overall parking supply; Parking policies that encourage rapid turnover of on-street parking; Parking charges for all non-residential uses; Encourage commuters to park further, reserving most accessible parking for visitors,

customers, and other short-term parkers; Minimize exclusive parking for transit users; Enhance walkability between parking facilities and final destinations; and Protect existing communities from potential spillover parking.

It is envisioned that the Yonge Street corridor within the Regional Centre north of Highway 7will be transformed into a pedestrian-oriented, urban street that meets the design goals for theRegional Centre. Yonge Street will focus on serving pedestrians, transit, and local traffic.On-street parking along Yonge Street in Richmond Hill Regional Centre will be providedduring off-peak periods and additional on-street parking will be provided on internalsecondary streets. The proposed street network is shown in Exhibit 2-3.


June 2010

Exhibit 2-3: Richmond Hill Regional Centre

Source: Richmond Hill Regional Centre Preferred Concept Report, September 2009


10 HDR |

: Richmond Hill Regional Centre – Preferred Concept Street Network

Regional Centre Preferred Concept Report, September 2009



Preferred Concept Street Network



3. FACTORS AFFECTING PARKING DEMAND

3.1 Characteristics of Richmond Hill Residents

The Town of Richmond Hill has experienced high population growth in recent years.According to the Statistics Canada 2006 Census, the rate of population growth in RichmondHill from 2001 to 2006 was over 23%. Overall, Richmond Hill is an affluent community inwhich the median annual household income is 16% higher than the Provincial average.Approximately 43% of households within the Town have an annual income that is greaterthan $100,000.

Single-detached housing is the predominant dwelling type structure, making up 64% of thetotal occupied private dwelling units in the Town. Semi-detached and row houses comprise18% of the housing mix and the remaining 18% of dwelling units are apartments (includingcondominium apartments). The average household size is 3.2 persons per dwelling unit.

3.2 Vehicle Ownership of Residents

Historical vehicle ownership data was extracted from the Transportation Tomorrow Survey(TTS) database and is discussed in the following sections.

3.2.1 Richmond Hill

In Richmond Hill, a significant proportion of households (49%) own two vehicles. Anadditional 14% of households own three or more vehicles. On average, a Richmond Hillhousehold has 1.76 vehicles. The data by household type confirms that the majority of lowerdensity dwelling units (houses) own two or more vehicles while a greater proportion ofhigher density dwelling units (townhouse and apartment) own one or no cars.

Table 3-1: Vehicle Ownership by Housing Type in 2006

No. ofHouseholds

Vehicles per Household AverageVeh/Hhld0 1 2 3 4+

House(single detached orsemi-detached

37,757 857 8,590 21,458 5,316 1,536 1.95

100% 2% 23% 57% 14% 4%

Apartment (includingcondominium)

6,548 1,675 3,918 884 71 0 0.90

100% 26% 60% 14% 1% 0%

Townhouse 6,673 167 3,302 2,875 265 64 1.51

100% 3% 49% 43% 4% 1%

Total. Richmond Hill 50,978 2,699 15,810 25,217 5,652 1,600 1.76

100% 5% 31% 49% 11% 3%Source: 2006 Transportation Tomorrow Survey



Exhibit 3-1: Vehicle Ownership in Richmond Hill by Housing Type in 2006

Source: 2006 Transportation Tomorrow Survey

The average vehicle ownership per household in Richmond Hill has been relativelyconsistent over the last 20 years. However, data illustrated in Table 3-2 and Exhibit 3-2show a noticeable decline in households with two or more vehicles, from 67% in 2001 to63% in 2006. Progressing urbanization, a steady increase in self-containment (or theproportion of employment places to total population), better transit coverage and theamalgamation of transit operations under York Region Transit may be factors that havecontributed to this decrease.

Table 3-2: Vehicle Ownership Trend, 1986 to 2006

YearNo. of

Households

Vehicles per Household AverageVeh/Hhld0 1 2 3 4+

1986 14,710 930 4,420 6,990 1,520 850 1.79

100% 6% 30% 48% 10% 6%

1996 31,470 1,800 9,980 15,280 3,340 1,080 1.74

100% 6% 32% 49% 11% 3%

2001 42,020 1,500 12,390 21,640 5,070 1,430 1.82

100% 4% 29% 52% 12% 3%

2006 51,000 2,700 15,830 25,220 5,650 1,600 1.76

100% 5% 31% 49% 11% 3%Source: 1986, 1996, 2001 and 2006 Transportation Tomorrow Surveys

0

5,000

10,000

15,000

20,000

25,000

0 1 2 3 4+

Nu

mb

er

of

Ho

useh

old

s

Number of Vehicles

House Townhouse

Apartment



Exhibit 3-2: Vehicle Ownership by Household (in %) by Year, 1986 to 2006

Source: 1986, 1996, 2001 and 2006 Transportation Tomorrow Surveys

Another look at the data discussed above shows that vehicle ownership characteristics inpercentage points, as shown in Table 3-2, have remained relatively stable over time.However, the growth rate for households with higher numbers of vehicles has been higherthan the growth rate for households with no vehicles. Exhibit 3-3 below shows that between1986 and 2006, the number of households with one or more vehicle has grown more than thenumber of households with no vehicles. The number of households in Richmond Hill owningthree cars grew by the greatest percentage.

0%

10%

20%

30%

40%

50%

60%

0 1 2 3 4+

Pe

rce

nta

ge

of

Ho

us

eh

old

s

1986

1996

2001

2006



Exhibit 3-3: Rate of Growth in Vehicle Ownership in Richmond Hill, 1986 to 2006

Source: 1986, 1996, 2001 and 2006 Transportation Tomorrow Surveys

3.2.2 Comparable Municipalities in the Greater Toronto Area

Vehicle ownership in Richmond Hill in 2006 was compared to other municipalities of similarsize located in the Greater Toronto Area (GTA). The average vehicle ownership in suburbanmunicipalities of comparable size is similar to that of Richmond Hill. On average 48 % ofhouseholds in comparable suburban municipalities own two vehicles, similar to theownership in Richmond Hill (49% of households).

A higher percentage of households in Vaughan and Markham own two or more vehicles thanin Richmond Hill. 65% of households in Markham own two or more vehicles, and 69% ofhouseholds in Vaughan own two or more vehicles; in Richmond Hill, this rate is only 61%.The average vehicle per household of 1.76 recorded in 2006 for households in the Town ofRichmond Hill is similar to Whitby’s and lower than the average vehicle per householdrecorded for Markham, Vaughan, Ajax and Pickering. The auto ownership data issummarized in Table 3-3 and illustrated in Exhibit 3-4.

The 2006 TTS data does not fully capture the impacts of the expanded VIVA transit servicessince this service was introduced approximately one year before the survey. Potential longterm impacts of improved transit services on household characteristics, such as vehicleownership, will occur over a longer period of time as people’s choices on where to live andhow many vehicles to own change.

1.9

2.6 2.62.7

0.9

0.0

0.5

1.0

1.5

2.0

2.5

3.0

0 1 2 3 4

Rat

eo

fG

row

thin

Ve

hic

leO

wn

ers

hip

19

86

to2

00

6

No. of Vehicles Owned by Households in Richmond Hill


June 2010

Table 3-3: Vehicle Ownership inToronto Area in 2006

MunicipalityNo. of

Households

Markham 77,191

Newmarket 25,089

Richmond Hill 50,998

Vaughan 69,534

Du

rham

Ajax 28,616

Oshawa 54,919

Pickering 28,213

Whitby 37,240

Average Vehicles perHousehold


Exhibit 3-4: Average Vehicle OwnershipGTA in 2006



15 HDR |

Vehicle Ownership in Comparably Sized Municipalities in the

No. ofHouseholds

Vehicles per Household

0 1 2 3 4+

77,191 4% 31% 50% 12%

25,089 6% 32% 47% 11%

50,998 5% 31% 49% 11%

69,534 4% 27% 52% 13%

28,616 4% 32% 49% 11%

54,919 11% 40% 38% 8%

28,213 4% 31% 48% 12%

37,240 5% 31% 50% 10%

5% 32% 48% 11%


: Average Vehicle Ownership in Comparably Sized Municipalit




Municipalities in the Greater

Average Veh/ Hhld4+

3% 1.80

3% 1.73

3% 1.76

4% 1.87

4% 1.78

2% 1.52

5% 1.82

4% 1.76

3% 1.76

Municipalities in the



3.3 Transit Accessibility

With increased transit accessibility there will be less dependence on the automobile for travelwhich reduces parking demands for residents, employees and visitors. To illustrate therelationship between transit accessibility and parking demand, the area of central North York(bounded by Dufferin Street, Steeles Avenue, the East Don River and Highway 401) wasselected for a comparison. This area of central North York has dense urban development,consisting of a mix of residential and non-residential land uses, and proximity to high-ordertransit (Yonge-University-Spadina and Sheppard subway lines). Table 3-4 shows that theaverage auto ownership for households in Richmond Hill is significantly higher than that ofhouseholds in central North York. It is worth noting that in 1986 the average vehicleownership in central North York was at 1.36; however, with higher development densitiesand better transit service offered to the residents and employees of the area, the ownershiprate decreased to 1.16.

Table 3-4: Vehicle Ownership – Richmond Hill vs Central Area of North York in 2006

MunicipalityNo. of

HouseholdsVehicles per Household Average Veh

/ Hhld0 1 2 3 4+

Richmond Hill 50,978 2,699 15,810 25,217 5,652 1,600 1.76

100% 5% 31% 49% 11% 3%

Central area ofNorth York1

71,925 13,682 37,206 17,687 2,754 596 1.16

100% 19% 52% 25% 4% 1%1. Planning District 11, bound by Dufferin Street, Steeles Avenue, East Don River, and Highway 401.Source: 2006 Transportation Tomorrow Survey

Similarly, a comparison of non-residential trips (work, shopping and other purpose) destinedto Richmond Hill and the central area of North York is shown in Table 3-5. The data indicatethat the proportion of auto driver trips destined to Richmond Hill is higher than theproportion of auto driver trips destined to central North York.



Table 3-5: Trips by Mode – Richmond Hill vs. Central Area of North York in 2006TotalTrips

Auto DriverTrips

Auto Pass.Trips

TransitTrips

Walk + CycleTrips

Work Trips

Richmond Hill 48,575 41,423 3,884 2,181 1,087

100% 85% 8% 4% 2%

Central area of North York168,008 44,483 5,026 16,030 2,469

100% 65% 7% 24% 4%

Shopping and Other Purpose Trips2

Richmond Hill 65,564 46,325 17,347 1,598 294

100% 71% 26% 2% 0%

Central area of North York185,782 55,532 20,529 8,881 840

100% 65% 24% 10% 1%

1. Planning District 11, bound by Dufferin Street, Steeles Avenue, East Don River, and Highway 401.2. Does not include trips to home and trips to school.Source: 2006 Transportation Tomorrow Survey

Over time, with improved transit service and land use intensification and in addition to theurban form envisaged for the Downtown Local Centre and Richmond Hill Regional Centre,there is potential for a significant reduction in auto trips. As development density increasesand transit becomes more accessible and competitive with auto travel, people tend to choosetravel options that are more cost and time efficient. As demonstrated by the travelcharacteristics in central North York (Planning District 11), urbanization, high densities andthe provision of high order transit result in low auto ownership and a very impressive shareof travel by transit. It is worth noting that this area currently has lower parking supplystandards and higher parking fees for on-street and off-street public parking in the vicinity ofthe Yonge Street corridor than in the rest of North York.

3.4 Existing Parking By-laws

Zoning by-law standards control the amount of required parking throughout Richmond Hill.This section reviews the Town’s by-laws, current at the time of this study, and comparesthem to select by-laws in other jurisdictions.

3.4.1 Richmond Hill

The Town of Richmond Hill has numerous site-specific by-laws that require parking. Townstaff provided a sample of key zoning by-laws for review. These by-laws were:



By-law Number Area

# 66-71 Central Business District & Newkirk Industrial Area

# 76-91 Central Business District - Yonge St Corridor: Dunlop St to Evendale

#55-05 Central Business District area – Residential site

#278-96 Bayview Glen Secondary Plan Area

#92-06 Bayview Glen area – Residential site

#158-98 Bayview Glen area – Residential site

#150-80 Beaver Creek Business Park

#109-95 Beaver Creek Business Park (amendment to #105-80)

#53-05 Beaver Creek area – Residential site

#54-97 Beaver Creek area – Residential site

#190-87 Elgin West

#184-87 Elgin East

#313-96 North Urban Area

#42-02 Yonge West Secondary Plan Area

A summary of the parking requirements of the above by-laws is included in Appendix A.

Key observations: Parking requirements for some land uses vary from by-law to by-law, while other land

uses have consistent requirements. Site-specific parking requirements may vary significantly even though sites may be

located in close proximity to each other.

3.4.2 Select Municipalities in Greater Toronto Area

Various parking by-law standards for municipalities around the GTA were gathered forreview. By-laws from the following municipalities were examined:

Toronto CurrentBy-laws

Downtown Toronto (Old City) Etobicoke North York Scarborough

ProposedBy-laws

Downtown Core Downtown & Central Waterfront Centres / Avenues on Subway Avenues Well Served by Transit Rest of the City



York Region Vaughan, Markham, Aurora,

Peel Region Mississauga, Brampton

Durham Region Pickering, Ajax, Whitby, Oshawa

Halton Region Oakville, Burlington

Summaries of the parking requirements for each municipality are presented in Appendix B.

Key observations: Current parking requirements in the Town of Richmond Hill are similar to those in other

suburban (905 area code) municipalities. The proposed parking by-law for the City of Toronto has much lower parking supply

requirements than most other municipalities. In target areas such as Downtown Toronto,subway corridors and other areas well served by transit, very low or no minimum parkingsupply is required for a number of commercial land uses.

The proposed parking by-law for the City of Toronto also imposes maximum parkingsupply for some land uses in areas with access to arterial road transit.

Several municipalities (Toronto, Brampton, Mississauga, and Oshawa) have distinctparking requirements for rental apartments and condominium apartments. Rental parkingsupply is approximately 75% of condominium parking supply.

For apartment-type residential uses, the requirements of some municipalities are based onunit size (1 bedroom vs. 2 bedroom) while others are not differentiated by unit size.

3.4.3 Select Municipalities in Canada

Parking by-law requirements for municipalities in Canada were also gathered from availablesources. We note that the data provided are not comprehensive parking requirements.

Summaries of the parking by-law requirements for Kingston, Ottawa, Windsor, NorthVancouver, and Saskatoon are summarised in Appendix C.

Key observations: The City of Ottawa’s by-law for the Urban Greenbelt area specifies that sites within 600

m of a Rapid Transit (RT) station require approximately 50% less parking for residentialuses and 5-15% less for some non-residential uses.

There is a wide range of parking standards, as well as a wide range of land use definitionsthat make it difficult to provide true side by side comparisons with other municipalities.



4. RECOMMENDED PARKING STRATEGY

The new vision set in the Strategic Plan and the Official Plan Guiding principles on mobilityrequire the support of a new and comprehensive Parking Strategy. The Strategy recognizesthe need to provide residents and businesses with parking supply sufficient to meet the needsof the growing and vibrant community, while at the same time using the provision of parkingsupply quotas and other parking supply measures as a tool to selectively manage traveldemand, discourage auto use, support, where appropriate, higher transit use and influenceauto ownership choices.

The Strategy presented in this Chapter recommends tailored on-site parking requirements andon and off street parking specifications, defines the framework for shared parking and cashin-lieu, sets parking charges for non-residential developments and discusses the applicabilityof other parking related travel management measures for different areas of Richmond Hill.Travel demand management strategies should be applied in key areas to manage parkingdemand and complement the reduction in parking supply. The encouragement and promotionof alternative modes of transportation in Richmond Hill such as transit, cycling, and walkingwill assist in reducing parking demand and traffic congestion in areas such as the DowntownLocal Centre and Richmond Hill Regional Centre. Parking requirements should reflectopportunities for transit usage and the Town’s desired auto ownership for its residents,businesses, and visitors.

Parking management strategies have been shown to reduce parking demand. Research by theVictoria Transport Policy Institute (VTPI), an independent research organization dedicated todeveloping smart solutions to transportation problems, indicates several parking managementstrategies can have a significant impact on parking demand. Additional information regardingVTPI’s research in parking management strategies is included in Appendix D. Someindependent sample strategies and their impacts are noted below.

Accurate and flexible parking requirements which reflect factors such as location,development density, and transit accessibility have the potential to reduce parking by 10-30%.

Parking regulations that control who, when and how long vehicles may park have thepotential to reduce parking supply by 10-30%. Some examples of parking regulationsinclude time period restrictions, duration restrictions and designated carpool parking.

Applying a shared parking formula has the potential to reduce parking supply by 10-30%.This strategy is most successful if the destinations which share parking spaces havedifferent peak periods or share the same patrons.

Tailored parking strategies are recommended for different areas of Richmond Hill. The fiveparking strategy areas are described below and illustrated in Exhibit 4-1.



Downtown Local Centre and KeyDevelopment Areas (KDA)

As defined in the Urban Structure Plan (see Section2.2).The Downtown is located along Yonge Street fromLevendale Road south of Elgin Mills Road toHarding Boulevard south of Major MackenzieDrive. KDAs are located at Yonge Street north ofElgin Mills and Yonge Street and 16th Avenue-Carrville Road.

Richmond Hill Regional Centre As defined in the Urban Structure Plan (see Section2.2).The Richmond Hill Regional Centre is located atYonge Street and Highway 7.

Rapid Transit Corridors(not including areas designated asDowntown Local Centre, KDA orRichmond Hill Regional Centre)

Areas within 400 m walking distance of a: Rapid transit stop on Yonge Street Rapid transit stop on Highway 7 Rapid transit stop on Major Mackenzie Drive Richmond Hill GO Rail station

Business Parks Newkirk Business Park and Employment Corridorconsisting of Beaver Creek, Headford, Barker andother employment lands along the 404 EmploymentCorridor As shown in the Draft Official Plan

Rest of Richmond Hill All remaining areas of Richmond Hill

The recommended parking strategies for each target area are summarized in Table 4-1.



Table 4-1: Parking Strategies

DowntownLocal

Centre andKDAs

Richmond HillRegionalCentre

RapidTransit

Corridors

BusinessParks

Rest ofRichmond

Hill

Travel DemandManagement Reduced parking supplyrequirements Adopt maximum parkingsupply requirements Maximize use of on-street and / or off-sitepublic parking

Parking charges for non-residential development Implement sharedparking formula formixed-use developments

Cash-in-lieu



Exhibit 4-1: Richmond Hill Parking Strategy Areas



4.1 Travel Demand Management

The overall goal of travel demand management (TDM) is to reduce the amount of travel bydecreasing the need for travel and shifting travel away from the single occupant vehicle. Atravel demand management program is in effect in Richmond Hill in the Highway 404-Highway 7 employment area. The program is administered by the Smart Commute 404-7transportation management association and supported by the municipalities of Richmond Hilland Markham, the Regional Municipality of York, the Richmond Hill Chamber ofCommerce, the Markham Board of Trade and local business leaders.

It is recommended that the Town of Richmond Hill consider developing TDM programssimilar to Smart Commute 404-7 and applying them to other areas of the Town. It is alsorecommended that the Town develop a TDM Strategy as identified in the Town’sTransportation Master Plan.

TDM measures should be incorporated in all new developments. To achieve this, new landuse and zoning policies are needed to clearly define the requirements, scope, implementation,costs and life-time maintenance and operation of such TDM programs and measures. Parkingpolicies, such as reduced minimum parking requirements, maximum parking caps, the use ofshared parking formulas, and paid parking, are complementary to TDM measures but can notreplace them.

TDM strategies that could be considered in the future TDM Strategy document and that cancomplement parking standards defined in this document include: Car sharing programs and preferential car-share parking. Preferential carpool parking. Paid parking for non-residential uses. employer shuttles or vanpools supported by preferential parking.

The TDM Strategy should identify and prioritize initiatives for new developments inRichmond Hill based on their ability to reduce travel and parking demand. The requirementsfor TDM strategies should consider the location of the development, as does this parkingstrategy.



4.2 Parking Supply Standards

As discussed in Section 3.4, current parking by-law standards in Richmond Hill vary on asite-by-site basis and may be inconsistent between sites. The intent of the parking supplyrequirements presented in this Chapter is to establish consistent parking supply standards thatmeet the expected demand of a multi-modal transportation system while discouraging autouse. Adopting reduced minimum parking standards and constraining maximum parking rateshave been used successfully by other municipalities to discourage auto ownership and autousage, and to promote transit usage.

Where tandem parking spaces are provided on a residential site, only one of the two tandemparking spaces should count toward the minimum parking requirement unless it can bedemonstrated that both tandem parking spaces will be permanently designated to one singleresidential unit owner or tenant. Where tandem parking spaces are provided on a non-residential site, only one of the two tandem parking spaces should count toward the minimumparking requirement.

Through background studies for the Town Official Plan, secondary suites are beingrecommended as one option to intensify residential neighbourhoods and provide affordablehousing. Explicit parking requirements for secondary suites are not recommended; however,adequate off-street parking will need to be demonstrated as part of the approval process.

4.2.1 Downtown Local Centre and Key Development Areas

The Downtown Local Centre area is located along Yonge Street from Levendale Road southof Elgin Mills Road to Harding Boulevard south of Major Mackenzie Drive. The boundariesof the Downtown Local Centre are shown in Exhibit 2-2 and Exhibit 4-1. Key DevelopmentAreas (KDA) as identified in the Urban Structure (see Section 2.2) include Yonge Streetnorth of Elgin Mills and Yonge Street and 16th Avenue-Carrville Road.

The vision for the Downtown Local Centre is a mixed-use local centre oriented towardspedestrians and transit. The parking supply should promote lower auto-dependency, whilestill providing adequate parking for a thriving business community. Policies in support oftravel demand management, transit usage, active transportation and carpooling should beimplemented through zoning.

The approach for the recommended parking standards in the Downtown Local Centre andKDAs is to reduce parking by 20% to 30% compared to current parking requirements. Thisapproach is based on research by the Victoria Transport Policy Institute (see Appendix D)and a comparison of downtown to non-downtown parking standards in other municipalities.Maximum parking supply rates of approximately 25% above the recommended minimum areintended to reduce parking availability and provide further support for the vision of apedestrian and transit-focused Downtown.



It is noted that for some land uses it may not be feasible or logical to reduce parkingrequirements beyond current minimums. The current minimum standard for a single-detached house in the Downtown area should remain at one (1) parking space per unit.

Exhibit 4-2 illustrates the approach to adopting minimum and maximum parking standardsfor the Downtown Local Centre and Key Development Areas.

Exhibit 4-2: Current vs. Recommended Standards for the Downtown Local Centre andKDAs

Table 4-2 summarizes the recommended residential parking standards for the DowntownLocal Centre and KDAs.

The recommendations for non-residential parking shown in Table 4-3 assume that on-streetparking and public parking facilities, discussed in Section 4.3, will be available toaccommodate a portion of the total parking demand in the Downtown.



Table 4-2: Recommended Residential Parking Standards – Downtown Local Centreand KDAs

Land Use Minimum Spacesper Unit

Maximum Spacesper Unit

Single-detached 1.0 2.0

Semi-detached 1.0 2.0

Duplex, Triplex, Double Duplex 1.0 1.5

Street Townhouse 1.0 2.0

Condo Townhouse(with private garage)

1.0 for residents0.15 for visitors


Block Townhouse(with shared parking pool)



Rental Apartment

Bachelor 0.75 0.9

1-bedroom 0.85 1.05

2-bedroom 1.0 1.25

3+ bedroom 1.2 1.5

Visitor Parking 0.15 0.2

Condominium Apartment

Bachelor 0.8 1.0

1-bedroom 0.9 1.1

2-bedroom 1.0 1.25

3+ bedroom 1.2 1.5

Visitor 0.15 0.2

Seniors’ Residence / RetirementHome

0.33 0.4



Table 4-3: Recommended Non-Residential Parking Standards – Downtown LocalCentre and KDAs

Land Use Spaces per 100 m2 GFA*

Minimum Maximum

Day Care Greater of 1 space per 7 childrenor 0.7 space per employee

Greater of 1 space per 6 childrenor 0.9 space per employee

Financial Institution 4.6 5.7

Hotel / Motel 0.75 spaces per unit plus 7.5 per100 m2 for public areas

0.9 space per unit plus 9 per 100m2 for public areas

Medical Offices and Clinics 3.5 spaces for the firstpractitioner plus 2.1 spaces for

each additional practitioner.Lab: 3.5 spaces per lab plus 0.7

space per employeePharmacy: 2.2 (spaces per 100

m2)

4.4 spaces for the firstpractitioner plus 2.6 spaces for



m2)

Office 2.0 2.5

Place of Assembly 4.8 6.0

Place of Worship 4.8 6.0

Restaurant – Fast food 3.9 4.9

Restaurant – Standard 3.0 3.75

Retail – Neighbourhood / Community 4.0 5.0

Retail – Regional Shopping Centre 3.0 3.75

Veterinary Clinic 3.5 spaces for the firstpractitioner plus 1.4 spaces for

each additional practitioner.


each additional practitioner.

* Gross Floor Area definition is provided in Appendix F

4.2.2 Richmond Hill Regional Centre

The Richmond Hill Regional Centre is located at Yonge Street and Highway 7. Theboundary of the Regional Centre is illustrated in Exhibit 2-3 and Exhibit 4-1.

The Richmond Hill Regional Centre will become a high density, urban area built around amulti-modal transportation hub that integrates all modes of transportation in a compact,environmentally sustainable fashion. As such, the approach to the provision of parkingshould cause a decrease in auto-dependency while still providing adequate parking to meetthe needs of a thriving community. Policies requiring travel demand management strategiesthat support transit, active transportation and carpooling should be implemented through thezoning by-law.

The approach to the recommended parking standards in Richmond Hill Regional Centre is toreduce parking rates by 20% to 30% compared to current parking requirements in the rest ofthe Town as shown in Table 4-4.



Maximum parking supply rates of approximately 10% above the minimum requirements arealso recommended to further support the redevelopment of Richmond Hill Regional Centreand a planned major transit hub.

Table 4-4: Recommended Residential Parking Standards – Richmond Hill RegionalCentre













Rental Apartment

Bachelor 0.6 0.7

1-bedroom 0.75 0.85

2-bedroom 1.0 1.1

3+ bedroom 1.2 1.3



Bachelor 0.8 0.85

1-bedroom 0.9 1.0

2-bedroom 1.0 1.1

3+ bedroom 1.2 1.3

Visitor 0.15 0.17

Seniors’ Residence / RetirementHome

0.33 0.36

Exhibit 4-3 illustrates the approach to adopting minimum and maximum parking standardsfor the Richmond Hill Regional Centre.



Exhibit 4-3: Current vs. Recommended Standards for Richmond Hill Regional Centre

The recommendations for non-residential parking shown in Table 4-5 assume that publicparking facilities, including structured parking, and on-street parking, discussed inSection 4.3, will be available to accommodate a portion of the total parking demand inRichmond Hill Regional Centre.



Table 4-5: Recommended Non-Residential Parking Standards – Richmond HillRegional Centre


Minimum Maximum

Day Care Greater of 1 space per 7 childrenor 0.7 space per employee

Greater of 1 space per 6.5children or 0.8 space per

employee

Financial Institution 4.6 5.1

Hotel / Motel 0.75 spaces per unit plus 7.5 per100 m2 for public areas

0.85 space per unit plus 8.5 per100 m2 for public areas

Medical Offices and Clinics 3.5 spaces for the firstpractitioner plus 2.1 spaces for



m2)




m2)

Office 2.0 2.2



Recreation Centre (Health / FitnessClub)

3.5 spaces per court plus 2.2spaces per 100 m2

3.9 spaces per court plus 2.4spaces per 100 m2


Restaurant – Standard 3.0 3.3

Retail – Neighbourhood / Community 4.0 4.4


School - Primary 1.4 spaces per classroom 1.5 spaces per classroomSchool – Secondary 2.8 spaces per classroom 3.1 spaces per classroomVeterinary Clinic 3.5 spaces for the first

practitioner plus 1.4 spaces foreach additional practitioner.


each additional practitioner.All other institutional uses 4.4 4.8

* Gross Floor Area definition is provided in Appendix F.



4.2.3 Rapid Transit Corridors

The future VIVA rapid transit corridors in Richmond Hill referred to in this report are YongeStreet, Highway 7 and Major Mackenzie Drive. For the purposes of this Parking Strategy, theareas designated as Rapid Transit Corridors do not include the Downtown Local Centre,KDAs and Richmond Hill Regional Centre. Areas designated as Rapid Transit Corridorsmust be within 400 m walking distance of a: Viva rapid transit stop on Yonge Street; Viva rapid transit stop on Highway 7; Viva rapid transit stop on Major Mackenzie Drive; or Richmond Hill GO Rail station.

Where portions of the Rapid Transit Corridor area are within the designated DowntownLocal Centre and KDAs or Richmond Hill Regional Centre, the Downtown Local Centre andKDA or Richmond Hill Regional Centre standards apply.

Policies requiring travel demand management strategies that support transit, activetransportation and carpooling should be implemented for all development in the RapidTransit Corridors through the zoning by-laws.

Based on comparisons of parking requirements by other municipalities that recognize lowerparking standards for areas close to rapid transit, it is recommended that parking standardsfor the Rapid Transit Corridors be approximately 20% lower than the current parkingrequirement for the rest of the Town. To encourage construction of transit-orienteddevelopment within 400 m walking distance of rapid transit stops or Richmond Hill GO Railstation, maximum parking rates are also recommended.

Exhibit 4-4 illustrates the approach to adopting minimum and maximum parking standardsfor the Rapid Transit Corridors.

Exhibit 4-4: Current vs. Recommended Standards for Transit Corridor and Nodes

The recommendations for residential and non-residential parking requirements are shown inTable 4-6 and Table 4-7.



Table 4-6: Recommended Residential Parking Supply – Rapid Transit Corridors













Rental Apartment

Bachelor 0.75 0.9

1-bedroom 0.85 1.05

2-bedroom 1.0 1.25

3+ bedroom 1.2 1.5



Bachelor 0.9 1.1

1-bedroom 1.0 1.25

2-bedroom 1.2 1.5

3+ bedroom 1.5 1.85

Visitor 0.15 0.2

Seniors’ Residence / Retirement Home 0.33 0.4



Table 4-7: Recommended Non-Residential Parking Supply – Rapid Transit Corridors


Minimum Maximum

Day Care Greater of 1 space per 6children or 0.8 space per

employee

Greater of 1 space per 5children or 1 space per

employeeFinancial Institution 5.2 6.5Gas bar or automobile service station 2.6,

min total of 2 spaces3.2,

min total of 2 spaces

Hotel / Motel 0.8 space per unit plus 8 per100 m2 for public areas

1 space per unit plus 10 per100 m2 for public areas

Medical Offices and Clinics 4 spaces for the firstpractitioner plus 2.4 spaces

for each additionalpractitioner.

Lab: 4 spaces per lab plus0.8 spaces per employee

Pharmacy: 2.6 (spaces per100 m2)

5 spaces for the firstpractitioner plus 3 spaces


Lab: 5 spaces per lab plus 1spaces per employee

Pharmacy: 3.2 (spaces per100 m2)

Office 2.0 2.5



Recreation Centre (Health / Fitness Club) 5 spaces per court plus 3.2spaces per 100 m2

6.3 spaces per court plus 4spaces per 100 m2


Restaurant - Standard 3.0 3.75

Retail – Convenience / Neighbourhood /Community

4.3 5.4


School - Primary 1.6 spaces per classroom 2 spaces per classroom

School – Secondary 3.2 spaces per classroom 4 spaces per classroom

Theatre 1 space per 7.5 seatscapacity

1 space per 6 seats capacity

Veterinary Clinic 4 spaces for the firstpractitioner plus 1.6 spaces


5 spaces for the firstpractitioner plus 2 spaces


All other institutional uses 5.0 6.3




4.2.4 Business Parks

Richmond Hill’s designated Business Parks include the employment areas along Newkirk,East and West Beaver Creek, Headford and Barker business parks and other employmentareas as shown in Exhibit 4-1.

The recommended parking standards for Business Parks are intended to adequately meetparking demands in these areas and to provide consistent rates. Where portions of theBusiness Parks are located within areas designated as Rapid Transit Corridors, the RapidTransit Corridor parking standards will apply.

The recommended parking standards for Business Parks are similar to recent zoning by-lawstandards established by the Town. The recommended rates are summarized in Table 4-8.

Table 4-8: Recommended Parking Supply – Business Parks

Land Use Minimum Spacesper 100 m2 GFA*

Financial Institution 6.5Gas bar or automobile service station 3.2,

min total of 2 spaces

Hotel / Motel 1 space per unit plus 10 per 100 m2 for public areas

Industrial 2.4 for first 2,800 m2 plus 1.1 for GFA exceeding 2,800 m2

Medical Offices and Clinics 5 spaces for the first practitioner plus 3 spaces for eachadditional practitioner.

Lab: 5 spaces per lab plus 1 space per employeePharmacy: 3.2 (spaces per 100 m2)

Office 3.2

Recreation Centre (Health / Fitness Club) 5 spaces per court plus 3.2 per 100 m2

Restaurant – Fast food 14.0

Restaurant – Standard 11.0


5.0

Retail Warehousing 6.0

Theatre 1 space per 6 seats capacity

Veterinary Clinic 5 spaces for the first practitioner plus 2 spaces for eachadditional practitioner.

All other institutional uses 6.3

All uses in an RIND Zone 1.1




4.2.5 Rest of Richmond Hill

The recommended minimum parking standards for the Rest of the Richmond Hill, defined asareas outside of the Downtown Local Centre, KDAs, Richmond Hill Regional Centre, RapidTransit Corridors or Business Park, are intended to provide an adequate supply of parkingand consistent parking standard rates

The recommendations for residential and non-residential parking standards are shown inTable 4-9 and Table 4-10.

Table 4-9: Recommended Residential Parking Supply – Rest of Richmond Hill


Single-detached 2.0

Semi-detached 2.0

Duplex, Triplex, Double Duplex 1.0

Street Townhouse 2.0





Rental Apartment

Bachelor 0.9

1-bedroom 1.1

2-bedroom 1.35

3+ bedroom 1.5

Visitor Parking 0.25


Bachelor 1.0

1-bedroom 1.25

2-bedroom 1.5

3+ bedroom 1.75

Visitor 0.25

Seniors’ Residence / Retirement Home 0.5



Table 4-10: Recommended Non-Residential Parking Supply – Rest of Richmond Hill

Land Use Minimum Spacesper 100 m2 GFA*

Day Care Greater of 1 space per 5 children or 1 space per employeeFinancial Institution 6.5Gas bar or automobile service station 3.2,

min total of 2 spacesHospital 1.25 spaces per bed plus 1 space per ambulance

Hotel / Motel 1 space per unit plus 10 per 100 m2 for public areas

Industrial 2.4 for first 2,800 m2 plus 1.1 for GFA exceeding 2,800 m2

Medical Offices and Clinics 5 spaces for the first practitioner plus 3 spaces for eachadditional practitioner.

Lab: 5 spaces per lab plus 1 space per employee

Pharmacy: 3.2 (spaces per 100 m2)

Motor Vehicle Oil / Lubrication Establishment 2 spaces per employee plus 1 space per service bay

Office 3.2

Place of Assembly 6.4

Place of Worship 6.4

Recreation Centre (Health / Fitness) 5 spaces per court plus 3.2 per 100 m2

Restaurant – Fast food 14.0

Restaurant – Standard 11.0


5.0

Retail – Regional Shopping Centre 5.0

Retail Warehousing 6.0

School - Primary 2 spaces per classroom

School – Secondary 4 spaces per classroom

Theatre 1 space per 6 seats capacity

Veterinary Clinic 5 spaces for the first practitioner plus 2 spaces for eachadditional practitioner.

All other institutional uses 6.3

All uses in an RIND Zone 1.1




4.3 On-street and Public Parking

In the Downtown and surrounding area, on-street parking is permitted on several streets,including Yonge Street, as posted by time of day and with time restrictions. Off-street publicparking in designated areas is also available with time limits. Parking in the downtown area,whether on-street or in parking lots, is currently free.

In other areas of Richmond Hill, on-street parking is generally permitted on local andcollector roads as per Chapter 1116 of the Municipal Code and as signed.

4.3.1 Downtown Local Centre and Richmond Hill Regional Centre

Maximizing the use of on-street parking is one strategy for accommodating parking demand.The Downtown Design and Land Use Strategy study identified locations for on-streetparking and potential off-street public parking facilities as shown in Exhibit 2-2. The Townshould conduct feasibility studies to confirm locations for public parking facilities whichcould include parking lots, stand-alone structures or parking areas incorporated into otherdevelopments.

The Richmond Hill Regional Centre Design and Land Use Study identified the potential foron-street parking along Yonge Street (off-peak periods only) and along internal secondarystreets. The internal secondary streets are identified in Exhibit 2-3.

The most accessible parking should be reserved for short-term users, not employee orresident parking. This can be achieved by applying parking charges and time limits to controldemand and duration of parking use. Parking charges and time limits are appropriate wheredemand warrants. The introduction of charges is warranted when demand for parking in thearea of interest, within boundaries defined by the Urban Structure Plan, exceeds 85% ofparking capacity provided. The charges can be collected through meters, pay-and-displaymachines, or staffed public parking facilities. These charges will assist in the recovery ofcapital and operating costs associated with on-street and public parking.

The Town should consider initiating Parking Business Case Studies to evaluate the parkingcharge schedule, methods of charging, costs associated with the implementation, operationand maintenance of meters, pay-and-display machines as well as the cost of hiring additionalstaff.

4.3.2 Rapid Transit Corridors

Within the designated Rapid Transit Corridors, generally 400 metres from a rapid transit stopor Richmond Hill GO Rail station, on-street parking is appropriate on minor streets. Parkingcharges and time limits are appropriate where demand warrants. The introduction of chargesis warranted when demand for parking in the area of interest, within the boundaries definedby the Urban Structure Plan, exceeds 85% of parking capacity provided.



Parking charges will be collected through meters or pay and display machines. The chargescollected through meters or pay-and-display machines will assist in the recovery of capitaland operating costs associated with on-street parking.

4.4 Shared Parking

Shared parking implies usage of one parking space to serve two or more individual land useswith different peak demand characteristics and located on one site. The ability to shareparking spaces is the result of variations in peak parking demand, by hour, by day or byseason, and a relationship among land uses that permits one shared visit to multiple usesduring a single auto trip. The goal of a successful shared parking strategy is to strike abalance between providing adequate parking on a site to support mixed-use developmentsand minimizing the land area and resources devoted to parking.

The Urban Land Institute (ULI) published a comprehensive report on shared parking entitledShared Parking, 2nd Edition in 2005. The ULI is a research institute whose mission is toprovide responsible leadership in land use.

The key findings of the Shared Parking report are: Shared parking analysis is a valid method for estimating parking requirements of mixed-

use projects. Designing for the peak hour of parking demand requires a broad consideration of many

potential scenarios, as well as extensive data on hourly and seasonal variations. For shared parking to be most effective, all parking spaces must be convenient and

accessible to all users.

The Shared Parking report provides guidelines and examples for developing shared parkingplans. Parking ratios for a variety of land uses and users, as well as adjustment factors byhour, day of week and month of year based on empirical data, are provided to assist indetermining the appropriate parking supply.

Municipalities in the GTA such as the City of Toronto, City of Mississauga and City ofBrampton explicitly include shared parking concepts in their parking standards. The parkingoccupancy rates utilized by Toronto, Mississauga and Brampton in their shared parkingformula are similar to those in the Shared Parking study, although grouped into multi-hourtime periods instead of hourly periods.

Within the City of Toronto, the existing zoning by-law for the Downtown core sets outparking occupancy rates for the morning, afternoon and evening periods for each land use todetermine the aggregate gross minimum parking spaces required. This shared parkingprovision has been recommended in the proposed parking by-law for all other areas of theCity of Toronto.



Similarly, the City of Mississauga has provisions for a shared parking formula for mixed-usedevelopment sites located within the City. Parking occupancy rates for weekday andSaturday time periods (morning, noon, afternoon, evening) for five applicable land uses(office, retail, restaurant, overnight accommodation, residential) are included in this by-lawand used to determine the required parking quotas for a mixed-use site.

The City of Brampton has provisions for shared parking for mixed-use developments withinthe Central Area. Parking occupancy rates for the morning, afternoon and evening periodsare provided for six land uses (office, retail/commercial, restaurant, residential, library, andtheatre / cinema) to determine the total parking requirements of the mixed-use site. Excerptsfrom the Mississauga and Brampton parking requirement by-laws are included inAppendix E.

The Town of Richmond Hill currently allows shared parking on a site-by-site basis. Aparking study is required to determine the appropriate parking supply for a given site.

4.4.1 Shared Parking Application

The application of shared parking is recommended where there are opportunities for mixed-use, non-residential developments to pool parking resources. The shared parking pool mustbe convenient and accessible to all users. However, the shared parking spaces cannot beallocated to or reserved for any one particular use within the site, and are not applicable toresidential uses.

The Urban Land Institute provides a comprehensive methodology for applying sharedparking concepts and the critical steps to ensure that the parking supply will be appropriatefor a site. For inclusion in the zoning by-law, a simplified shared parking formula isrecommended, similar to the approach taken by Mississauga and Brampton.

Shared parking for a mixed-use development should be applied for the following componentsof the site: Patron and employee parking for retail commercial, restaurant and entertainment

developments; employee parking for office / industrial uses; and visitor parking for residential uses (resident / tenant parking is not shared).

A shared parking analysis and shared parking formula are used to calculate the sharedparking requirement for each individual use in the mixed-use development. The calculationshould be based on the parking standards defined in Section 4.2 and multiplied by theparking occupancy rates provided in Table 4-11 for the individual land use by time of day.The maximum parking requirement obtained from the shared parking formula defines thenumber of required parking spaces for a mixed-use development site under study.



Table 4-11: Occupancy Rates for Shared Parking Formula

Type of Use

Occupancy Rate (Percentage of Peak Requirement)

Morningbefore 12 PM

Noon12 PM – 1 PM

Afternoon1 PM – 6 PM

Eveningafter 6 PM

Office 100% 90% 100% 10%

Retail Commercial 80% 95% 90% 90%

Restaurant 30% 100% 50% 100%

Entertainment 0% 20% 60% 100%

Residential - visitor 20% 20% 60% 100%

Occupancy rates for additional land uses can be obtained from field surveys or Shared Parking, 2nd Edition (ULI, 2005).

The shared parking formula recommended for the Town is shown below:

n

xxxxMorning MorningOccRateSizeDemand

1

)(

n

xxxxNoon NoonOccRateSizeDemand

1

)(

n

xxxxAfternoon ccAfternoonORateSizeDemand

1

)(

n

xxxxEvening ccAfternoonORateSizeDemand

1

)(

),,,( EveningAfternoonNoonMorning DemandDemandDemandDemandMaxingDemandSharedPark

Where:Demand time = parking demand for period timeSizex = development size for land use xRatex = parking requirement rate for land use xMorningOcc = occupancy rate during morning time period as per Table 4-11NoonOcc = occupancy rate during noon time period as per Table 4-11AfternoonOcc = occupancy rate during afternoon time period as per Table 4-11EveningOcc = occupancy rate during evening time period as per Table 4-11

The following example shows how to calculate the maximum shared parking demandrequirement, for a hypothetical mixed use development consisting of a standard restaurantand an office, located in a Key Development Area, assuming use of the maximum parkingrates. In this calculation we assume the office is 1,300 m2 GFA and the restaurant is 1,100 m2

GFA.

From Table 4-3 we know that the maximum parking standard for an office is 2.5spaces/100m2 and the maximum standard for a restaurant is 3.75 spaces per 100m2 of GFA.



Based on this information our calculation will look like this:

Demand bytime of day

Combined parking demand requirement Use

Demandmorning = (13 x (100 m2) * 2.5 spaces/100m2 * 1.0) Office Morning

+ (11 x (100 m2) * 3.75 spaces/100m2 * 0.3) Restaurant Morning

= 49 spaces

Demandnoon = (13 x (100 m2) * 2.5 spaces/100m2 * 0.9) Office Noon

+ (11 x (100 m2) * 3.75 spaces/100m2 * 1.0) Restaurant Noon

= 151 spaces

Demandafternoon = (13 x (100 m2) * 2.5 spaces/100m2 * 1.0) Office Afternoon

+ (11 x (100 m2) * 3.75 spaces/100m2 * 0.5) Restaurant Afternoon

= 82 spaces

Demandevening = (13 x (100 m2) * 2.5 spaces/100m2 * 0.1) Office Evening

+ (11 x (100 m2) * 3.75 spaces/100m2 * 1.0) Restaurant Evening

= 54 spaces

Therefore shared parking demand for the two uses at various times of day equals 49, 151, 82,and 54. The maximum shared parking demand for this location is 151 spaces.

Subsequent changes in land use at each mixed use site will require revisions to the sharedparking analysis to determine if the new total shared parking demand can be accommodatedat the site.

4.5 Structured Parking

Structured parking – either above ground or underground – is an alternative option to surfaceparking lots. Structured parking, preferably underground, should be encouraged inDowntown Richmond Hill and Richmond Hill Centre. Structured parking can provide morecapacity for vehicles than a surface lot can, and can minimize the amount of land required forparking. The amount of surface parking in Richmond Hill Centre and Downtown RichmondHill should be minimized to conserve space for land uses more supportive of transit-orienteddevelopment.

4.6 Cash-in-Lieu

A cash-in-lieu policy is applied to assist in the funding of long-term parking needs. Fundscollected through cash-in-lieu agreements can be used toward the development of new publicparking supply or maintenance of existing parking supply.



The method used to calculate the cost of parking varies widely from municipality tomunicipality. Some choose to use a formula based on construction costs, while others includeboth land and construction costs to reflect the real costs of providing parking. Somemunicipalities may include a percentage reduction in the cost of parking to provide anadditional incentive to economic development in their downtown areas. Every municipalityhas individual needs and requires a different approach to meet these needs. In addition toconstruction or land costs, some municipalities charge an application or administration fee.The fee can range from $400 to $800. The administration fee is often charged to offset thecost of services incurred by the municipality to prepare a cash-in-lieu agreement.

4.6.1 Downtown Local Centre and Richmond Hill Regional Centre

A cash-in-lieu of parking policy is recommended to assist in the funding of long-termparking needs in Richmond Hill, primarily in the Downtown Local Centre and RegionalCentre.

In Richmond Hill, a fair, but flexible, calculation system is currently used to collect cash in-lieu funds. It is recommended that the Town continue using its current cash-in-lieu formula.The information needed to determine the cash-in-lieu amount is listed below:1. The number of parking stalls for which cash-in-lieu is requested based on the applicable

parking standards for the site.2. The average market value of the commercial / residential zoned property within 150 –

400 meters of the proposed development.3. Construction costs of either a surface or structured parking space depending upon which

is most applicable. Current construction estimates1 are $200/m2 to $240/m2 for surfaceparking, $2000/m2 to $2500/m2 for above ground structures, and $2500/m2 to $3000/m2

for underground structures.

The cash-in-lieu formula for surface level and multi-level parking is provided below. Thedetermination of whether to use the surface parking or multi-level parking formula dependson the long term development goals and is left to the discretion of the Town.

1 Cost estimates are in 2010 dollars. Surface parking costs include pavement structure, subsurface drainage andillumination. Structure parking costs include structure, drainage and illumination.



%50))(( 11 NSLCLieuinCash kingSurfacePar

%50))(( 22

N

F

SLCLieuinCash nglevelParkiMulti

Where:C1 = Construction cost of surface parkingC2 = Construction cost of structure parkingL = current estimate of land cost of parking space per m2 based on current marketvalue of the lands where development and / or redevelopment is proposedS1 = 26.0 m2 being the size of each surface parking space required for aisles and

drivewaysS2 = 29.7 m2 being the size of each surface parking space in a multi-level parking

structure including space required for aisles and drivewaysN = number of parking spaces for which cash-in-lieu is requested by proponentF = proposed number of floors in hypothetical parking structure

Funds collected through cash-in-lieu should be directed to offset the costs of maintaining andoperating the existing parking inventory, and the surplus funds should be reserved for theconstruction of future off-site parking infrastructure.

To monitor parking demand, an annual parking occupancy survey of on-street and off-sitepublic parking in the Downtown Local Centre and Richmond Hill Regional Centre should beconducted. When parking demand exceeds 85% of capacity, funds collected through cash in-lieu should be directed to the provision of additional parking infrastructure.



5. RECOMMENDED OFFICIAL PLAN POLICY

DIRECTIONS

In support of and adherence with the Town’s Official Plan Vision, Official Plan GuidingPrinciples, Official Plan Major Policy Directions and other guiding documents, it isrecommended that the Town consider the following parking policy directions as a base foraddressing parking standards and parking requirements in the policies of the future OfficialPlan. These policy directions support the transportation system objectives identified in thecurrent Transportation Master Plan, accessibility and modal share goals, the extension of theRegional Rapid Transit corridors and promotion of travel demand management. To this end,it is recommended that wording of the Official Plan policies include the following: Parking infrastructure is a component of the overall transportation system and is subject

to supply and demand mechanisms, user fees and other cost recovery measures. Parkingis a tool to stimulate behavioural change within the community to support the landdevelopment vision and policies.

Official Plan policies should underline the need for maximizing the utilization of existingparking spaces and on street parking in high density areas such as the Downtown LocalCentre, KDAs or Richmond Hill Centre.

To support community integration and local businesses, on-street parking and off-streetpublic parking facilities in the Downtown Local Centre and Richmond Hill RegionalCentre should be provided.

New developments should be encouraged to maximize the use of new public streets,rather than private lanes, to create opportunities for on-street parking and pedestrianfriendly streetscapes.

Where feasible, the construction of structured parking facilities should be encouraged inthe Downtown Local Centre, KDAs, Richmond Hill Regional Centre and along RapidTransit Corridors.

Official Plan Parking policies should be based on areas defined in this strategy documentand illustrated in Exhibit 4-1.

The Official Plan policies should be consistent with the area definitions presented in thisstrategy document and illustrated in Exhibit 4-1. Parking supply objectives as presentedin this document should be maintained. The geographic areas for which the objectivesapply are provided below: The objectives of the parking management strategy governing the Richmond Hill

Downtown Local Centre and KDAs, Richmond Hill Regional Centre and RapidTransit Corridors are focused on reducing parking supply requirements, maximizingthe use of on-street parking and public parking, implementing shared parking formixed-use developments, application of cash-in-lieu, and travel demand management.



The objectives of the parking strategy governing Business Parks and other areas ofthe Town outside of the boundaries of Downtown Local Centre and KDAs,Richmond Hill Regional Centre, and Rapid Transit Corridors (rest of Richmond Hill)are focused on providing adequate on-site parking supply, implementing sharedparking concepts for mixed-use developments, and travel demand management.

Parking supply management and user fees should be used by the Town as tools in supportof Travel Demand Management.



6. PARKING ADMINISTRATION

It is recommended that the Town of Richmond Hill consider enacting a Committee ofCouncil / Parking Advisory Committee to advise about the management and administrationof parking in the Town. Presently, parking by-laws, parking and enforcement are under thejurisdiction of the Regulatory Services Division of the Planning and Regulatory ServicesDepartment. Transportation policy planning is also within the Planning and RegulatoryServices Department. The Maintenance and Operations division of the Community ServicesDepartment is responsible for pavement markings for municipal parking lots and repairs toroads, curbs and sidewalks. This section will describe the role of parking administration, thedifferent available governance structures, case studies in the City of Hamilton and the Townof Markham, and a set of specific conclusions and recommendations for the Town ofRichmond Hill.

6.1 Role of Parking Administration

There are several different responsibilities related to the management and administration ofparking in a Town, City or Municipality. Some specific responsibilities of parkingmanagement and administration include: Designating and managing On-Street Permit Parking areas; Overseeing parking by-laws; Developing agreements and amending parking by-laws to permit paid parking on private

property; Owning, operating, maintaining and monitoring parking lots held by the municipality; Developing comprehensive parking strategies and plans; Investigating alternatives for financing and profiting from parking infrastructure; Managing On-Street paid parking programs (fee structure, time limits, enforcement, etc.); Enacting particular parking strategies / programs to support a particular vision for

specific areas or districts; Communicating parking strategies, priorities and regulations to the public; and Enforcing parking regulations.

Parking administration can sometimes extend into the field of transportation demandmanagement programs, as parking infrastructure within a jurisdiction can have a significantimpact on travel patterns.

6.2 Parking Governance Models

Municipalities can use many different governance models to administer their parkingprograms. These include:



6.2.1 Municipal Operation

A municipality may elect to manage all parking matters in-house. In general, when amunicipality manages parking, the parking fees and revenues are deposited into themunicipality’s general fund and are available for any and all municipal expenses. Policiesand programs that result in the most efficient use of parking resources are managed anddirected by the municipality. The municipality serves as the central source for facilitatingdecision-making and public communication of parking strategies and priorities. It also hasthe authority to implement a consensus plan of strategies and programs developed through acommunity process (advisory committee, commission and / or authority) that defines thepriorities and purposes of parking for a specific area or district.

The purposes of parking strategies or programs may pertain to the increase or decrease in thenumber of spaces, revenue or other priorities, as defined by the municipality. The municipalgovernance model allows for flexibility and straightforward integration with other municipalplanning objectives, such as travel demand management programs. This model providesmunicipalities with the greatest degree of freedom and control over parking matters. Policiesmust be approved by Council, and can be directly aligned with the Municipality’s planningobjectives.

6.2.2 Parking Advisory Committee / Committee of Council

A Parking Advisory Committee has no formal policy making or taxing authority; the powerto fund projects and enact policies still remains with Council. The Committee could becomprised exclusively of elected officials, or could be comprised of one or more electedofficials and community stakeholders, who would be appointed by the mayor or Council. TheCommittee would advise Council on the management of the municipality’s parking program.A benefit of Parking Advisory Committees is their ability to connect and co-ordinate withlocal businesses.

Parking Advisory Committees are sometimes formed to implement and monitor a plan thathas already been developed and approved. Municipal staff may support the Committee. Thisoption allows a municipality to retain control over the development and administration of itsparking program.

6.2.3 Municipal Service Board

Municipal Service Boards can be created by Council to allow for an alternative method ofdelivering certain specified services to a community. Under Section 195 of the MunicipalAct, 2001, parking, except on highways, is a sphere of jurisdiction for which a MunicipalService Board may control and manage services. Section 197 of the Act defines MunicipalService Boards as a body corporate, and an agent of the municipality that created it.The municipality owns the assets related to the service, but not the board itself. The membersof municipal service boards must be appointed by Municipal Council.



The municipality can select which powers and duties to delegate to the Board; however, themunicipality will not be able to further exercise these powers once they have been delegated.A Municipal Service Board may establish a separate bank account, hire staff and enter intocontracts.

6.2.4 Parking Authority

The mandate of a parking authority is often to maximize revenues from parking and increaseparking supply. A parking authority is often managed like a business and operates under theexplicit understanding that annual expenses should not exceed parking revenue. Annualrevenue can be used to pay for renewal and upkeep of existing parking facilities and topurchase land for new parking facilities. In some jurisdictions, parking authorities may buy,sell and / or lease property as a lessee or lessor, construct multiuse projects and parkingfacilities, borrow money, issue bonds, mortgage their assets, enter into contracts and retainearnings. In addition to directing financial matters, parking authorities can also developpolicy which must be approved by appointed boards.

One of the advantages of a parking authority is its ability to make decisions independently ofmunicipal Council. The independent authority can make unpopular and difficult planningdecisions such as raising parking rates, installing parking meters, increasing parkingenforcement and selecting the location for a new parking facility without regard to potentialpolitical consequence. Parking authorities can also relieve municipal employees from parkingpolicy, operation and enforcement concerns.

A review of jurisdictions in Canada shows that some of the largest municipalities, includingToronto, Montreal, Vancouver, Calgary and Winnipeg, operate independent parkingauthorities. Several mid-sized cities, such as Guelph, Kitchener, Brantford and Hamilton, haddisbanded their parking authorities by the 1990s, however. The primary reason fordisbanding them was to give City Councils more control over parking. Parking is consideredto be a critical factor in Downtowns and other commercial areas that are struggling tocompete with major shopping malls and big box store developments. A Town of Markhamreport to the Development Services Committee outlined other reasons that separate, distinct,for-profit parking authorities are not operating in most Ontario municipalities: Parking authorities are rarely profitable without a significant and mature inventory of

paid parking spaces. The more complex governance structure is not justified by the nominal assets

controlled by the authority.

6.2.5 Business Improvement District / Area

Business Improvement Districts / Areas represent businesses within a particular area.Although they have less policy-setting authority than do municipalities or other parkingcommittees, they can provide useful input regarding parking strategies. They can serve as alink between users, business owners and strategy makers, and get buy-in from localbusinesses.



6.3 Local Case Studies

6.3.1 City of Hamilton

The City of Hamilton disbanded its parking authority in 1998 after a Task Forcerecommended doing so in a report. In Hamilton, the Transport and Environment Committeewould deal with on-street parking issues while the Parking Authority Board would deal withoff-street parking issues as well as on-street issues from time to time. The Parking Authoritywould also report to the City’s Finance and Administration Committee intermittently onexceptions or deviations from the approved capital and operating budget. The report foundthat this arrangement let to a fragmented approach to decision-making that was notconducive to facilitating major projects. In one case, the City and the Parking Authority hadvery different approaches to resolving a particular issue, which hampered the implementationof an effective and efficient solution.

The report listed several substantial issues which would be better resolved in the forum of aStanding Committee of nine elected representatives: Comprehensive Downtown parking strategy, involving price (meters, lots and transit),

the location of meters and lots, and enforcement levels. Free parking in the Downtown and Business Improvement Areas. The impact of on-street parking meters and off-street parking on adjacent residential

areas. Customer service.

The report found that consolidating the management and administration of parking servicesto one body within the City would provide for a more accountable, strategic and co-ordinatedapproach to parking issues. Merging the two organizations would also eliminate theduplication of tasks and allow for cost savings and improved customer service. Parking isnow the responsibility of the Hamilton Municipal Parking System under Planning andEconomic Development.

6.3.2 Town of Markham

In 2007, The Town of Markham recommended adopting a Committee of Council as thegovernance structure for parking management. The formation of a parking authority had beensuggested as early as 2002 in the Markham Transportation Planning Study (MTPS). Thisstudy indicated that a parking authority could be used as “a mechanism to optimize landdevelopment potential” and could “look beyond daily revenue and maintenance issues andwork with businesses and municipal departments to build a strategy that will foster mixed-use developments and economic vitality”.

The parking authority was envisioned as playing a role in the development of MarkhamCentre. The authority would also play a role in developing a parking strategy to respond tothe expectation of higher transit use and compact urban form in certain areas of the Town.



Before adopting the Committee of Council, the Town of Markham managed parking throughits Development Services Department.

The Town of Markham reviewed how Brampton, Burlington, Kingston, Kitchener, London,Oakville, Oshawa and Toronto manage their parking programs. With the exception of theCity of Toronto, all municipalities they contacted incorporated the management of parkinginto a department of the municipality and used a Committee of Council or AdvisoryCommittee as the body that provided guidance. The Committee of Council can consistentirely of elected officials, or of one or more elected officials and community stakeholders.

The Town of Markham investigated three governance structures: a Municipal Service Board,a Municipal Corporation, and a Committee of Council. It concluded that a Committee ofCouncil was the most appropriate governance structure, and that a municipal service board orcorporation would be more useful if the municipality had a significant inventory ofmunicipally owned parking lots. The Committee is able to manage issues before they go toCouncil, and gives the Town a voice at the Regional level. The Town did not rule out theoption of eventually implementing an alternate governance structure, and may pursue otheroptions as the role of paid parking and parking infrastructure expand within the Town.

6.4 Conclusions and Recommendations

The Town of Richmond Hill’s vision is to promote a sustainable community with transit-oriented and pedestrian-oriented development in areas such as the Downtown Local Centreand Richmond Hill Regional Centre. To provide the Town with more control over parkingsupply and operation in these developments, the Town should consider enacting a Committeeof Council / Parking Advisory Committee to advise Council on parking policies andstrategies. The Committee would have no delegated authority, but would serve in an advisorycapacity.

Although a parking authority or municipal service board could provide some clear benefits tothe Town of Richmond Hill, this system of parking management could also limitopportunities to fulfill the Town’s planning objectives. The mandate of a parking authority –which is often to maximize revenue – may not be aligned with the municipality’s vision.Parking authorities can make decisions that detract from the Town’s planning goals and arenot supported by a majority of councillors or the general public.

The Town of Richmond Hill would maximize its ability to tailor parking policies to suitplanning policies and objectives by continuing to manage parking directives independently orthrough a Committee of Council. Parking policies and strategies set by the Town will bemore likely to discourage single occupant vehicle travel and encourage transit use, whereasthe policies set by a parking authority may increase the supply of parking and supportincreased vehicle travel. The Town will also retain control of public communications, andhave the opportunity to promote new parking policies in the context of the Official PlanReview and People Plan Richmond Hill process.



Parking strategies and policies for particular neighbourhoods – such as the Downtown LocalCentre, Regional Centre, and Key Development Areas – can be developed in consort with allother elements of the planning process to reflect and complement the desired form of theurban area. Operationally, the Town will be able to co-ordinate with other services in thepublic domain and use parking revenues to subsidize other services if necessary.

A Committee of Council / Parking Advisory Committee can be the forum for thedevelopment of parking plans that align with municipal planning goals. The roles andresponsibilities of the Committee could include: Developing a vision for the future of parking in Richmond Hill. Developing short and long-term strategies to implement the Vision. Meeting on a regular basis to provide comment, input and direction on the

development, operation, maintenance and management of parking in the Town. Reviewing existing parking services in the Town. Assessing parking policies and providing recommendations to Council. Considering events and opportunities that may impact parking in the Town.

These roles are adapted from the roles and responsibilities of Markham’s Parking AdvisoryCommittee, as listed in its Terms of Reference. A Committee of Council / Parking AdvisoryCommittee will be best able to focus on long-term strategies that are aligned with the Townof Richmond Hill’s vision.



7. IMPLEMENTATION

The parking strategies recommended in this report should be applied to all futuredevelopments as development applications are submitted. The provision of minimum andmaximum parking requirements in the Downtown Local Centre, KDAs, Richmond HillRegional Centre and Rapid Transit Corridors should provide sufficient flexibility for privatedevelopers to meet market demands for parking in the near-term while transit infrastructureis being put in place.

Summarising the aforementioned, the following implementation steps are recommended: Council endorsement – following the approval of this report, seek council endorsement of

this Parking Strategy and its recommendations. The Official Plan – consider the Official Plan Parking Policy directions provided in this

report as the base for the formulation of the appropriate Official Plan policies relating toparking and input to policies on travel demand management.

The Town’s zoning by-law should be revised to include the recommended parkingstandards by area.

Parking Advisory Committee – develop terms of reference for the Committee and initiateits activities.

Conduct annual parking occupancy surveys of the on-street and public parking in theDowntown Local Centre, KDAs, Richmond Hill Regional Centre and in selected sectionsof the Rapid Transit Corridors.

Consider implementing parking fees to influence demand and control duration of parkingwhen parking demand in Downtown Local Centre, KDAs, Richmond Hill RegionalCentre and on minor streets within the Rapid Transit Corridors exceeds 85% of theprovided capacity.

Initiate study to identify locations for potential public parking facilities in the DowntownLocal Centre and Richmond Hill Regional Centre.

Initiate Parking Business Case Studies to evaluate parking charge schedule, methods ofcharging, costs associated with the implementation, operation and maintenance of meters,pay-and-display machines as well as cost of hiring additional staff.

Review and update this Parking Strategy document every five years to ensure that theyare in keeping with the Town’s Vision.

Appendix A

Sample Parking Requirements from

Richmond Hill By-Laws

York Region

Land Use TOWN OF RICHMOND HILL

Downtown & Newkirk Beavercreek Elgin East - Elgin West Bayview Glen Oakridges Area Site-specific, Beavercreek Area Site-specific, Yonge/Hwy 7 Area Site-specific, Yonge north of Hwy 7 Area Downtown Area - Yonge St Corridor: Dunlop St to Evendale

Space per 100 m2 GFA By-Law # 66-71 By-Law #150-80 By-Law #184-87, 190-87 By-Law #278-96 By-Law #313-96, 42-02 By-law #53-05, 54-97 By-law #92-06 By-law #220-02, 158-98 By-Law # 76-91

RESIDENTIAL

HOMES:Single Family 1 space per dwelling unit 2 spaces per dwelling 2 spaces per dwelling 2 spaces per dwelling 2 spaces per dwelling unit

Semi-detached 1 space per dwelling unit 2 spaces per dwelling 2 spaces per dwelling 2 spaces per dwelling 2 spaces per dwelling unit

Duplex Triplex, double duplex 1 space per dwelling unit 2 spaces per dwelling 2 spaces per dwelling 2 spaces per dwelling 2 spaces per dwelling unit

Street townhouse 1 space per dwelling unit 2 spaces per dwelling 2 spaces per dwelling 2 spaces per dwelling 2 spaces per dwelling unit

RENTAL APARTMENTS:

Apartment (no size description) 1.25 1.5 spaces per dwelling unit of which 20% for visitors 2.00 per unit, 0.25 for visitors 2.00 per unit, 0.25 for visitors 1.5 spaces per dwelling unit (20% shall be for visitor

parking)

Bachelor

1-bedroom

2-bedroom

3-bedroom

CONDOMINIUMS

Condominium Apartments 1.75 per unit 1.5 spaces per dwelling unit of which 20% for visitors 2.00 per unit, 0.25 for visitors 2.00 per unit, 0.25 for visitors 1.5 per unit, of which 0.22 is for visitor parking 1.5 spaces per dwelling unit (20% shall be for visitor

parking)

Bachelor units less than 46.5 m2: 0.9 per unit, 0.25 for visitors

1 Bedroom 1.32 per unit, 0.25 for visitors units less than 74.3 m2: 1.0 per unit, 0.25 for visitors

2 Bedroom 1.52 per unit, 0.25 for visitors units less than 92.9 m2: 1.2 per unit, 0.25 for visitors

3+ Bedroom 1.75 per unit, 0.25 for visitors units greater than 92.9 m2: 1.5 per unit, 0.25 for visitors

Condominium Townhouses 1.75 per unit 1.5 spaces per dwelling unit of which 20% for visitors 2.00 per unit, 0.25 for visitors 2.00 per unit, 0.25 for visitors

RENTAL TOWNHOUSES WITHOUT PRIVATE

DRIVEWAY

Bachelor / one-bedroom unit

2-bedroom townhouse

3-bedroom townhouse

4-bedroom townhouse

GTA By-Laws_AppAandB.xls / GTA By-laws_for report 1 1/31/2010 / 5:01 PM

York Region




TOWNHOUSES WITH 2 CAR PRIVATE DRIVEWAY

Condominium townhouse

Rental townhouse

OTHER HOUSING TYPES

Block Townhouse 1.25 space per dwelling unit 2.00 per unit, 0.25 for visitors 2.00 per unit, 0.25 for visitors 1.5 spaces per dwelling unit (20% shall be for visitor parking)

Multiple Family 1.25 space per dwelling unit 2.00 per unit, 0.25 for visitors 2.00 per unit, 0.25 for visitors 1.5 spaces per dwelling unit (20% shall be for visitor parking)

Lodging/Rooming Houses (including foster homes, homes

for handicapped, alternative housing)

2 spaces or 1 space per employee PLUS 0.25 per patient, whichever is greater

2 spaces or 1 space per employee PLUS 0.25 per patient, whichever is greater

Nursing Home / Crisis Care Residence 1 space per 2 beds

Retirement home

Senior Citizen 0.33 spaces per dwelling unit of which 20% for visitor parking

0.33 parking spaces per dwelling unit of which 20% for visitor parking

0.33 parking spaces per dwelling unit of which 20% for visitor parking

1.25 spaces per unit; 25% of which shall be visitor parking

0.33 spaces per dwelling unit of which 20% for visitor parking

COMMERCIAL

Animal Hospital / Vet Clinic 3.55 5 spaces per practitioner 5 spaces for first practitioner plus 2 spaces per each additional practitioner

5 spaces for first practitioner plus 2 spaces per each additional practitioner

Bank / Financial Institution 6.5 6.5 6.5 6.5

Building Supplies

Convenience Store 5.4, minimum 4 spaces 5.4, minimum 4 spaces

Funeral Parlour 1 space per 5 seats capacity in chapel, minimum of 10 spaces

Furniture Store

Hotel or Motel1 space per room plus 10.8 spaces per 100 m2 of space for patron use (restaurant, meeting rooms,

lounges, etc.)

1 space per suite plus 20 spaces per 100 m2 of space for patron use (restaurant, meeting rooms,

lounges, etc.)

1 space per room plus 10 spaces per 100 m2 of space for patron use (restaurant, meeting rooms,

lounges, etc.)


lounges, etc.)


lounges, etc.)


lounges, etc.)

Laundromat or Dry Cleaning Establishment

Nursery or Garden Centre

Personal Services


York Region




Retail Store 5.4 retail store: 5.4; retail warehouse: 6 retail store: 5.4; retail warehouse: 6

Retail Uses - Non-specific (assume all uses unless

specified elsewhere in this section)

3.6 3.2 3.2 3.2 6.5

Shopping CentreIf GLA < 37000 m2: 4.3

If GLA > 37000 m2: 5.4

If GLA < 37000 m2: 4.3

If GLA > 37000 m2: 5.4

Enclosed Shopping Centre within:- Neighbourhood Commercial Zone: 10.45

- Community Commercial Zone: 8.19

If GLA < 37000 m2: 4.3

If GLA > 37000 m2: 5.4

Enclosed Shopping Centre within:- Neighbourhood Commercial Zone: 10.45

- Community Commercial Zone: 8.19

Supermarket

RESTAURANTS

Dining Room Restaurant 11.0

Drive-In Restaurant

Fast Food Restaurant 14.0 14.0 14.0 11.0

Fast Food Restaurant with drive-through facility

Standard Restaurant 1 per 5 seats or 10.8 per 100 m2 20.0 11.0 11.0 11.0 11.0

Take-out Restaurant 14.0 14.0

VEHICLE SHOPS

Automobile Showroom/Dealership

Motor Vehicle parts Retail Outlet or Combined with

accessories, sporting goods, hardware

Motor Vehicle Repair Shop, Oil/Lubrication Establishment 2 spaces of employee; 1 space per service bay 2 spaces of employee; 1 space per service bay

Motor Vehicle Service Station 3.2 - minimum of 2 space 3.2 - minimum of 2 space

Motor Vehicle Washing Establishment


York Region



Space per 100 m2 GFA By-Law # 66-71 By-Law #150-80 By-Law #184-87, 190-87 By-Law #278-96 By-Law #313-96, 42-02 By-law #53-05, 54-97 By-law #92-06 By-law #220-02, 158-98 By-Law # 76-91OFFICES

General Office 4.3 3.2 3.2 3.2 3.2

Physician, dentist, or drugless practitioner's office 5 spaces per practitioner

5 spaces for the first practitioner plus 3 spaces for each additonal practitioner

If laboratory in same building, 5 spaces per lab plus 1 space per employee

If Pharmacy in same building, 3.2 spaces [eer 100 m2

5 spaces for the first practitioner plus 3 spaces for each additonal practitioner

If laboratory in same building, 5 spaces per lab plus 1 space per employee

If Pharmacy in same building, 3.2 spaces [eer 100 m2

5 spaces per practitioner

Radio or TV Broadcasting Establishments

Real Estate

INDUSTRIAL

Industrial Industrial Establishments: 1.08; Industrial-Commercial Zone; 3.55

for first 2800 m2: 2.38; for floor area above 2800 m2: 1.08

for first 2800 sq m: 2.38; for all uses in an RIND zone: 1.08

for first 2800 sq m: 2.38; for all uses in an RIND zone: 1.08

Industrial-Manufacturing: Multiple-Occupancy Building f

Industrial-Manufacturing: Single-Occupancy Building

Manufacturing, cleaning, packaging, processing,

repairing, assembling, or printing operation

Mixed use industrial

Warehouse


York Region



Space per 100 m2 GFA By-Law # 66-71 By-Law #150-80 By-Law #184-87, 190-87 By-Law #278-96 By-Law #313-96, 42-02 By-law #53-05, 54-97 By-law #92-06 By-law #220-02, 158-98 By-Law # 76-91ARTS & RECREATION

Arena 1 per 5 seats or 1 per 3m (10 feet) of bench space or 10.8 per 100 m2

Art Gallery, Museum

Bowling Alley 1 space per 2 persons in designe capacity (Capacity: 6 persons per lane)

Concert Hall 1 per 5 seats or 10.8 per 100 m2

Curling Rink 1 space per 2 persons in designe capacity (Capacity: 8 persons per sheet)

for building with bowling alley, tennis, squash, or handball

court, ice rink or swimming pool

Golf Course

Golf Driving Range

Health/Fitness Centres 5 spaces per court plus 3.2 per 100 m2 5 spaces per court plus 3.2 per 100 m2 5 spaces per court plus 3.2 per 100 m2

Miniature Golf Course

Place of Amusement

Place of Assembly 1 per 5 seats or 10.8 per 100 m2 6.4 6.4 or 1 space per 2.4 seats capacity, whichever is greater

6.4 or 1 space per 2.4 seats capacity, whichever is greater 6.4

Pool Hall

Race Track

Religious Institution, Stadium, Theatres, and Bench Cinema

PLACE OF WORSHIP: 1 space per 10 seats or per 6.1m of bench space PLACE OF WORSHIP: 6.4 PLACE OF WORSHIP: 6.4 or 1 per 2.4 seats

capacity, whichever is greaterPLACE OF WORSHIP: 6.4 or 1 per 2.4 seats

capacity, whichever is greater PLACE OF WORSHIP: 6.4

Swimming Pool

Tennis, Squash, Hardball Court 5 spaces per court 5 spaces per court 5 spaces per court


York Region



Space per 100 m2 GFA By-Law # 66-71 By-Law #150-80 By-Law #184-87, 190-87 By-Law #278-96 By-Law #313-96, 42-02 By-law #53-05, 54-97 By-law #92-06 By-law #220-02, 158-98 By-Law # 76-91INSTITUTIONAL USES

Bus Station

Commercial, Technical, or Recreational School

Community Centre

Convention or Trade Centre

Day nursery 1 space plus 1 space per 10 children designed capacity

1 space per 5 children or 1 space per employee, whichever is greater

1 space per 5 children or 1 space per employee - whichever is greater

1 space plus 1 space per 10 children designed capacity

Hospital 1 space per 2 beds 1.25 per bed; plus 1 per ambulance 1.25 per bed; plus 1 per ambulance 1.25 per bed; plus 1 per ambulance 1.25 per bed; plus 1 per ambulance

Laboratory

Library Minimum 10 spaces

Other institutional uses 6.3 15.8

Recycling Facility

School - elementary 1 space per teaching staff member 18 spaces per school 2 spaces per classroom 2 spaces per classroom 1.5 parking spaces for each teaching space

School - private

School - secondary 1 space per teaching staff member plus 25 spaces for students 100 spaces per school 4 spaces per classroom 4 spaces per classroom 4 parking spaces for each teaching space

University of College


Appendix B


Other GTA Municipalities

Land Use

Space per 100 m2 GFA

RESIDENTIAL

HOMES:Single Family

Semi-detached

Duplex Triplex, double duplex

Street townhouse

RENTAL APARTMENTS:

Apartment (no size description)

Bachelor

1-bedroom

2-bedroom

3-bedroom

CONDOMINIUMS

Condominium Apartments

Bachelor

1 Bedroom

2 Bedroom

3+ Bedroom

Condominium Townhouses


DRIVEWAY


2-bedroom townhouse

3-bedroom townhouse

4-bedroom townhouse

York Region Peel Region Durham Region

Town of Aurora Town of Markham City of Vaughan City of Brampton City of Mississauga City of Burlington Town of Oakville Town of Ajax City of Oshawa

By-Law #2213-78 By Law #1229 Markham Centre By-Law #1-88 By-Law #5500 By Law #2020 By Law #1984-63 By-Law #60-94

By-Law #66-98

1 space per dwelling 2 per unit 3 per unit 2 per unit 2 per unit 1 per unit 2 per unit 2 per dwelling unit

1 space per dwelling 2 per unit 3 per unit 2 per unit 2 per unit 1 per unit 2 per unit 2 per dwelling unit

1 space per dwelling 1.5 per unit 2 per unit 1.25 per unit DUPLEX: 1 per unit; STREET TRIPLEX: 2 per unit; STREET FOUPLEX: 2 per unit DUPLEX: 2 per unit Duplex: 1 per unit; Others: 1 per unit plus

0.33 per unit for visitors

1 space per dwelling 2 per unit 2 per unit 2 per unit 2 per unit 2 per unit 2 per unit 2 per unit 2 per dwelling unit

1.5 per dwelling TOTAL ; 1.2 for residents, 0.3 for visitors

1.5 per unit: 1.25 for residents; 0.25 for visitors

Min and Max = 1.2 per unit: 1.0 for residents; 0.2 for visitors 1.5 per unit 1.5 per unit 1.33 per unit: 1.00 for residents; 0.33 for

visitors

Resident: 1.03Visitor: 0.20TOTAL: 1.23


1.60 total spaces: 1.25 for residents; 0.35 for visitors











Min and Max = 1.2 per unit: 1.0 for residents; 0.2 for visitors 1.5 per unit 1.75 per unit for residents; 0.25 per unit for

visitors1.75 per unit: 1.45 for residents; 0.30 for

visitors

1 per unit; 0.2 for visitors

Resident Spaces: 1.25Visitor Spaces: 0.25TOTAL Spaces: 1.50

1.25 per unit; 0.2 for visitors 1.25 per unit; 0.35 for visitors





2 per unit 2 per unit 1.5 per unit

No Private Garge or Driveways:



STACKED TOWNHOUSES: 2.00 for residents plus 0.35 for visitors

2.25 per unit: 2.00 per unit for residents; 0.25 per unit for visitors



2 per unit 1.5 per unitResident Spaces: 1.30

Visitor Spaces: 0.25TOTAL Spaces: 1.55


1.85 total spaces: 1.50 for residents; 0.35 for visitors 1.5 per unit 1.60 per unit: 1.25 for residents; 0.35 for

visitors





visitors





visitors

Halton Region


Land Use




Rental townhouse

OTHER HOUSING TYPES

Block Townhouse

Multiple Family



Nursing Home / Crisis Care Residence

Retirement home

Senior Citizen

COMMERCIAL

Animal Hospital / Vet Clinic

Bank / Financial Institution

Building Supplies

Convenience Store

Funeral Parlour

Furniture Store

Hotel or Motel



Personal Services




By-Law #66-98

Halton Region

2 per unit 1.5 per unit

Spaces (per unit)


2.35 total spaces: 2.00 for residents; 0.35 for visitors 2 per unit

2 per unit 1.5 per unit

Spaces (per unit)


2.35 total spaces: 2.00 for residents; 0.35 for visitors 2 per unit


Total: 1.75 spaces per dwelling; 1.5 for residents, 0.25 for visitors


Total: 1.75 spaces per dwelling; 1.5 for residents, 0.25 for visitors

1 space per bedroom 1 space per bedroom plus 1 space for proprietor

2 spaces plus parking requirements for dwelling 1 space PLUS 0.5 spaces per bedroom

0.5 space per bed 0.5 spaces per bedroom or 1 space per 37 m2, whichever is greater 0.5 spaces per bed 0.33 spaces per unit 2.6 spaces per 100 m2 1 space per 4 beds

0.5 spaces per unit plus 1 space per 4 units for visitors 0.50 spaces per unit

0.85 spaces per employee PLUS 0.50 resident spaces per unit PLUS 0.25 visitors

spaces per unit2.6 spaces per 100 m2 1 space per 4 beds

1.5 per unit: 1.25 for residents; 0.25 for visitors 1 per unit


Greater of: 1 space per dwelling unit or 2.6 spaces per 100 m2 GFA 0.5 per dwelling unit

3.7 3.3 3.6 5.4*except in C4 zone where its 4 3.3 2.2

8.0 5.0 Min and Max = 3.33 per 100 m2 NET FA 6.0 6.7 5.5 6.0 6.7 5.0 4.2

2.01.1 spaces per 100 m2 GFA warehousing + 3.22 spaces per 100 m2 GFA retail/office

use3.7

5.4 5.0

1 space for each 5 spaces capacity of the chapel

MINIMUM of 10 spaces

7.7 per 100 m2 or 1 space per 4 seats which ever is larger 4, with a minimum of 15 7.7 plus 1 space for each funeral vehicle 7.5 plus 1 space for each funeral vehicle 4, with a minimum 15 spaces 1 space for every 5 seats in place of

assembly30 spaces for first 30m2 GFA plus 6.7

spaces for each additional 100 m2 GFA1 per 6 seats OR 16.7 per 100 m2,

whichever is greater

2.5 6, plus warehouse requirements ** 1.6 2.5 HOME FURNISHINGS: 1.5; HOME IMPROVEMENT: 3.7

1 space per guest room PLUS 1.1 per 100 m2 of area devoted to public use

Hotel: 0.85 spaces per suite plus 10 spaces per 100 m2 assembly hall uses; Motel: 1

space per room

Min and Max = 0.8 spaces per suite plus 3.33 spaces per

100 m2 NET FA

1 space per room plus requirements for other uses

1 space per bedroom + 3.7 spaces per 100 m2 GFA public use (excluding washrooms,

lobbies, hallways, stairways, elevators)

0.8 spaces per guest roomPLUS

10 spaces per 100 m2 GFA for public use areas (meeting rooms, conferences rooms, recreations facilities, dining, lounge areas)

1 space per room 1 per room PLUS requirements for public spaces and restaurants

1 space per bedroom plus 8.3 spaces per 100 m2 GFA for accessory purposes

1 space per room PLUS requirements for restaurant, tavern or assembly hall

6.0 5.3 5.4 Greater of: 1 space per 2 washing machines or 5 spaces per 100 m2 GFA 1 space per machine

5

3.2 (for retail sales and display of products area)PLUS

1.0 (for warehousing/ wholesaling area)

3.3 5.9

3.3 6 5.4, or 4 (in C4 Zone) or 4.3 (in CC2 to CC4 zones) 3.3


Land Use


Retail Store



Shopping Centre

Supermarket

RESTAURANTS

Dining Room Restaurant

Drive-In Restaurant

Fast Food Restaurant


Standard Restaurant

Take-out Restaurant

VEHICLE SHOPS




Motor Vehicle Repair Shop, Oil/Lubrication Establishment

Motor Vehicle Service Station





By-Law #66-98

Halton Region

Min and Max = 3.33 per 100 m2 NET FA

6.0 3.3 for GFA < 6000 m2; 5.0 for GFA > 6000 m2 6.0 5.3 5.4 4.0 5.5 for ground floor plus 3.6 for foors above

or below ground floor3.6 per 100 m2 up to 6000m2, if greater

than 6000 use shopping centre 4.2

If GLA < 28000 m2:- Food store does not exceed 50% of area:

4.5- Food store exceeds 50% of area:

6 for food store,4.5 for other use

If GLA > 28000 m2:5.4

If GLA < 2500 m2:4.3;

For restaurants, food courts and eating areas:

- 4.3 (for that portion occupying 20% or less of GLA)

- 11.1 (for portion greater than 20% of GLA)

If GLA > 2500 m2:Whichever is greater:

- 5.4 if GLA > 75% of GFAOR

- 2 parking spaces for each unit or premises in the shopping centre,

For restaurants, food courts and eating areas:

- 5.6 (for that portion occupying 20% or less of GLA)

- 11.1 (for portion greater than 20% of GLA)

6.0If GLA < 2000 m2: 4.3

If GLA > 2000 m2: 5.3

If GFA > 2000 m2:23.26 m2 GFA (Parking for restaurants and

other establishments applicable to respective bylaw)

If GFA < 2000 m2: 5.4

If RETAIL CENTRE: 6

If RETAIL STORE: 4

If C1:3.6-5.4

If C2:3.6-5.6

5.3

If GFA < 2800 m2:4.2

If supermarkets, taverns, assembly halls are >10% of total GFA, then use appropriate

requirements for those

If GFA 2800-28000 m2:4.2 m2

If GFA > 28000 m23.2

6.0 5.0 Min and Max = 3.33 per 100 m2 NET FA 6.0 5.9 10.0 If C1: between 3.6 and 4.5; If C2: between

3.6 and 5.6; If C3: 3.6 7.7

11.1 10.4 16.0 21.7 per 100 m2 public use GFA, OR 10.8 per 100 m2 total GFA, whichever is greater 9.1

For fixed seats : 1 space per 5 seats or 3 m of bench space

For no fixed seats: 11.1MINIMUM OF 30 SPACES

11.1 27.0 9.1


For no fixed seats: 11.111.1

1 for 4 person seating capacity or 20 per 100 m2, whichever is greater

21.7 16.0 1 space per 4 person capacity or 25 per 100 m2

21.7 per 100 m2 public use GFA, OR 10.8 per 100 m2 total GFA, whichever is greater 9.1


For no fixed seats: 11.1MINIMUM OF 30 SPACES

11.11 for 4 person seating capacity or 16 per 100

m2, whichever is greater 16.7 16.0 1 space per 4 person capacity or 25 per 100

m221.7 per 100 m2 public use GFA, OR 10.8

per 100 m2 total GFA, whichever is greater 6.7 9.1


For no fixed seats: 11.111.1 Min and Max =

3.33 per 100 m2 NET FA1 for 4 person seating capacity or 16 per 100

m2 ,whichever is greater 16.7 16.0 1 space per 4 person capacity 21.7 per 100 m2 public use GFA, OR 10.8

per 100 m2 total GFA, whichever is greater 10.0 9.1

11.1 1 for 4 person seating capacity or 10 per 100 m2, whichever is greater 15.2 6.0 1 space per 4 person capacity or 25 per 100

m2 21.7 per 100 m2 public use GFA 9.1

4.5 plus 1 space for each motor vehicle for sale 5.6 4.3 4.2

6.0 8.3 2.2

4.5 5.6 4.3 5 per 100 m2 GLA 3 spaces per service bay 4.2

5.0 4.5 4.3 5.4 5 per 100 m2 GLA 3.6; Minimum of 2 spaces 4.2

5 parking spaces and 20 storage spaces 5 parking spaces + 10 car waiting spaces 4 spaces per wash bay (2 can be located at vacuum station), plus stacking lane minimum of 20 spaces 4.2


Land Use

Space per 100 m2 GFAOFFICES

General Office

Physician, dentist, or drugless practitioner's office


Real Estate

INDUSTRIAL

Industrial

Industrial-Manufacturing: Multiple-Occupancy Building





Warehouse




By-Law #66-98

Halton Region

3.7 3.3 Min and Max = 2.7 per 100 m2 NET FA 3.5, plus requirements for other uses 3.2 3.2 6.0 3.6 per 100 m2 GLA 3.6 3.6

6.0 3.3 Min and Max = 3.33 per 100 m2 NET FA 5 spaces / practitioner 8.3 6.5 3.5 4.3 per 100 m2 GLA 5.0 5.3

3.2

4.5 5.0 6.5

If associated office/retail/educational GFA <15% of total:

- GFA <5000 m2: 1.67- GFA 5000-10000 m2: 83 spaces plus 1.1

spaces per 100 m2 GFA over 5000 m2- GFA > 10000 m2: 139 spaces plus 0.59 spaces per 100 m2 GFA over 10000 m2

If associated office/retail/educational GFA > 15% of total: Same as above but applicable GFA exceeding 15% subject to respective

parking requirements

2 per 100 m2 GFA, OR 4 spaces per unit 1.6 1.05.4 per 100 m2 up to 93 m2 GFA plus 1.08 spaces per 100 m2 for GFA greater than 93

m22.5

INDUSTRIAL MALL: 2.2 for GFA < 500 m2 PLUS requirements for other uses for GFA >

500 m2

1.5 per 100 m2 GFA industrial use plus 2 spaces per 100 m2 ancillary office plus

requirements for other uses

1.6 per 100 m2 GFA up to 2325m2 PLUS 1.1 spaces per 100 m2 GFA between

2325 m2 and 9300 m2 GFA PLUS 0.6 space per 100 m2 GFA over 9300

m2 GFA

1.05.4 per 100 m2 up to 93 m2 GFA plus 1.08 spaces per 100 m2 for GFA greater than 93

m22.5

1.1 space per 100 m2 for GFA < 2000 m2 PLUS 0.22 spaces per 100 m2 for GFA >

2000 m2

2.5 for GFA < 3000 m2; 1.0 for GFA 3001-6000 m2; 0.5 for GFA > 6000 m2


requirements for other uses1.0

5.4 per 100 m2 up to 93 m2 GFA plus 1.08 spaces per 100 m2 for GFA greater than 93

m2

1.1 space per 100 m2 for GFA < 2000 m2 PLUS 0.22 spaces per 100 m2 for GFA >

2000 m2

2 for GFA < 2800 m2 ;

When GFA > 2800 m2 - 2 per 100 m2 for first 2800 m2; 1.1 space per 100 m2 for

second 2800 m2; 0.56 space for each 100 m2 afterwards


requirements for other uses (Bldg > 3700m2)

1.6 1.05.4 per 100 m2 up to 93 m2 GFA plus 1.08 spaces per 100 m2 for GFA greater than 93

m2

INDUSTRIAL MALL: 2.2 for GFA < 500 m2 PLUS requirements for other uses for GFA >

500 m2

1.1

In lands zoned M1, M2, M3, M4, M5, M6 : 3 spaces for first 100 m2 ; plus 2 spaces per 100 m2 up t o 1000 m2 ; 1.1 space per 100

m2 GFA over 1000 m2

1.0

If associated office/retail/educational GFA <15% of total:

- GFA <7000 m2: 1.1- GFA 7000 - 20000 m2: 78 spaces plus

0.69 spaces per 105 m2 GFA over 7000 m2- GFA > 20000 m2: 168 spaces plus 0.59 spaces per 170 m2 GFA over 20000 m2

If associated office/retail/educational GFA >15% of total:

Same as above but applicable GFA exceeding 15% subject to respective parking

requirements

Single Occupancy:1.1 per 100 m2 GFA up to 6975 m2;

0.6 spaces per 100 m2 GFA for GFA over 6975 m2

Multiply Occupancy:1.1

1.0 0.21.1 space per 100 m2 for GFA < 2000 m2 PLUS 0.22 spaces per 100 m2 for GFA >

2000 m2


Land Use

Space per 100 m2 GFAARTS & RECREATION

Arena

Art Gallery, Museum

Bowling Alley

Concert Hall

Curling Rink



Golf Course

Golf Driving Range

Health/Fitness Centres


Place of Amusement

Place of Assembly

Pool Hall

Race Track


Swimming Pool

Tennis, Squash, Hardball Court




By-Law #66-98

Halton Region


For no fixed seats: 11.1

1 per 6 seats 1 space per 3 seats 1 parking space per 3 seats or 1.5 m of open bench space 1 space per 4 seats of fixed seating 1 space per 6 person capacity 1 space per 6 person capacity Greater of : 10 spacesper 100 m2 GFA or 1

space per 5 seats of capacity1 space per 6 seats, OR 16.7 spaces per

100 m2, whichever is greater

Art Gallery: 1 space per 100 m2 GFA; Museum 2.5 spaced per 100 m2 0.0 1 space per 5 persons 3.6 3.6 MUSEUM: 0.75 spaces per employee PLUS

1.5 spaces per 100 m2 GFA 3.6

1 space per 2 persons in designed capacity (6 persons per sheet is deemed capacity) 4 spaces per lane 4 spaces per lane 4 spaces per lane 4 spaces per lane 4 spaces per lane



1 space per 2 persons in designed capacity (8 persons per sheet is deemed capacity) 8 spaces per sheet 11.0 8 spaces per sheet 1 space per 6 person capacity 4 spaces per sheet

1 space for every 3 person maximum capaity 1 space per employee + spaces for accessory uses

24 spaces per 9 holes 11 spaces per hole 50 spaces per 9 holes 10 spaces per hole 12 spaces per hole plus 6.7 spaces per 100 m2 GFA for accessory uses 50 parking spaces for every 9 holes

1.5 per tee 1 space per tee 1.5 spaces per tee 1 space per tee

11.1 3.33 spaces per 100 m2 plus 5 spaces per racquet court

Min and Max = 3.33 per 100 m2 NET FA 11.0 5.3 5.0 5.0

1.5 spaces per tee 1.5 spaces per hole 21 spaces per 9 holes



Min and Max = 3.33 per 100 m2 NET FA 1 space per 6 person capacity



In lanes zoned M1, M2, M3, M4, M5, M6 : 11.0 m2/space

Place of assembly and Banquet Hall: 11.1; Night Club: 13.3

PLACE OF ENTERTAINMENT: 11.0; PLACE OF ASSEMBLY: 1 space per 3

people; DANCE HALL, BANQUET CLUB: 11.0

11.1Private Club: 4.5Night Club: 25.2

Banquet Hall: 10.8

PLACE OF ASSEMBLY: 6.0; BANQUET HALL: 10.0; DANCE HALL, NIGHT CLUB:

25.01 space per 6 seats Greater of : 1 space per 3 seat capacity OR

8.3 spaces per 100 m2 GFA1 per 6 seats OR 16.7 per 100 m2,


11.1 5.0 11.0 2.7 5.0

PLACE OF WORSHIP: 1 space per 10 seats or 6m of bench space

PLACE OF WORSHIP: 5.7 or 1 / 6 seats which ever is bigger, plus spaces required

for Assembly Hall; THEATRE, STADIUM: 1 space per 6 seats

PLACES OF WORSHIP:Min and Max =

1 space per 4 person capacity or 11.1 spaces per 100 m2 of NET FA of worship

space

THEATRE:Min and Max =

1 space per 6 seats

11.0 1 space per 6 seats or 3 m of open space

Place of Religious Assembly - Greater of:- 1.0 space per 4.5 fixed seats plus 27.1

spaces per 100m2 GFA non-fixed moveable seating per 100m2

OR- 27.1 spaces for all non-fixed moveable

seating per 100m2 GFAOR

- 10.0 spaces per 100m2 GFA

PLACE OF WORSHIP: 6.0; THEATRES: 1 space per 4 seats

PLACE OF WORSHIP: 1 for each staff and 1 per 5 person capacity

PLACE OF WORSHIP: 1 space per every 4 persons maximum capacity

1 per 6 seats OR 16.7 per 100 m2, whichever is greater

10 spaces per pool 5.0

5 spaces per squash, racquetball or handball court

6 spaces per tennis court

PLUS

3.33 per 100 m2 space devoted for other fitness uses

5 spaces per racquet court 4 spaces per court 1 space per 6 person capacity 4 spaces per court


Land Use

Space per 100 m2 GFAINSTITUTIONAL USES

Bus Station


Community Centre


Day nursery

Hospital

Laboratory

Library

Other institutional uses

Recycling Facility

School - elementary

School - private

School - secondary





By-Law #66-98

Halton Region

Transit Terminal:1.0 space per staff on duty*minimum of 2.0 spaces

5.0

In lanes zoned M1, M2, M3, M4, M5, M6 : 4 spaces per classroom plus spaces for public

assembly area4 per classroom 4 spaces per classroom greater of: 4 spaces per classroom or

equivalent, or 5 spaces per 100 m2 GFA 5.0 1 space per 3 students, faculty and staff 1 space for accomodation of every 6 persons 5.0 15 spaces per classroom

Community Centre: 2.5 0 1 space per 3 person capacity 4.5

5 space per 100 m2 GFA plus 11.1 space per 100 m2 for restaurants / banquet halls

Min and Max = 3.33 per 100 m2 NET FA 11 10.8

In lanes zoned M1, M2, M3, M4, M5, M6 : 1 space per 10 children of licensed capacity PLUS 0.25 spaces per employee PLUS 1

service vehicle space

1.5 spaces per classroom plus 1 space per 5 children 0 1.5 spaces per employee 2.5 4.0 1 per staff member 2 spaces per classroom plus 1 space for

every 4 children licensed capacity

1 space for every 2 employees plus queue storage of 1 space for every 5 persons

capacity for which care is being provided.

0.5 spaces per bed 2.5

3.7 per 100 m2 of lab and office area per space PLUS 1.1 per 100m2 of storage area 3.2

3.7 2.5 3.5 3.2 0.75 spaces per employee PLUS 1.5 spaces per 100 m2 GFA 40 spaces

1.5 spaces per classroom 1 space per classroom 1 space per classroom 1.5 spaces per classroom 1 per 100 m2 GFA plus 1 space per portable 1.5 spaces per classroom 1 space per 5 person capacity of public

assembly1.5 spaces per classroom plus 6 spaces for

visitor use1.5 spaces per classroom PLUS daycare

requirements

1.5 spaces per classroom 4 spaces per classroom 4 spaces per classroom 1 per 100 m2 GFA plus 1 space per portable 15 spaces per classroom

4 spaces per classroom 4 spaces per classroom 4 spaces per classroom 4 spaces per classroom 1.5 per 100 m2 GFA plus 1 space per portable 4 spaces per classroom 1 space per staff PLUS 1 space per 5

person capacity of public assembly4 spaces per classroom plus 8 spaces for

visitor use 3 spaces per classroom

5 spaces per clasroom plus 1 space per 6 auditorium or theatre seats

1.1 spaces per 100 m2 GFA academic purposes plus 0.15 spaces per resident

student and/or staff15 spaces per classroom


Land Use


RESIDENTIAL

HOMES:Single Family

Semi-detached

Duplex Triplex, double duplex

Street townhouse

RENTAL APARTMENTS:

Apartment (no size description)

Bachelor

1-bedroom

2-bedroom

3-bedroom

CONDOMINIUMS

Condominium Apartments

Bachelor

1 Bedroom

2 Bedroom

3+ Bedroom

Condominium Townhouses


DRIVEWAY


2-bedroom townhouse

3-bedroom townhouse

4-bedroom townhouse

TORONTO (Downtown) TORONTO (Old City) Etobicoke North York Scarborough Downtown Core Downtown & Central Waterfront Centres/Avenues On Subway Avenues Well Served by Surface Transit Rest of City

By-Law #438-86 By-Law #438-86 By-Law #320-23 By-Law #7265

April-93

1 space per dwelling unit 2 spaces per dwelling unit 1 per dwelling unit

1 space per dwelling unit 2 spaces per dwelling unit 1 per dwelling unit

1 space per dwelling unit

1.75 TOTAL: 1.5 residents, 0.25 visitors

TRIPLEX: 1.5 spaces per dwelling unit

DOUBLE DUPLEX: 2 spaces per dwelling unit

1 per dwelling unit

1 per dwelling unit

1.25 Total per unit; 1 for residents; 0.25 for visitors

Building with less than 25 units: 1 space per 102 sq m of residential gross floor area ; plus 1

space per 4 units (visitors)

0.3, 0.06 for visitors 1.25 spaces per dwelling unit of which 0.20 spaces for visitors

Minimum: 0.3 spaces per unit (0.2 for resident, 0.1 for visitors)

Maximum: 0.4 spaces per unit (0.3 for resident, 0.1 for visitors)
















Maximum:1.05 spaces per unit (0.9 for resident, 0.15 for visitors)












1.2, 0.06 for visitors 1.55 spaces per dwellingunit of which 0.20 spaces for visitors










Total: 1.4 per unit; 1.0 for tenant, 0.2 Convenience Tenant, 0.2 Visitor









Minimum: 1 space per unit (0.8 for resident, 0.2 for visitors)


















Minimum: 1.2 spaces per unit (1 for resident, 0.2 for visitors)










Total: 1.6 per unit; 1.0 for tenant, 0.2 for additional tenant 0.2 Convenience Tenant, 0.2

Visitor

If parking is provided with dwelling unit: 2.0 spaces per unit

If parking has a consolidated central location: 1.5 spaces per unit









Proposed NEW City of TorontoOld Metro Toronto


Land Use




Rental townhouse

OTHER HOUSING TYPES

Block Townhouse

Multiple Family




Retirement home

Senior Citizen

COMMERCIAL

Animal Hospital / Vet Clinic

Bank / Financial Institution

Building Supplies

Convenience Store

Funeral Parlour

Furniture Store

Hotel or Motel



Personal Services



April-93












1.60 spaces per dwellingunit of which 0.20 spaces for visitors


1.60 spaces per dwellingunit of which 0.20 spaces for visitors


1 space per 3 rooms;

ALTERNATIVE HOUSING: 1 space for first five dwelling units/rooms ; 1 space for the first fifteen in excess of the first five ; 1 space for

each ten in excess of the first twenty

1 space per 2 rooms; 1 space per 3 rooms in excess of 2 rooms

ALTERNATIVE HOUSING: 1 space for first five dwelling units/rooms ; 1 space for the first fifteen in excess of the first five ; 1 space for

each ten in excess of the first twenty

1 space for proprietor, 1 space per 2 lodgers

FOSTER HOMES: 1 space per 4 staff members PLUS 1 space per 10 inmates

2 spaces per dwelling unit

Minimum: 0.4Maximum: 0.8

1 space per 10 beds; plus one for delivery vehicles 1 space per 4 beds

NURSING HOME: 3.6 minimum of 10 spaces

CRISIS CARE: 1.050.25 spaces per dwelling unit

1 space per 10 units 1 space per 10 units 1 space for proprietor, 1 space per 5 lodgers 3.6 per 100 m2 of bedroom area

0.05 per bachelor dwelling unit; 0.1 per one-bedroom dwelling unit, 0.02 for visitors 1 space per 10 units 0.35 TOTAL per dwelling unit - 0.25 for

residents; 0.10 for visitors 0.5 spaces per dwelling unit

Minimum: 0.4Maximum: 0.8 3.2 4.2

Minimum: 1Maximum: 4 3.6 Minimum: 2

Maximum: 3.5Minimum: 2



Maximum: 4.5 4.0

Minimum: 1Maximum: 1.54

Minimum: 1Maximum: 4 8.6 4.3

Minimum: 1.27Maximum: 1

2.1 spaces per 100 m2 of bedroom floor area/space PLUS requirements for accessory

uses

Greater of:

1 space per bedroom

1 space per 2 bedrooms PLUS applicable parking requirements for accessory uses

(banquet halls, retail, entertainment)

Minimum: 1Maximum: 4 3.6

Minimum: 1Maximum: 4

3.6

In MC zone: 3.6 per 100 m2 up to 3000m2 GFA, plus 6.7 per 100 m2 above 3000m2


Land Use


Retail Store



Shopping Centre

Supermarket

RESTAURANTS

Dining Room Restaurant

Drive-In Restaurant

Fast Food Restaurant


Standard Restaurant

Take-out Restaurant

VEHICLE SHOPS




Motor Vehicle Repair Shop, Oil/Lubrication Establishment

Motor Vehicle Service Station




April-93


3.6


Minimum: 1Maximum: 4 2.2

In Neighbourhood Commercial, Limited Commercial, General Commercial or Planned

Commercial Preferred Zone : 3.2

In Planned Commercial Local and Planned Commercial Regional Zone: 5.9

3.6


3

Birchcliff, Cliffside, Oakridge: 1





GFA < 10,000m2: 1.5GFA > 10,000m2: 3

For Shopping Centre (<50000 GFA):3.6

For Regional Shopping Centre (>50000 GFA):If Business/ Professional Space in Regional

Shopping Centre:< 2300 m2 GLA: 5.0

> 2300 m2 GLA: use appropriate parking standards for those spaces

Minimum: 1Maximum: 5 3.6 Minimum: 1




Maximum: 4.5 2.5

21.3 per 100 m2 of GFA excluding kitchen, corridors, storage area and washrooms

GFA < 150 m2: 3.2150 < GFA < 175: 7.5175 < GFA < 200: 11.8

GFA > 200 : 16.1


GFA < 150 m2: 3.2150 < GFA < 175: 5.3175 < GFA < 200: 8.6

GFA > 200 : 10.8


10.7

Birchcliff, Cliffside, Oakridge: 1 space for first 150m2; 10.7 per 100 m2 for portion greater

than 150m2





GFA<150 : 0 150< GFA <500 : 3

GFA > 500 : 5

Above are Minimums


GFA < 150 m2: 3.2150 < GFA < 175: 5.3175 < GFA < 200: 8.6

GFA > 200 : 10.8


Minimum: 1Maximum: 1.54 3.6 1 space per automotive vehicle licensed for

sale

5.0 5.0 3.6 3.0

5.0 5.0 3.0

3.6 3.0


Land Use

Space per 100 m2 GFAOFFICES

General Office



Real Estate

INDUSTRIAL

Industrial






Warehouse



April-93


Minimum: 0.33Maximum: 0.74 1.1 3.2 2.1

3 (GFA - area of main floor lobby - area main floor walkways)

Birchcliff, Cliffside, Oakridge: 1




Minimum: 1Maximum: 2 Minimum: 1.5

Minimum: 0.33Maximum: 3.33 5.9 4.2 Minimum: 0.3

Maximum: 3Minimum: 0.3Maximum: 3


Minimum: 1.5Maximum: 6 Minimum: 3

Minimum: 1Maximum: 1.54 2.1


1.1 2.4 for GFA < 2750 m2 PLUS 0.53 for GFA > 2750 m2

Industrial condominiums: Greater of: 1.5 per 100 m2 or 2 spaces per unit

Minimum: 1Maximum: 1.54 1.1 1.1

Minimum: 1Maximum: 1.54 1.1 1.1

INDUSTRIAL MALL: Where up 10% for commercial uses, 2.1 per 100 m2 GFA

Between 10% to 33% of commercial use, 2.7 per 100 m2 GFA

Beteween 33% and 66% for commercial use, 3.1 per 100 m2 GFA

More than 66% commercial use, 3.6 per 100 m2 GFA

2.4 for GFA < 2750 m2 plus 0.53 for GFA > 2750 m2 1.1


Land Use

Space per 100 m2 GFAARTS & RECREATION

Arena

Art Gallery, Museum

Bowling Alley

Concert Hall

Curling Rink



Golf Course

Golf Driving Range

Health/Fitness Centres


Place of Amusement

Place of Assembly

Pool Hall

Race Track


Swimming Pool

Tennis, Squash, Hardball Court



April-93


Minimum: 1 space per 5 persons comprised in normal attendance

Maximum: 1 space per 3 persons comprised in normal attendance

1 space per 10 persons comprised in normal attendance 1 space per 4 people that can be accomodated

Minimum: 0.57Maximum: 1.33 3.6

1 space per 2 persons of designed capacity (4 people per lane is capacity) 3.6 (excluding floor area for lanes)



1 space per 10 persons comprised in normal attendance

1 space per 2 persons of designed capacity (20 people per sheet is capacity)

1 space per 4 people that can be accomodated recreational uses: 5

1 space per hole plus 3.6 per 100 m2 GFA

1 space per 4 people that can be accomodated 3.6 recreational uses: 5


1 space per 10 persons that can be accomodated at one time


1 space per 10 persons comprised in normal attendance 3.6

BANQUET HALL: 10.7

Birchcliff, Cliffside, Oakridge: 1 space for first 150m2; 10.7 per 100 m2 for portion greater

than 150m2

3.6



1 space per 10 persons comprised in normal attendance Minimum 3000 spaces

PLACE OF WORSHIP: Minimum: 3 spaces per 40 seats

Maximum: 1 space per 5 seats

STADIUM: Minimum: 1 space per 5 persons comprised in normal attendance


PLACE OF WORSHIP: 1 space for each 40 persons in normal capacity attendance

STADIUM: 1 space per 10 persons comprised in normal attendance

PLACE OF WORSHIP, STADIUM & THEATRE: 1 space per 5 seats

PLACE OF WORSHIP: 21.3 per 100 m2 of worship area OR 4.8 per 100 m2 GFA,


STADIUM & THEATRE: 1 space per 6 seats; 1 space per 3 m bench seat

7.7

4 spaces per court


Land Use

Space per 100 m2 GFAINSTITUTIONAL USES

Bus Station


Community Centre


Day nursery

Hospital

Laboratory

Library

Other institutional uses

Recycling Facility

School - elementary

School - private

School - secondary




April-93


Minimum: 0.25Maximum: 1




1 space per staff member PLUS 2 spaces for pick-up/drop-off

4.0 per 100 m2 of indoor play space, plus 2 additional spaces, plus 1 space per 10 children

based on licensed capacity1.5


1 space per 4 beds PLUS 1 space per 4 employees 3.6 per 100 m2 of bedroom area 1.75 spaces per bed

Minimum: 1Maximum: 1.54 3.6

Minimum: 0.57Maximum: 1.33 Minimum of 12 spaces 3.6

2.4 for GFA < 2750 m2, then 0.53 for GFA > 2750 m2

Minimum: 0.12Maximum: 0.67 1.5 spaces per classroom 5 spaces plus 1 per classroom


Minimum: 0.12Maximum: 0.67 2 spaces per classroom and per office

2.1


Appendix C


Other Canadian Municipalities

City of Ottawa

Land Use City of Kingston Downtown Ottawa Old City of Ottawa Urban-Greenbelt Area

By-Law #8499 By-Law #2008-250 By-Law #2008-250 By-Law #2008-250

1 space per __ m2 GFA

RESIDENTIAL

HOMES:Single Family 1 per dwelling unit 1 per dwelling unit 1 per dwelling unit 1 per dwelling unit

Semi-detached 1 per dwelling unit 0.5 per dwelling unit 1 per dwelling unit 1 per dwelling unitDuplex Triplex, double duplex 1 per dwelling unit 0.5 per dwelling unit 1 per dwelling unit 1 per dwelling unit

Street townhouseRENTAL APARTMENTS:

Bachelor

West of Rideau Canal: None

East of Rideau Canal: 0.25 per dwelling unit

VISITOR REQUIREMENT: None for first 12 units, after 12 units: 0.1 per dwelling

unit (only east of Rideau Canal)

MAXIMUM (if within 600m of RT Station):: 1.5 per dwelling unit

0.5 per dwelling unit


unit


Within 600m of Rapid Transit Station: 0.5 per dwelling unit

Otherwise: 1.2 per dwelling unit

VISITOR REQUIREMENT: 0.2 per dwelling unit


1-bedroom








unit






2-bedroom








unit






3-bedroom








unit






Block Townhouse - 30 units per acre

In B, B2 and C Zones: 1 per dwelling unit

In other zones 1.4 per dwelling unit



unit

MAXIMUM (if within 600m of RT Station): 1.5 per dwelling unit



unit






Mobile Home Park 1 per mobile home site plus 5 for each accessory building

1 per mobile home site plus 5 for each accessory building

1 per mobile home site plus 5 for each accessory building

Multiple Family - 15 units per acre

In B, B2 and C Zones: 1 per dwelling unit

In other zones 1.4 per dwelling unit



unit




unit






OTHER HOUSING TYPESLodging/Rooming Houses

(including foster homes, homes for handicapped, alternative

housing)

1 space for each 4 employees plus 1 space for every 10 beds

West of Rideau Canal- none

East of Rideau Canal - 0.05 per unit0.25 per unit 0.5 per unit


1 space for each 10 beds plus 1 space for each 6 employees

0.25 per dwelling unit plus 1 per 100m2 GFA for medical, health or personal

services


services


services

Retirement home0.25 per dwelling unit plus 1 per 100m2

GFA for medical, health or personal services


services


services

1/31/2010 / 5:08 PM GTA By-Laws_AppC.xls / NonGTA By-laws




COMMERCIALAnimal Hospital 200.00 25.0 25.0

Bank 40.0 29.4

Bed and Breakfast1 per dwelling unit plus 1 per guest room

for first 4 rooms, plus 0.45 for each additional guest room over 4

1 per dwelling unit plus 1 per guest room for first 4 rooms, plus 0.45 for each

additional guest room over 41 per dwelling unit plus 1 per guest room

Building SuppliesConvience Store 40.0 29.4

Courier Service or Transport Terminal 200.00 125.0 125.0

Funeral Parlour 46.0 133.3 14.3 14.3Furniture Store

Hotel or Motel

1 space for each 3 guest rooms plus 1 space for each 5 employees plus 1

space for each 4 persons permitted to occupy the beverage room

200 (exclude restaurant - see restaurant requirements)

1 space per guest unit up to 40 guest units, 1 space per 6 units after 40 units 1 per guest unit

Non-Specific Retail Uses (assume all uses unless


C and C1 uses: 28

C2 uses: 18.540.0 29.4

Personal Services 40.0 29.4

Shopping Centre

133.3

MAXIMUM (if within 600m of RT Station): 100

Within 600m of Rapid Transit Station: 33.3

Otherwise: 29.4

MAXIMUM (if within 600m of RT Station): 27.8

Within 600m of Rapid Transit Station: 29.4

Otherwise: 27.8


Software/Data Processing Establishment 133.33 125.0 125.0

Supermarket MAXIMUM (if within 600m of RT Station): 100

40


29.4


RESTAURANTSCatering Establishment 133.3 125.0 125.0

Dining Room Restaurant 3 for first 50m2 GFA, plus 1 space per 10 m2 GFA in addition 10.0

Fast Food Restaurant 3 for first 50m2 GFA, plus 1 space per 10 m2 GFA in addition 10.0


3 for first 50m2 GFA, plus 1 space per 10 m2 GFA in addition 10.0

Standard Restaurant1 space for every 5 employees plus 1

space for every 4 seats. When seats not available 1 space for 2m of bench

3 for first 50m2 GFA, plus 1 space per 10 m2 GFA in addition 10.0

Take-out Restaurant 1.5 for first 50m2 GFA, plus 1 space per 20 m2 GFA in addition 20.0

Tavern 16.67 16.7VEHICLE SHOPS


Sales Area: 50 m2 GFA per space

Service: 2 spaces per service bay

Other: 100 m2 GFA per space









Motor Vehicle Repair Shop, Oil/Lubrication Establishment 3 per service bay 3 per service bay 3 per service bay

Motor Vehicle Service Station Greater of 100 m2 GFA per space or 2 per service bay

Greater of 100 m2 GFA per space or 2 per service bay

Greater of 100 m2 GFA per space or 2 per service bay


OFFICES

General Office

133.33


Within 600 m of rapid transit station: 55.6

Otherwise: 50


Within 600 m of rapid transit station: 43.5

Otherwise: 41.7



1 space per doctor plus 1 space per 28 m2 GFA up to 280m2; 1 space per 46.0

m2 thereafter

133.33


25


25


Radio or TV Broadcasting Establishments 133.33 100.0 100.0

Real EstateINDUSTRIAL

Industrial Establishments 1 space for every 4 employees plus 1 space for every 18.5m2 of office space


1 space for every 4 employees plus 1 space for every 18.5m2 of office space


1 space for every 4 employees plus 1 space for every 18.5m2 of office space







200.0 125.0 125.0

Mixed use industrial Sum of the requirements of various individual uses

Warehouse 200.0 125.0 125.0ARTS & RECREATION

Arena 1 space per 4 seats 1 space per 4 seats

Art Gallery, MuseumNumber of spaces equal at least 75% of

the number of employees plus one space for every 70m2 GFA

133.33 50.0 50.0

Bowling Alley 2 spaces per alley plus 1 space per employee

4 spaces per alley plus 1 space per 10 m2 GFA for accessory areas

4 spaces per alley plus 1 space per 10 m2 GFA for accessory areas

Concert Hall

Curling Rink 4 spaces per sheet plus 1 space per 10 m2 GFA for accessory areas

4 spaces per sheet plus 1 space per 10 m2 GFA for accessory areas



Golf Course 100 m2 GFA per space PLUS 4 spaces per hole

100 m2 GFA per space PLUS 4 spaces per hole

100 m2 GFA per space PLUS 4 spaces per hole

Golf Driving RangeHealth/Fitness CentresMiniature Golf CoursePlace of Amusement 10.0 10.0

Place of Assembly, Private Club, Dance Hall, Banquet Hall,

or Roller Skating Rink

25

DANCE HALLS: 1 space per 3.5 m2 dance floor

CLUB: 16.7

PLACE OF ASSEMBLY: 10

CLUB: 16.7

PLACE OF ASSEMBLY: 10

Pool Hall 4 spaces per table plus 1 space per 10 m2 GFA for accessory areas

4 spaces per table plus 1 space per 10 m2 GFA for accessory areas

Race Track


1 space per 10 seats

When seats not available, 1 seat for 5m of bench

PLACE OF WORSHIP: 10 m2 GFA per space

CINEMA/THEATRE: 1 per 8 seats

PLACE OF WORSHIP: 10 m2 GFA per space

CINEMA/THEATRE: 1 per 4 seats

Swimming Pool

Tennis, Squash, Hardball Court 70.0 4 spaces per court plus 1 space per 10 m2 GFA for accessory areas

4 spaces per court plus 1 space per 10 m2 GFA for accessory areas

INSTITUTIONAL USES

Airport 200 m2 GFA for terminal or hanger 200 m2 GFA for terminal or hanger 200 m2 GFA for terminal or hanger

Bus Station 200.0 200.0City Yard 200.00 200.00 100.0

Commercial, Technical, or Recreational School 40.0 29.4

Community Centre 25.0 25.0 25.0Convention or Trade Centre

Correctional Facility 100.00 100.0 100.0Courthouse 100.00 100.0 100.0Day nursery 117.0 50.0 50.0

Fire HallGenerating Station

Hospital 1 space for each every 6 beds plus 1 space for each 6 employees

Within 600 m of Rapid Transit Station: 83.3

Otherwise: 71.4



Otherwise: 71.4



Otherwise: 71.4


Laboratory

133.33


125


125


LibraryNumber of spaces equal at least 75% of


40.0 40.0

Postal StationNumber of spaces equal at least 75% of


133.33 50.0 50.0

Railway Station 200.0 200.0Recycling Facility

School - elementary 1 space for every 2 employees 1.5 spaces per classroom

School - private 1 space for every 2 employees

School - secondary 1 space for every 2 employees 2.5 spaces


133.33


133.33


100



Appendix D

Parking Management Strategies

Victoria Transport Policy Institute

D. PARKING MANAGEMENT STRATEGIES

VICTORIA TRANSPORT POLICY INSTITUTE

The Victoria Transport Policy Institute (VTPI) is an independent research organizationdedicated to developing smart solutions to transportation problems. Their resources include acomprehensive Online TDM Encyclopedia to assist in the planning and implementation ofTDM strategies, including parking management.

VTPI’s research in parking management is summarized in Table D. For each strategy, thetypical reductions in the amount of parking required at the destination and the potential toreduce vehicle traffic is presented based on their research.

Key Observations: Shared parking, has the potential to reduce parking supply by 10-30%. This strategy is

most successful if the destinations that share the parking spaces have different peakperiods or share the same patrons. On a larger scale, a public parking facility is a form ofshared parking.

Parking regulations, have the potential to reduce parking supply by 10-30%. Regulationscan control who, when, and how long vehicles may park at a particular location and allowprioritization of parking usage. Example parking regulations are time period restrictions,duration restrictions and designated carpool parking.

More accurate and flexible standards, where parking requirements are adjusted byfactors such as location, development density, transit accessibility, have the potential toreduce parking by 10-30%.

Smart growth, is the development of policies that result in efficient transportation andland use patterns that encourage sharing of parking facilities and shifts to alternativemodes. Smart growth has the potential to reduce parking by 10-30%.

Mobility management, or the development of TDM strategies to change travel behaviour,has the potential to reduce parking 10-30%. Strategies include improving transportoptions for non-auto modes, incentives to shift to alternative modes, land usemanagement, and policies and programs such as carpool matching.

For downtown locations, parking strategies should increase the efficiency of existing parkingfacilities through shared parking, regulations, and pricing. Off-site parking utilization couldbe enhanced with directional signage, pedestrian access, and maintenance / operationalimprovements.

Table D: Parking Management Strategies

Strategy Description TypicalParking

Reduction

TrafficReduction

Shared Parking Parking spaces serve multiple users and destinations. 10-30%Parking Regulations Regulations favour higher-value uses such as service

vehicles, deliveries, customers, quick errands, and peoplewith special needs.

10-30%

More Accurate andFlexible Standards

Adjust parking standards to more accurately reflectdemand in a particular situation.

10-30%

Parking Maximums Establish maximum parking standards. 10-30%Remote Parking Provide off-site or urban fringe parking facilities. 10-30%Smart Growth Encourage more compact, mixed, multi-modal

development to allow more parking sharing and use ofalternative modes.

10-30% X

Walking andCyclingImprovements

Improve walking and cycling conditions to expand therange of destinations serviced by a parking facility.

5-15% X

Increase Capacityof ExistingFacilities

Increase parking supply by using otherwise wasted space,smaller stalls, car stackers and valet parking.

5-15% X

MobilityManagement

Encourage more efficient travel patterns, includingchanges in mode, timing, destination and vehicle tripfrequency.

10-30% X

Parking Pricing Charge motorists directly and efficiently for using parkingfacilities.

10-30% X

Improve PricingMethods

Use better charging techniques to make pricing moreconvenient and cost effective.

Varies X

Financial Incentives Provide financial incentives to shift mode, such as cashout.

10-30% X

Unbundle Parking Rent or sell parking facilities separately from buildingspace.

10-30% X

Parking TaxReform

Change tax policies to support parking managementobjectives.

5-15% X

Bicycle Facilities Provide bicycle storage and changing facilities. 5-15% XImprove UserInformation andMarketing

Provide convenient and accurate information on parkingavailability and price, using maps, signs, brochures andelectronic communication.

5-15% X

ImproveEnforcement

Insure that parking regulation enforcement is efficient,considerate and fair.

Varies

TransportationManagementAssociations

Establish member-controlled organizations that providetransport and parking management services in a particulararea.

Varies X

Overflow ParkingPlans

Establish plans to manage occasional peak parkingdemands.

Varies

Address SpilloverProblems

Use management, enforcement and pricing to addressspillover problems.

Varies

Parking FacilityDesign andOperation

Improve parking facility design and operations to helpsolve problems and support parking management.

Varies

Source: Table 7, Parking Management Strategies, Evaluation and Planning, by Tod Litman, Victoria Transport PolicyInstitute, November 2008

Appendix E

Shared Parking Examples –

Mississauga and Brampton

E. SAMPLE PARKING REQUIREMENTS FROM

OTHER CANADIAN MUNICIPALITIES

Page 1: MississaugaPage 2: Brampton

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of 10

(c) For mixed use developments, parking requirements shall be

calculated using the following schedule:

PERCENT OF PEAK PERIOD

LAND USE MORNING NOON AFTERNOON EVENING

Office 100 N/A 95 15

Retail /

Commercial

80 N/A 100 50

Restaurant 20 N/A 60 100

Residential 80 N/A 80 100

Library 30 N/A 30 100

Theatre /

Cinema

0 N/A 0 100

The initial step in determining parking for a mixed use

development is to calculate the parking requirements for each

use contained within the development as if each use was

contained in a freestanding building. The parking

requirements for each use is then multiplied by the percent

contained in the above schedule. Each column is totalled to

determine the number of parking spaces required in each time

period. Of the four time periods, the number of parking

spaces that is the largest shall be the parking requirements for

the mixed use development.

(d) For office uses, parking requirements shall be provided in

accordance with the following:

(i) Physician, dentist or drugless practitioner’s office:

1 parking space for each 12 square metres of gross

commercial floor area or portion thereof.

(ii) Real Estate Office: 1 parking space for each 20 square

metres of gross commercial floor area or portion thereof.

Appendix F

ITE Definition of Gross Floor Area

F. ITE DEFINITION OF GROSS FLOOR AREA

The following definition of Gross Floor Area is provided in the Institute of TransportationEngineers Trip Generation Guide, 7th Edition.

Gross Floor AreaThe gross floor area (GFA)1 of a building is the sum (in square feet) of the area of each floorlevel, including cellars, basements, mezzanines, penthouses, corridors, lobbies, stores andoffices, that are within the principal outside faces of exterior walls, not includingarchitectural setbacks or projections. Included are all areas that have floor surfaces with clearstanding head room (6 feet, 6 inches minimum) regardless of their use. If a ground-level area,or part thereof, within the principal outside faces of the exterior walls is not enclosed, thisGFA is considered part of the overall square footage of the building. However, unroofedareas and unenclosed roofed-over spaces, except those contained within the principle outsidefaces of exterior walls, should be excluded from area calculations. For purposes of tripgeneration calculation, the GFA of any parking garages within the building should not beincluded within the GFA of the entire building. The majority of the land uses in thisdocument express trip generation in terms of GFA. In Trip Generation, the unit ofmeasurement for office buildings is currently GFA; however, it may be desirable to alsoobtain data related to gross rentable area and net rentable area. With the exception ofbuildings containing enclosed malls or atriums, gross floor area is equal to gross leasablearea and gross rentable area.

1Insitute of Real Estate Management of the National Association of Realtors. Income/ExpertAnalysis, Office Buildings, Downtown and Suburban. 1985, p. 236.

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