Great Streets for Los Angeles

8/11/2019 Great Streets for Los Angeles

http://slidepdf.com/reader/full/great-streets-for-los-angeles 1/62

GREATSTREETSFOR LOS ANGELES

STRATEGIC PLAN

City of Los AngelesDepartment of Transportation



The City of Los Angeles is in the midst of a transforma on. We are changing our approach totransporta on by building a system that o ers Angelenos mul ple op ons for how to get around.

Examples of this transforma on are everywhere. We’re opening new rail lines and planning protectedbike lanes. We’re using technology to improve mobility, from interconnected tra c signals to real- meparking informa on. And we’re rethinking how we can use our streets as public spaces, through farmersmarkets and open street events like CicLAvia.

Our streets are our largest public asset. They occupy 15% of Los Angeles’ total land area and serve as ourcity’s circula on system. We need them to also foster community by providing places to gather and enjoy.This is why my rst execu ve direc ve created the Great Streets Ini a ve. It is part of my Back to Basicsagenda to create a stronger economy, a more livable LA, and a more e cient and e ec ve City Hall.

Great Streets are safe spaces that form the backbone of livable and a rac ve neighborhoods. GreatStreets provide gathering places to meet, to shop, and to spend me with friends and family. GreatStreets give Angelenos more a ordable and convenient access to jobs and ameni es that are easilyaccessible whether on foot, bike, transit, or in a car.

The Los Angeles Department of Transporta on is at the heart of bringing this vision to life in LA. Thisstrategic plan establishes the concrete steps that LADOT will take to accomplish this over the next fewyears. It includes broad goals supported by speci c ac ons, all of which will make Los Angeles the safestand most livable city in the na on. And, the plan will con nue to make LADOT a great place to work bysuppor ng sta development and providing learning opportuni es. The department has a proven trackrecord of sta -driven innova on, and this plan provides the framework for con nued success.

This strategic plan has my full support and re ects my belief that we can provide prosperity for bothcurrent residents and future genera ons through smart investment, strong management, and forward-thinking policies. I look forward to working with you and General Manager Seleta Reynolds on givingAngelenos excellent choices for their transporta on needs. Together we are well on our way to building asafer, more livable, and well-run Los Angeles.

I look forward to seeing you on the street.

Sincerely,

Eric M. Garcet

Mayor

200 N. Spring St. • Los Angeles, CA 90012www.lamayor.org • @LAMayorsOfce

OFFICE OF THE MAYORC ITY OF L OS A NGELES

Dear Fellow Angelenos,



I am proud to present Great Streets for Los Angeles, the strategic plan for the Los Angeles Departmentof Transporta on. This plan, the most far-reaching of its kind ever produced by the department, will helpguide us in delivering safe, comfortable streets that ease travel for all modes and give Angelenos a widearray of transporta on choices to meet the needs of a thriving, growing city. This document focuses onthe goals set out by Mayor Eric Garce and the City Council, and it re ects an open and extensive dialogamong agency sta , city leaders, and policymakers to address the demands placed on our streets byeveryone who lives, works, and plays in Los Angeles.

A renewed commitment to safety centers the plan with the ambi ous goal of reducing tra c deaths tozero within 10 years. Almost half of the tra c fatali es on our streets today are people walking orbiking, and Los Angeles has double the na onal average rate of children and older adults who die whilewalking. Each of these deaths represents a tremendous loss for families, neighborhoods, and our city. Thedesign of our streets can change these trends in a powerful and permanent way, partnering engineeringwith enforcement, educa on and outreach.

Our streets are true public spaces which can draw people to visit local businesses, interact with theirneighbors, and build physical ac vity into their daily lives. The annual cost of health care and lostproduc vity due to obesity in Los Angeles County is $6 billion, and a quarter of our city’s children areobese. Strengthening safe routes to walk and bike to schools and parks is key to reversing this trend.Our success in providing a wide array of choices can reduce the transporta on burden on householdincome and make our city more a ordable. Complete, well-organized streets can also reduce up to 40percent of greenhouse gas emissions from cars and trucks by enabling people to travel by other meansfor short trips.

Achieving these outcomes requires a new playbook for street design and new priori es to manageour roads e ec vely. The plan calls for con nued investment in the latest technology, including theAutomated Tra c Control Surveillance and Control system (ATSAC), which allows us to e ciently managetra c in real- me. It also promotes economic development, bene ng our vibrant tourism industryand keeping the Port of Los Angeles compe ve by suppor ng the streets handling the heavy li ing offreight movement. It obliges us to constantly upgrade the vital DASH transit service and to partner withLA Metro make high quality transit available to all Angelenos. The plan points us to modern standards forstreet design and priori zes the crea on of Great Streets throughout the city. Finally, it calls on us to putthe best tools in the hands of our sta to streamline project delivery and to make LADOT a great placeto work. These strategies, among the many others across all areas of our work, will keep Los Angeles aourishing, prosperous city.

Sincerely,

Seleta J. ReynoldsGeneral Manager

100 S. Main St. • Los Angeles, CA 90012www.ladot.lacity.org • @LADOTofcial

DEPARTMENT OF TRANSPORTATIONC ITY OF L OS A NGELES

Dear Angelenos:



GREAT STREETFOR LAThis plan establishes a vision for LADOT to delivGreat Streets for Los Angeles that will supporteconomic vitality and enhance quality of life

The Los Angeles Department of Transporta on is a major providerof infrastructure and services that are vital to the prosperity andlivability of this city. One simple vision will propel our investmentsand ac vi es into the future: crea ng Great Streets for Los Angeles.Great Streets encapsulates our vision for the city’s 21st Centurytransporta on system. It is a more inclusive system that providesbe er mul -modal choice, a system that can be sustained withinour means both economically and ecologically, and a system thatsupports our economy by connec ng places and crea ng public

spaces.

The elements of this strategic plan will guide LADOT in crea ng GreatStreets. Our perspec ve on Great Streets extends from the edgesof the pavement all the way up to the need for a capable and well-managed agency to design, manage, and maintain our investments.The goals, strategies, and benchmarks of the plan will help LADOTcon nue to be a world-class agency. We will innovate and implementthe latest technology, deliver services with pride and excellencein customer service, a ract and retain the best talent, and valuepartnerships and demonstrate civic leadership.



LADOT leads transportationplanning, design, construction,

maintenance, and operationsin the City of Los Angeles. Wework together and partnerwith other agencies to improvesafe, accessible transportationservices and infrastructure in

the city and region.

Professional integrity, honesty, and respectWe serve the public. We tell the truth. Our focus is

to do what is right, not necessarily what is expedient.We treat everyone with a high level of respect.

Problem-solving attitude We are known for working closely with the public toclearly iden fy issues, opportuni es, and solu ons.We are highly resourceful and provide meaningfulop ons to address problems. We have enthusiasm forour work and a high level of talent and knowledge thatwe share.

Delivery We strive to deliver quality projects safely, on me,and on budget. We celebrate and communicate oursuccesses. We work with a sense of purpose anddedica on to the city and the customers we serve.

Accountability We say what we mean, and we do what we say. Ouremployees are trustworthy, honest, professional, andfair. We are responsible stewards of public funds andresources.

Mission Statement

Our Core Values



Los Angeles will have atransportation system that

gives people choices to supporta high quality of life and strong,healthy communities, as wellas continued prosperity andresilience for the region.

Vision Statement



Our streets must be safe for

people traveling by all modes oftransporta on. Priori zing pedestriansand vulnerable users such as childrenand older adults will enhance safetyfor everyone, because streets thatare safe to walk on are also safe forbikes, buses and cars. We will retro tand reconstruct our streets usingboth exis ng tools and pioneeringnew design strategies such asneighborhood “slow zones.”

Incorporate Safety forPedestrians into all StreetDesigns and Redesigns

2

a. Iden fy safety-relatedimprovements that can be bundledinto infrastructure projects

b. Re- me pedestrian signals tocomply with current standards

c. Expedite Safe Routes to Schoolprogram

d. Expand implementa on of LADOTcon nental crosswalks

Vision Zero captures our goal toeliminate all fatali es. LADOT will take

ac ons to more systemically addresssafety issues, and Vision Zero willprovide a framework for these ac ons.Our e orts will be based on holis cthinking and proven solu ons thatconsider the large variety of factorsthat contribute to risk such as vehicletypes, loca on, and me of day.

Adopt a Vision Zero Policyand Develop an Action Plan1

a. Adopt a Vision Zero policy andmul -agency task force

b. Complete a comprehensive

pedestrian safety ac on planc. Create a dedicated funding

mechanism to redesign intersec onsor streets for enhanced pedestriansafety

d. Reduce the number of severeinjuries and fatali es on the top 10priori zed corridors

GOALS& STRATEGIES

See pages 44-45 for more detail on

the strategies in this chapter andthe benchmarks LADOT will useto measure progress towardimplemen ng them.


http://slidepdf.com/reader/full/great-streets-for-los-angeles 13/62 13

e. Expand toolbox for street designs

f. Implement Leading PedestrianInterval (LPI) to give people a headstart to cross the street

g. Implement turn improvements

to reduce con icts betweenpedestrians and vehicles

Con nental crosswalk markings have 2-foot wide stripes paintedperpendicular to the direc on of vehicle tra c. They are now theLADOT standard for all crosswalk markings.

Safety studies have concluded that these markings signi cantlyimprove the visibility of crosswalks and are more e ec ve inpromp ng drivers to consistently yield the right-of-way to pedestrians.

There are 19,880 marked crosswalks in the city, and more than 100have already been repainted with the con nental markings. At acost of $10,000 on average per crosswalk, we will work to iden fyresources to implement more con nental crosswalks citywide. As partof this Strategic Plan, LADOT plans to install con nental crosswalkswithin 10 days of repaving projects and to iden fy an addi onal 100new priority loca ons for applying con nental crosswalk treatments.

Continental Crosswalks

Making a mark on safety one stripe at a time



a. Improve data collec on and analysisto target high-crash loca onscitywide

We all have a part to play in helping

achieve the goal of zero tra cfatali es. Using outreach andmessaging campaigns, LADOT willbe the leading voice to encouragesafe and courteous behavior on thestreet that will save lives and preventinjuries.

Conduct Outreach Citywideto Advance Vision Zero Goal4

a. Launch new safety campaigns with“Vision Zero” messaging

b. Iden fy addi onal funding for safetycampaigns

c. Coordinate communica ons onsafety issues

We will improve our capacity to use

data to iden fy safety hazards andtop crash loca ons, and address themin a systema c way. In crea ng auni ed data program we will developconsistent metrics to evaluate thee ec veness of our crash-reduc one orts and establish baseline datato track overall progress toward ourvision of elimina ng all fatali es.

Collect Data Consistentlyand Uniformly3

GOALS& STRATEGIES



Motor vehicle crashes are asigni cant public safety concern

in Los Angeles. They are the thirdleading cause of preventable deathin LA County, and the single highestcause of death for children agesone through four. Over the past fewyears there have been an averageof 82 fatal pedestrian collisions peryear. We must achieve a downwardtrend in these numbers.

annual pedestrian fatali es

percentage of fatal crashesinvolving pedestrians

Crashes are par cularly deadly forpedestrians, who account for 44%of all tra c fatali es in the city.Speed reduc on is an importantstrategy to reduce the likelihoodand severity of crashes, especiallyfor pedestrians. 95% of pedestrianssurvive in a collision when hit bycars traveling 20 mph or under,but 85% of pedestrians are killed in collisions where vehicles aretraveling 40 mph.

SAFETYFACTS

44%

60

2012‘11‘10‘09‘08‘072006

80

100

Safe Routes to School

LADOT is expedi ng our Safe Routes to Schools Ini a ve to providetargeted safety improvements at schools with high collision rates. Thise ort will examine collision histories around the city’s elementary andmiddle schools and create a list of 50 schools that will be priori zedfor safety improvements.

LADOT will conduct a thorough study for each school that includesoutreach to principals, parents, and other interested par es. Wewill collect and analyze data on tra c condi ons and student travelpa erns to support our work.

By fall 2017, short term improvements, such as new school crosswalks,new tra c signals and signal ming, and new speed reducers will becompleted or under development for all 50 schools iden ed. Thiswork will include tra c calming projects such as sidewalk installa onand extensions, pedestrian islands, and raised medians.

These new e orts will complement our exis ng work, includingproducing “Safe Routes to School” maps for every Elementary Schoolwithin the Los Angeles Uni ed School District (LAUSD).

Improving trafc safety for all Angelenos, especially ouryoungest pedestrians

otherfatal crashes



A LIVABLE &SUSTAINABLECITYImproving quality of life by enhancing ourtransportation system and reducing its impacts

A successful transporta on network connects people and supports ahigh quality of life, allowing Angelenos to easily access employment,educa on and entertainment. But as LA’s economy grows, increasedtravel puts more pressures on the city’s infrastructure and environment.Tra c conges on impacts the movement of people and goods, andemissions from motor vehicles nega vely a ect air quality and publichealth.

LADOT will increase Angelenos’ mobility in a balanced and sustainableway, while suppor ng a high quality of life in neighborhoods acrossthe city. We will be leaders in building great streets that provide safe,a ordable, and a rac ve facili es for a diverse range of users and travelmodes. Our ac ons will improve the e ciency of our streets, enhancepublic transit, and expand choices for travel by bike. New technologieswill also improve the experience of parking and manage peak demands.

These e orts will allow the millions of people and vehicles that owthrough LA to reach des na ons with greater ease and fewer impacts.



Create a NeighborhoodTrafc Calming Program2

a. Establish an applica on-basedprogram for implemen ngneighborhood tra c calmingmeasures

b. Establish a proac ve neighborhoodtra c management program,using funds from gas taxes anddevelopment impact fees

c. Ins tute a program for “slow zones”in targeted areas

GOALS& STRATEGIES

LADOT will be a leader in realizing theCity’s Great Streets ini a ve, working

together with city agencies andcommunity partners to implementshort-term improvements on the rst15 Great Street corridors iden ed –one for every council district in LA.

Local streets form the core of LA’sneighborhoods. LADOT will create a

applica on-based program to improvethe quality of life on these streetsthrough measures to reduce speedingand conges on. These streets will bemore peaceful places to live, safer forchildren to play, and more conducivefor neighbors to build community.

Create Great Streets forLos Angeles1

a. Coordinate and implement theCity’s Great Streets ini a ve to helpachieve Mayor’s goals

b. Establish Great Streets art, design,and cultural placemaking program

See pages 46-50 for more detail onthe strategies in this chapter andthe benchmarks LADOT will useto measure progress towardimplemen ng them.



a. Improve connec vity and comfortlevel for cyclists on exis ng andplanned facili es

b. Build out LA River path by 2020

c. Implement toolbox of expandedLADOT design standards for bicyclefacili es within the agency’ s Manualof Policies and Procedures (MPP)

Create and Maintainan Interconnected andEffective Bicycle Network

3

DASH Bus Service

Although our city has a climate and

terrain that make it ideal for bicycletravel, be er infrastructure is neededto grow bike ridership. LADOT willbuild a more connected networkof on-street and o -street bicyclefacili es in coordina on with theMobility Plan 2035, and expand ourtoolbox of op ons to increase safetywith designs like protected bike lanesand bicycle boulevards.

LADOT operates the second largest bus service in LA County. TheCommuter Express moves people traveling to work, DASH buses helpmake short hops around your neighborhood, and CityRide serves ourolder adults. We carry over 82,000 passengers every day and complete25 million trips per year.

We are commi ed to using the latest technology to improve ourperformance to stay on schedule. As part of our strategy to make cityservices more accessible, real me informa on is now available viacomputers and mobile devices to let you know when the next busis coming. We are also working to deploy more electronic messageboards at bus stops to display coordinated bus arrival informa on formul ple transit agencies. The Transit Access Pass (TAP) card alreadyenables convenient access to all of our services with one card, and weare exploring how to expand electronic payment op ons to make iteven faster and easier to board the bus.

LADOT bus services focus not only on improving quality of life for ourriders, but also on reducing our environmental footprint. Our en reCommuter Express eet runs on Compressed Natural Gas (CNG) whichsubstan ally reduces air pollu on. Also, as outlined in this plan, ourgoal is to have all our buses equipped with bike racks so that peoplecan expand their use of these more sustainable modes of travel.

Frequent, inexpensive, and convenient bus service in Downtownand in 27 neighborhoods across LA



a. Establish bicycle parking at transithubs, including bus stops with highridership

b. Install bike racks on new LADOTDASH and Commuter Express buses

c. Support the ini a ves of transitagencies to install bike racks onbuses

In ci es across the country, fromBoston to Denver, bike share hasbecome a successful and popular newform of mobility. Bike share will giveAngelenos and visitors access to a bikewhen they want one, without havingto worry about storage, security, andmaintenance. LADOT will work withMetro to develop a targeted citywideprogram.

By collec ng more data moreconsistently, we can iden fy whereneeds exist, and to demonstratehow our investments are e ec ve inincreasing walking and bicycling.

Implement a Regional BikeShare System

Improve Data Collection onWalking and Bicycling5 6

Crea ng more seamless connec onsbetween di erent travel modesmakes the network stronger and moreuseful. We will improve bike parkingat bus stops and rail sta ons, and bea leader in equipping our buses withbike racks.

Improve Bicycle AccessAcross all Transit Systems4

a. Work closely, coopera vely, andopenly with Metro on rollout of thesystem. Coordinate Metro e ortswith those in LADOT’s IntegratedMobility Hubs program

a. Conduct annual pedestrian andbicycle counts

GOALS& STRATEGIES



a.Promote the development ofTransporta on ManagementOrganiza ons (TMOs)

b. Improve rst mile/last mileconnec ons

c. Encourage bicycling for cityemployees for short-trips

d. Create access and egress strategiesto move people to and from majordes na ons and events

e. Use technology to focus on specialevents and peak hour periods

LADOT is working to make parkingsmarter and easier. By using dynamipricing that is adjusted based ondemand, and by providing real- meinforma on on where spaces areopen, people will be able to morereliably nd an open space where anwhen it is needed.

a. Support and expand LA ExpressPark to improve parking availabilitthrough demand-based pricing andparking guidance

b. Facilitate the shared use ofprivately-owned o -street parkingfacili es

c. Reassess use of Special ParkingRevenue Fund (SPRF) surpluses toreinvest revenue in improvementsto o -street parking facili es andnew parking technology

To keep up with the increase in ac vityas our city thrives and prospers,LADOT will pursue ways to managedemands on our transporta onnetworks. We will improve the rst/last mile access to des na ons bynon-driving modes, and encourageTransporta on Demand Management(TDM) strategies such as usingincen ves to reduce tra c at peakmes.

Implement TDM Programs Increase the Availability ofParking and the Efciency

of its Use

13 14

GOALS& STRATEGIES

Expand Access to Non-Ownership Models of

Vehicle Mobility

12Car sharing and taxis o er Angelenosaccess to a car when required,without having to worry about thecosts of parking, maintenance, andownership. Having access to a sharedvehicle helps support a mul -modallifestyle that includes ge ng aroundon foot, by bike, by transit, andsome mes by car too.

a.Improve transit-taxi interac ons formodal points

b. Expand hail a cab program citywide.

c. Iden fy poten al permi ngmethodologies that can achieveequitable taxi service and enhancequality of life for customers anddrivers

d. Expand carshare pilot program



d. Conduct outreach to revise exis ngPreferen al Parking District (PPD)policies in order to be er integrate

the needs of all stakeholders in aneighborhood parking plane. Update policies and guidelines for

accessible parking in residen alareas

Accommoda ng alterna ve fuelvehicles not only directly bene ts thequality of the air we breathe, but it isalso an important step in encouraginginnova on and suppor ng thewidespread adop on of newtechnology.

Support Alternative FuelProgram in Parking Facilities15

a. Implement electric vehicle chargerprogram in city-owned parkingfacili es

Through the LADOT People St program, communi es can transformunderused areas of LA’s largest public asset—our 7,500 miles ofcity streets—into ac ve, vibrant, and accessible public space. Threeinnova ve types of projects are available: Plazas, Parklets, and BicycleCorrals. These projects also encourage increased levels of walking andbicycling, all the while suppor ng economic vitality.

People St o ers an applica on-based process for community partnersto receive approval to install these ameni es. Community partners canbuild neighborhood support for projects like these, helping provideand fund long-term management, maintenance, and opera ons.People St projects are a ordable, can be completed in months ratherthan years, and provide immediate bene ts to communi es.

Pedestrian-centered activity is shown to foster a greatersense of community, and local businesses benet as morepedestrians frequent neighborhoods that accommodate them

People St



A 21ST CENTURYDEPARTMENTMaking LADOT an effective, well-equipped, andresilient agency that is a great place to work

A WELL RUN CITY:

Achieving the ambi ous goals in this plan requires a strong andcapable agency. LADOT will strengthen its capacity for planning,management, and coordina on to deliver projects on- me andon-budget. We will increase our abili es to collect and use data toiden fy problems, enhance decision making, improve service delivery,and track our progress and performance.

Our physical infrastructure is the backbone of the city and we willwork to keep it in service and make it more resilient to disrup ons.Through a stronger focus on asset management, we will be ermaintain, renew and rebuild, and invest in new technologies that willprovide for the needs of a growing and prosperous city.

Crea ng Great Streets and a great department is only possiblethrough the hard work of great people. By suppor ng sta with thenecessary resources, equipment, and professional developmentopportuni es, LADOT will be a great place to work that a racts and

retains top talent.



c. Implement a project managementtool to be er assist sta

d. Train employees to become e ec veproject managers through projectmanagement and cost accoun ngtraining

GOALS& STRATEGIES

Achieving the ambi ous goals inthis plan requires renewing how ourdepartment selects, designs, andimplements projects. Strong planningwill guide our policies into prac ce,and e ec ve management will deliverour projects and programs to thepublic on me and on budget.

Prioritize StrategicShort and Longer-TermProjects and Programs,and Streamline ProjectDelivery

1

a. Create a new group withinLADOT to set agency priori es, by

iden fying project opportuni esand overseeing the implementa onof transporta on projects, includingthose outlined in the MobilityElement

b. Iden fy short-term and long-termpriority projects and developimplementa on strategy

See pages 52-56 for more detail on

the strategies in this chapter andthe benchmarks LADOT will useto measure progress towardimplemen ng them.



a. Establish before and a er datacollec on protocols for all projects

b. Create a dashboard to track strat egicplan progress

c. Expand electronic access todepartment informa on and

materials for eld sta d. Work with safety experts in advance

of projects to enhance decisionmaking and decrease risk aversion

e. Improve mechanisms for sta to getfeedback on legal issues through theCity A orney’s O ce.

Improve Communication andAccess to Information toSupport Decision-Making

2

LA Express Park

More data and greater exchanges of

informa on will help our agency tomore quickly iden fy issues, to trackthe e ec veness of our ac ons, andto make sound decisions that aregrounded in fact.

LA Express Park began in 2012 and has changed the way people parkin Downtown Los Angeles. The program uses in-ground sensors tono fy drivers in real- me where parking is available, and also adjustsparking prices based on demand. Rates increase when parkingdemand is high and decrease when the parking demand is low.Together, these two features improve customer service, helping makesure there is always a space available when you need it.

LA Express Park also helps improve tra c ow and reduce fuelconsump on by quickly guiding drivers to available on-street and o -street spaces, rather than having people circle the block searching fora space.

The program is available in Downtown LA and in the area boundedby the 10 & 110 freeways, Adams Boulevard, and Alameda Street. LAExpress park is expanding to Hollywood, and is expected in WestwoodVillage and Venice by 2017.

Making parking faster, smarter, and easier



a. Develop an asset managementsystem to achieve opera onale ciencies and be proac ve aboutmaintenance

b. Con nue implementa on of acomplete map-based electronicwork order system

a. Develop a career developmentprogram that provides sta withexposure to di erent facets of theagency

b. Measure employee sa sfac onto target areas for a en on andimprovement

c. Improve support of districtengineering eld o ce sta ngneeds

d. Expand access to supervisor trainingprograms

e. Plan ahead to achieve smoothtransi ons when sta re re andturn over

f. Encourage exchange of designideas among LADOT divisions and

employees

Our people are our biggest resource.We depend on their talent and ideasto keep the department running.Making LADOT a great place to workmeans suppor ng sta with theresources they need, and o eringopportuni es for career development.

With tens of thousands of signs andthousands of tra c signals, LADOTrequires a system to track where andwhen our a en on is needed. Byknowing more about the condi on ofour assets, we can iden fy requiredresources, be more e cient abouthow we schedule work, and stayahead of the curve on repairs.

Make LADOT a Great Placeto Work In Order to Attractand Retain the Best Talent

Implement an InfrastructureMaintenance and ManagementProgram

4 5

a. Digi ze all accoun ngdocumenta on in an accessible,central electronic library, and createsystems to reduce manual dataentry by the accoun ng group

Improving our internal opera onswill allow us to be more e cient,run more smoothly, and focus on ourmission of improving transporta onin LA.

Improve Budget andAccounting Practices3

GOALS& STRATEGIES



a. Improve and enhancecommunica ons technology

b. Implement “guided” enforcementtechnology to improve complianceand enforcement e ciency

New technology to communicate

with Tra c O cers will assist themwith iden fying violators and will helmake our work to enforce tra c andparking laws more e ec ve.

We will retro t and replace ourparking meters to ensure they operatereliably and o er customers the abilityto use new and emerging paymentop ons.

a. Install new automated technologyto reduce opera onal costs andimprove management capabili esat all LADOT operated facili es,including revenue controlequipment, remote monitoring, andreal- me parking availability

b. Conduct seismic and ADA reviewof exis ng structures and upgradethem as necessary

c. Develop and install standardizedsigns

a. Develop plan for expeditedinstalla on and maintenance ofstreet striping associated withpavement preserva on projects

Maintenance and upgrades are a

sensible way to preserve and enhancethe value of our exis ng investments.Improved equipment and be er signsin parking facili es will give them anew lease on life.

Developed over 30 years ago forthe Olympic Games, ATSAC hasbeen a na onally recognized andaward-winning leader in developingone of the na on’s pioneering andmost extensive real- me tra cmanagement and tra c signal controlcenters. It is now me to invest tomake sure our system stays modernand secure.

Maintain and Upgrade ParkingFacility Infrastructure

Ensure ATSAC Remains theNation’s Leading TrafcManagement System

8

7

a. Relocate and modernize ATSACCenter

b. Develop an ATSAC disaster andrecovery plan including a backupsystem architecture and secondaryATSAC Center

c. Develop a new digital ATSAC CameraSystem Network to replace theexis ng aged analog video network

d. Integrate Cyber Security Opera on

Center (SOC) func onali es intoATSAC opera on as directed byCity’s Cyber Intrusion CommandCenter (CICC) for Tier 1 CityDepartments

Coordina ng closely with our partnerswill help projects come together moreseamlessly.

Improve Coordinationwith Sister Agencies andContractors

6

Upgrade Metered ParkingSystems to Reect CurrentTechnologies

9

a. Upgrade exis ng mul -space meterswith new technology

b. Implement a 7-year rolling meterupgrade cycle

Improve Efciency ofEnforcement Operations10



a. Clarify roles, responsibili es,and procedures in managingemergencies and incidents

b. Improve sta no ca on processwith system for mass delivery ofemails and text messages

c. Develop Con nuity of Opera onsPlan (COOP)

d. Develop an Employee and FamilySupport Unit that will supportand facilitate the communica onbetween employees and theirfamilies during a disaster

LADOT is coordina ng with manypartners to come up with a workplan to upgrade rail crossings withtechnology like connec ons betweentra c signals and railway crossinggates. This e ort will improvecondi ons for all users at thesepoten al con ict points.

Ensure All Rail Crossingsare in Compliance withFederal and/or State

Directives

11

a. Spearhead crea on of master

coopera ve agreements betweenthe City, external agencies, andrailroad partners to iden fy priorityloca ons and jointly implementprojects

GOALS& STRATEGIES

It is cri cal to maintain transporta oninfrastructure during emergencies andincidents. By planning ahead for thesepoten al disrup ons, LADOT will beready to respond quickly and managesitua ons e ec vely.

Improve EmergencyNotication and IncidentResponse Procedures

12

By inves ng in backup systems andstrengthening points of possibleweaknesses in our infrastructure,LADOT will be be er equipped tomaintain essen al services duringemergency situa ons.

Improve Infrastructure tobe More Resilient DuringEmergency Events

13

a. Provide ba ery backup for signalson city’s designated emergencyevacua on routes

b. Upgrade the ATSAC Communica onsNetwork that serves emergencyevacua on routes, par cularly atrelevant ATSAC Hubs

c. Improve infrastructure at LADOTfacili es to ensure con nuity ofopera ons



CUSTOMERSERVICEProviding Angelenos an open, reachable, andresponsive LADOT

From tra c lights and taxicabs to tra c o cers and parkingenforcement, the work of LADOT is far-reaching. To be er serveour wide range of customers, we will create a stronger team tocommunicate the roles and responsibili es of LADOT and the servicesavailable to the public. By building on the success of the PeopleSt program, and expanding our applica on-based neighborhoodimprovement programs, we will increase opportuni es for ac ve

community par cipa on in crea ng a greater city.

To help people make more e cient travel choices, we will broadcastmore mely and relevant informa on on tra c, transit, and parkingcondi ons, and disseminate our data to leverage the skills ofcommunity partners in developing mobile applica ons and otherleading informa on technologies.

At the same me, the eyes and ears of Angelenos remain animportant resource to iden fy where issues exist and a en on is

required. We will improve the usefulness of repor ng tools likeMyLADOT, and work to reduce response mes for service requestsand resolu on mes for parking ckets.

A WELL RUN CITY:



a. Educate Council O ces, Mayor’sO ce, and the public on whatservices LADOT provides

b. Develop agency-wide, project-based

outreach processc. Create models and templates for all

LADOT public outreach materialsd. Engage social media marketplacee. Use technology and social media to

inform people about tra c incidentsand to encourage alternate travelroutes and modes

f. Develop a parking data sharingpolicy

Improve the Dissemination ofInformation to Stakeholders2

GOALS& STRATEGIES

We have an important mission and

strong vision at LADOT. We want thepublic to know how we contribute tomaking LA a safe, livable, sustainable,and prosperous city, and report onhow we are doing in achieving ourgoals.

By publicizing what we do, people wbe able to more easily nd and access

the services that LADOT provides.Sharing accurate and up to dateinforma on will help create powerfultools to make be er decisions abouttravel and parking. With uni edoutreach materials, our messages wilreach more Angelenos more o en.

Improve Agency Identity,Transparency, andCustomer Service

1

a. Create a communica on strategyand provide dedicated sta toimplement it

b. Create/reinstate LADOT liaisons towork with Council O ces, Mayor’s

O ce, and other partnersc. Develop LADOT branding strategy

See pages 58-59 for more detail onthe strategies in this chapter andthe benchmarks LADOT will useto measure progress towardimplemen ng them.



a. Increase the usefulness of exis ng“MyLADOT” request trackingpla orm to improve customerservice

b. Improve District O ce responsemes for public requests

Improve Customer ServiceSatisfaction3

Online Service Portals

LADOT receives thousands of requestseach year and we are working to

make it easier to report issues. UsingMyLADOT, we will be able to track ourprogress on resolving requests andmonitor our performance on reducingresponse mes.

LADOT has taken a leading role to improve customer service bydeveloping a number of online service systems. In partnership withthe Bureau of Street Services, LADOT developed the Special Eventswebsite (specialevents.lacity.org). The site pulls together a calendarof special events based on exis ng permits, handles new permitapplica ons, and provides a database that supports e ec ve mul -agency coordina on for event management.

MyLADOT (myladot.lacity.org) is an online service request system thatcan be conveniently accessed by smartphone, tablet, or computer. Thesystem provides customers with email updates, and a simple interfaceto report a problem, including a map to precisely iden fy the loca onand the ability to upload photos to show exactly what needs a en on.

TEAMS, provides a fully automated system for managing temporaryno-parking requests from the lm industry, for u lity installa ons, andfrom the public.

Inves ng in these tools streamlines our opera ons so we can be moreresponsive to customer requests.

Making it easier to access City Hall services



While no one likes ge ng a parkingcket, LADOT will work to make theprocess of paying, dispu ng, andresolving a cket as straigh orward aspossible.

To reduce parking viola ons andeliminate confusion we will exploredesigns to make parking signs moreclear and intui ve.

GOALS& STRATEGIES

Revisit Parking Sign Designand Placement5

a. Develop clearer parking signsystem for easier interpreta on bymotorists

LADOT will explore new technologito use real- me tracking andinforma on sharing that can reducethe dura on of disrup ons caused bystreet sweeping and other work.

Improve CoordinationBetween Street Servicesand Parking Enforcement

6

a. Develop pilot program to link streetsweepers with parking enforcementthrough GPS

Improve Customer Serviceand Reduce ResponseTime for Parking Ticket

Resolution

4

a. Incorporate industry best prac cesand maintain necessary sta nglevels

b. Clearly communicate adjudica onpolicies, legal requirements, and

payment op ons



A PROSPEROUCITYCreating world-class streets that promote a worldclass economy

A prosperous city needs Great Streets, and Great Streets are comingto Los Angeles. This strategic plan serves as a road map for LADOTto improve pedestrian safety, enhance mobility for those on busesand bikes, relieve conges on and parking woes, and enhance thee ciency of freight movement in LA. Making our streets safer, morelivable, and more sustainable will lead to greater economic vitality forLos Angeles as a whole.

The streets of a city are its front door to the world and the placewhere public life and private enterprise connect. Improvements tostreetscape and transporta on networks in places like New York City,San Francisco, and Portland demonstrate the direct links betweenthese investments and economic prosperity. Streets with pedestrianplazas and protected bike lanes in New York see increased retail sales,and streets in San Francisco with dynamic parking and carsharinghave seen improved access and mobility in commercial districts.

In Los Angeles, we too can transform our streets into Great Streetsby working together to achieve the goals, strategies, and benchmarks

iden ed in this strategic plan.



Be er customer informa onthrough the dissemina on ofreal- me informa on will helpindividuals and businessesmake be er travel decisions.

Modernized and well-

maintained infrastructurewill improve the reliability andresilience of our transporta onsystem to disrup ons and keep LA’seconomy moving through the 21stCentury.

Safer streets for walkingand biking will increasefoot tra c and supportcommercial ac vity.



More mobility choices such bikesharing and carsharing, will provideaccess to people, places, and jobs.

Improved ow of freight tra cwill support the pro tabilityand produc vity of businesses,and increase the availabilityand a ordability of goods.

Vibrant and prosperous neighborhoodbusiness districts, a goal of Great Streetscorridors and People St ini a ves, will supportour economy, both by connec ng places andby crea ng new neighborhood des na ons forpeople to visit, see friends and family, and shop.

E cient parking and loadingop ons will improve access tobusinesses and des na ons.



BID

BOE

BOS

BSL

BSS

CAO

CHP

CLA

CPUCDCA

DCP

DMV

DPH

DWP

EMD

FHWA

FRA

FTA

GSD

ITA

LACDPW

LAFD

LAPD

LASPD

LAUSD

Metro

OHS

POLA

Business Improvement District

Bureau of Engineering (Department of Public Works)

Bureau of Sanita on (Department of Public Works)

Bureau of Street Ligh ng (Department of Public Works)

Bureau of Street Services (Department of Public Works)

O ce of the City Administra ve O cer

California Highway Patrol

O ce of the Chief Legisla ve Analyst

California Public U li es CommissionDepartment of Cultural A airs

Department of City Planning

California Department of Motor Vehicles

Los Angeles County Department of Public Health

Department of Water and Power

Emergency Management Department

Federal Highway Administra on

Federal Railroad Administra on

Federal Transit Administra on

General Services DepartmentInforma on Technology Agency

Los Angeles County Department of Public Works

Los Angeles Fire Department

Los Angeles Police Department

Los Angeles School Police Department

Los Angeles Uni ed School District

Los Angeles County Metropolitan Transporta on Authority

California O ce of Highway Safety

Port of Los Angeles

Glossary

BENCHMARKSThe tables on the following pages list the benchmarksthat LADOT will use to measure progress towardachieving its goals and implemen ng the strategies of thisstrategic plan.



1. Adopt a Vision Zero Policy and Develop an Action Plan

Adopt a vision zeropolicy and mul t -agencytask force.

• Develop a Vision Zero policy to eliminate tra ffi cfatali es in the City of Los Angeles by 2025 andpresent it for adop on by the Mayor and CityCouncil.

• Establish an interagency task force forimplementa on.

• Iden fy high injury networks for all modes anddevelop crash pro les.

.

• Begin and complete implementa on of priori zedlist of Vision Zero projects.

• Reduce tra ffi c fatali es in the City of Los Angelesby 20% from 2014 levels.

BOE, BSL, BSS,DCP, DPH,LAFD, LAPD,LAUSD,Metro

Complete acomprehensivepedestrian safety ac t onplan.

• Pursue funding and technical resources includingFHWA’s “Focus City” support.

• Establish dedicated funding for Ped Safety Ac onPlan and street redesigns for priority loca ons(separate from any Measure R funding)..

• Complete Pedestrian Ac on Plan and beginimplementa on.

FHWA, BOE,BSL, BSS,DCP, DPH,LAFD, LAPDLAUSD, Metro

Create a mechanism fordedicated funding toredesign intersec t onsor streets for enhancedpedestrian safety.

• Secure lis ng and es mated costs for fundingrequest as part of annual budget.

• Reexamine standards, warrants, and policies forcurrent applicability.

• Secure dedicated funding for street safetyimprovements.

BOE, BSL, BSS,CAO, Metro

Reduce the number ofsevere injuries andfatali t es on the top 10corridors.

• Iden fy the top 10 priority corridors with thehighest number of severe injuries and fatali es.

• Iden fy the related safety countermeasures andfunding.

• Implement countermeasures in top 10 corridors. BOE, BSL, BSS,CAO, LAPD,LAUSD,LASPD

2. Incorporate Safety for Pedestrians into all Street Designs and Redesigns

Iden t fy safety-related

improvements that canbe bundled intoinfrastructure projects..

• Iden fy improvements and develop protocol andfunding plan to implement them in coordina onwith partner agencies.

• All city infrastructure projects incorporate theiden ed safety improvements.

BOE, BSL, BSS,

CAO, LAPD,LAUSD,LASPD.

Re- t me pedestriansignals to comply withcurrent standards..

• Re- me 400 traffic signals per year. • Re- me 400 traffic signals per year.

Expedite Safe Routes toSchool program.

• Prepare scope of work and start developing schoolsafety plans for the remaining top 50 schools inmost need of safety improvements.

• Prepare school safety plans for the remaining top50 schools, including outreach and iden fyingshort-term and long-term improvements.

• Pursue funding for implemen ng safety plans..

LAUSD, BOE,BSL, BSS

Expand implementa t onof LADOTcon t nental crosswalks.

• Install crosswalks in all resurfacing and restripingprojects. Implement crosswalks within 10 days ofrepaving.

• Iden fy 100 new priority loca ons for con nentalcrosswalk treatments..

• Implement 100 new priority crosswalks andcon nue with replacement program.

BSS

Expand toolbox forstreet designs.

• Adopt the NACTO Urban Street Design Guide andUrban Bike Design Guide. Iden fy street designpolicies and standards.

• Incorporate Mobility Plan 2035 standards intoLADOT prac ces..

• Complete update of policies and procedures withpedestrian-friendly urban street design standards.

BOE, BSS,BSL, DCP

Implement LeadingPedestrianInterval (LPI).

• Iden fy criteria for using LPI, including loca onswith high numbers of pedestrians, older adults,and children, or areas in proximity to transit.Implement LPI at targeted loca ons in rst year..

• Evaluate e ff ec veness of LPI and expand toaddi onal intersec ons based on analysis.

Implement turnimprovements.

• Iden fy criteria for turn improvements atloca ons with high numbers of pedestrians,

children, or older adults..

• Implement 30 turn improvements per year.

2015 2017 Partners

A SAFE CITY



3. Collect Data Consistently and Uniformly

Improve data collec t onand analysis to targethigh-crash loca t onscitywide.

• Use exis ng databases to iden fy high-crashloca ons for pedestrians, bicyclists, and drivers.

•

•

Develop data collec on program and iden fyfunding to implement.Iden fy other data users/collectors andwork coopera vely on program development..

•

•

Implement data collec on program and improvedata collec on system for pedestrian, bicycle, andvehicle crashes.Release rst “Safety Report” thatdocuments reduc on in crashes, injuries, andfatali es from targeted improvements.

LAPD, CCityAt orney,DPH, ITA

4. Conduct Outreach Citywide to Advance Vision Zero Goal

Launch new safetycampaigns with"vision zero" messaging.

• Launch 6 individualized neighborhood safetycampaigns, incorpora ng mul ple media formsincluding social media (2 per year over 3 years;2 bike, 2 pedestrian, 2 driver).

.

• Conduct before and a er study of impact withCommunica ons team.

LAPD

Iden t fy addi t onalfunding for safetycampaigns..

• Apply for grant funding for safety campaigns. • Fully fund addi onal resources for strategiccommunica ons and educa on/ outreach.

Caltrans,OHS

Coordinatecommunica t ons onsafety issues.

• Inves gate addi onal partnership opportuni es tocoordinate with LAPD, other agencies, and privatesector..

• Implement campaigns with partners. LAPD,LAUSD,LASPD

2015 2017 Partn



1. Create Great Streets for Los Angeles

Coordinate andimplement the City'sGreat Streets ini t a t veto help achieve Mayor'sgoals.

• Facilitate short-term improvements to 5 GreatStreet segments.

• Iden fy long- term project designs, deliverymethods, funding, and implementa on strategies.

• Coordinate community outreach with otherplanned project outreach.

• Con nue short-term improvements to all 15 GreatStreet segments and implement long-termimprovements in line with identi edimplementa on strategies.

• Update design standards developed through GreatStreets Policy Working group, including thoserelated to parking districts, street design, signal

ming, and pedestrian crossings..

BOE, BOS, BSLBSS, DCA,DCP

Establish Great Streets • Create pilot partnership program and implementproof of concept on 5-8 Great Streets.

• Con nue integra on of art, design, and/or cultural

DCA

2. Create a Neighborhood Trafc Calming Program

Establish an applica t on-based program forimplemen t ngneighborhood tra ffi ccalming measures..

• Develop selec on criteria, request process, andlaunch an applica on-based program.

• Secure funding and begin implementa on.

Establish a proac t veneighborhood tra ffi cmanagement program. .

• Scope and iden fy funding for program. • Secure funding and begin implementa on. DCP

Ins t tute a program for“slow zones” intargeted areas.

• Iden fy criteria and guidelines for neighborhoods.Launch applica on-based program. Have councilmembers sponsor applica ons. Determine if statelegisla on needs to be considered..

• Create 3-5 reduced speed zones per year.

3. Create and Maintain an Interconnected and Effective Bicycle Network

Improve connec t vityand comfort level onexis t ng and plannedfacili t es.

• Develop outreach and implementa on strategy forexpanding the bicycle network in line with theMobility Plan 2035 Bicycle Enhanced Network (BEN).

•

Consider bicycle facili es in the design andimplementa on of all street projects.

.

• Con nue to expand the quality and connec vity ofthe bicycle network consistent with the adoptedimplementa on strategy and the Mobility Plan 2035Bicycle Enhanced Network.

DCP, BOE,BSS, BSL

Build out LA River pathby 2020.

• Develop funding es mates and proposedimplementa on plan for connec ng the gaps inthe LA River bike path in coordina on with theArmy Corps recommended Alterna ve 20 plan forrevitalizing the Los Angeles River..

• Secure funding and begin implementa on ofmajor gaps in LA River bicycle path, on target forcomple ng a connected path by 2020.

BOE, BSS, BSLLACDWP,Army Corpsof Engineers

Implement expandedLADOT design standardsfor bicycle facili t es..

• Establish process for implemenng design excep onsto Highway Design Manual.

• Incorporate new bicycle planning standards intoregular geometric and planning review of allprojects.

art, design, and culturalplacemaking program.

placemaking on Great Streets projects.Formalize public and private partnership roles andprogram elements.

CLA, LAPD

• Develop metric to measure the quality and connec vityof the bicycle network.

• Design 10 miles of protected bicycle lanes and/orneighborhood-friendly streets.

Caltrans,City A orney,BOE, BSS,BSL

•

2015 2017 Partners

A LIVABLE & SUSTAINABLE CIT



4. Improve Bicycle Access Across All Transit Systems

Establish bicycle parkingat transit hubs, includingbus stops with highridership.

• Install 15 bicycle corrals per year and 400 bicycleracks per year citywide, with priority near transitstops.

• Secure appropriate funding and contracts to install50 corrals and 1,200 racks citywide, with prioritynear transit stops.

Install bike racks onnew LADOT DASH andCommuter Expressbuses..

• All new DASH buses are ordered with bike racks. • 75 new DASH buses with racks in service.

Support the ini t a t vesof transit agencies toinstall bike racks onbuses..

• Support lobbying for adding bike rack capacity onbuses.

• All LA buses equipped with racks. Metro,TransitAgencies

5. Implement a Regional Bike Share System

Work closely,coopera t vely, andopenly with Metro onrollout of system..

• Phase one planning, funding, and si ng of Metrobike share sta ons. Develop opera ng andbusiness plan for Integrated Mobility Hubsprogram and issue RFP.

• Expand bike share system to targeted areascitywide.

Metro, BS

6. Improve Data Collection on Walking and Bicycling

• Ins tute uniform process of data collec on onwalking and bicycling.

• Conduct annual counts on walking and bicycling,and improve processes for manual and

automated counts.

LAPD

7.Promote Walking and Bicycling Through Community Partnerships

Develop programs thatbring new users into thesystem..

• Support open street events (e.g., CicLAvia) andsafety and educa on events.

• Support monthly open street and other events. Metro,CicLAvia

Develop program forbike friendly businessdistricts..

• Establish 1 bicycle friendly business district andinstall 10 bicycle repair sta ons with partnershipsfor local support.

• Establish 5 bike friendly business districts.• Construct 25 repair sta ons and 100 bike corrals

based on outcome of pilot.

8. Expand The Network of Bus Services and Dedicated Bus Facilities

Implement Metro's BRTroute plan within 5years and Mobility Plan2035 Transit EnhancedNetwork (TEN)..

• Iden fy funding and capacity necessary to create adedicated sta ff team at LADOT for Bus Rapid Transit(BRT) implementa on..

•

•

Hire sta ff to ac vely par cipate with Metro on BRTplanning and design.Implement ve miles of new BRT corridors.

Metro, BSDCP

Evaluate need for newDASH routes anddevelop priori t zed listof new services..

• Complete update of community DASH needsassessment study, including evalua on of poten alto subs tute low-ridership Metro buses with DASHneighborhood feeder service.

• Implement two new routes.

2015 2017 Partn

Conduct annualpedestrian and

bicycle counts.

Metro, BS



9. Improve Regional Connectivity to Bus Services

Modify exis t ng DASHservice to be er serveregional transit sta t ons..

• Complete a comprehensive line by line analysis ofall LADOT transit services.

• Implement modi ca ons to exis ng services.

Expand park and ridenetwork..

• 10% increase in capacity over exis ng network. • 20% increase in capacity over exis ng network. Caltrans,Metro

10. Enhance the Experience of Bus Passengers

Expand coordinated,real- t me, mul t -agencybus arrival informa t onsystem and electronicmessage boards.

• Coordinate with Metro to install mul -agencyarrival me informa on signs at 2 to 3 stoploca ons.

• Coordinate with Metro to install signs at 5 to 10stop loca ons.

Metro, BSS

Improve the quality of

bus stops withameni t es.

• Set up coordina on plan with appropriate partners

and iden fy high-volume stop loca ons in need ofameni es such as ligh ng, concrete sidewalks,benches, and trees.

• Expand targeted bus stops through con nued

coordina on.

BOE, BSS,

BSL

Use technology toexpand transit farepayment op t ons.

• Implement a mobile cke ng demonstra on forLADOT transit services.

• Coordinate with Metro to implement mobilecke ng program pilot on a countywide level.

Metro,LocalTransitOperators

11. Improve the Flow of Passenger and Freight Trafc

Implement the VehicleEnhancement Network(VEN) outlined in

Mobility Plan 2035.

• Iden fy speci c street improvement projects aspart of an advanced planning e ff ort to improvetra ffic ow.

• Establish detailed cost es mates and iden fyfunding sources to implement st reet improvementprojects.

BOE, BSS

Reevaluate peak-hourparking restric t ons.

• Complete parking evalua on on 5 corridors andmake appropriate changes to parking regula ons,minimizing impact to transit travel me reliabilityand to traffic safety.

• Complete parking evalua on on 5 corridorsannually and make appropriate changes to parkingregula ons, minimizing impact to transit travel

me reliability and to traffic safety..

Launch advancedmodeling simula t onsystem, to managetra ffi c for events.

• Implement simula on system and provide usertraining to sta ff .

• Evaluate system and re ne as needed.

Develop a freightmanagement workprogram to reduceconges t on, especiallyduring peak hours.

• Research and design program to explore o ff -peakfreight delivery incen ves.

• Convene working group in partnership with Port ofLos Angeles and evaluate best prac ces from New

York City and Washington, DC.

• Secure funding and begin implementa on.

Designate routes forfreight vehicles on citystreets in coordina t onwith Caltrans.

• Iden fy key bo lenecks and priori ze them forimplementa on in coordina on with Caltrans.

• Implement new freight routes. Caltrans,POLA

Develop targetedsolu t ons to illegalfreight stagingprac t ces.

• Scope and iden fy funding for program. • Secure funding and begin implementa on.

Create program for paidcommercial loading

zones.

• Dra ordinance for metered commercial loadingzones.

• Meter 1,000 commercial loading zone spacesannually, star ng in Downtown and Hollywood.

CityAt orney

2015 2017 Partners

A LIVABLE & SUSTAINABLE CITY



12. Expand Access to Non-Ownership Models of Vehicle Mobility

Improve transit-taxiinterac t ons for modalpoints.

• Provide an assessment of major transit hubs and junc t ons to ensure taxi service availability fromand to other forms of public transit.

• Map taxi zones/stands for major transitconnec t on loca t ons.

Metro

Expand hail a cabprogram citywide.

• Expand program to addi t onal 4 pilot businessdistricts with highest taxi usage and partner withbusiness community..

• Evaluate program and expand citywide ifsuccessful.

BIDs,ChambersofCommerc

Iden t fy taxi poten t alpermi ngmethodologies taxiservice and enhancequality of life forcustomers and drivers.

• Iden t fy the poten t al methods to regulate taxis(franchises, opera t ng permits, medallions, hybrids)and how each could be sa t s ed in the permi ngstrategy.

• Create a consensus list to ensure that standardsprovide for the most responsive, safe, reliable, and"green" taxicab service for the public.

• Provide nal recommenda t ons for future serviceterms and condi t ons and forward to all par t es forfeedback by early 2017.

• Provide an RFP for taxicab service under new rulesand regula t ons by mid 2017 with newfranchise/permit/or other regulatory structure tobegin in 2018..

Aging,DisabilityBIDs, UsGroups

Expand Carshare pilotprogram.

• Scope and iden t fy funding for citywide rollout ofcarshare program, including point-to-point and

tradi t onal xed point service..

• Evaluate program. Implement a permanentprogram based on market demand.

13. Implement Transportation Demand Management (TDM) Programs Develop Transporta t onManagementOrganiza t ons (TMOs)..

• Work to develop a TMO in Hollywood usingexis t ng TMOs in Century City andWarner Center as models.

• Pursue the forma t on of addi t onal TMOs in otherkey employment areas such as Downtown andWest LA.

DCP

Improve rst mile/lastmile connec t ons..

• Develop program suppor t ng Metro report andiden t fy projects for funding.

• Develop a First Mile/Last Mile Connec t vityScorecard for development projects.

Metro, DCBOE, BS

Encourage bicycling forcity employees for

short-trips..

• Establish LADOT bike eet and improve bikestorage.

• Establish city employee bike eet and improvebike storage in Civic Center.

GSD,Personnel

Create access andegress strategies tomove people to andfrom major des t na t onsand events..

• Scope and iden t fy funding for program. • Secure funding and begin implementa t on. New andexis t ngeventvenues

Use technology to focuson special events andpeak hour periods..

• Implement commuter incen t ve programs u t lizingsmartphone technology.

• Expand exis t ng program as widely as possible. BSS

2015 2017 Partn



1. Prioritize Strategic Short- and Longer-Term Projects and Programs, and Streamline Project Delivery

Create a new StrategicCapital Planning Groupwithin LADOT..

• Develop sta ffi ng and resources plan forestablishment of Strategic Capital Planning Group.

• Fully sta ff and maintain Strategic Capital PlanningGroup.

CAO,Personnel

Iden t fy short-term andlong-term priorityprojects..

• Determine list of priority projects and match tofunding sources.

• Establish detailed cost es mates and iden fyfunding sources to implement s treet improvementprojects.

DCP, BOE,BSS, BSL

Implement a projectmanagement tool...

• Scope and iden fy funding for development ofproject management tool. Consider integra onwith NavigateLA and MyLADOT pla t orms..

• Implement project management tool with therelated systems support resources. Integrate withinternal communica on strategy.

BOE

Train employees tobecome e ff ec t veproject managers..

• Scope and iden fy funding for development ofproject management training program.

• Implement program and train all projectmanagement sta ff .

BOE

3. Improve Budget and Accounting Practices

Digit ze all accoun t ngdocumenta t on andreduce manual dataentry..

• Enlist Business Solu ons Group to help reorganizework ows to mesh with a digi zed online system,and enlist contractors to work with LADOT todevelop the digi zed system.

• Fully implement computerized accoun ng system. Controller'sOffi ce

2. Improve Communication and Access to Information to Support Decision-Making

Establish before anda f er data collec t onprotocols for allprojects..

• Develop evalua on measures (e.g. vehicle counts,speed surveys, pedestrian counts and bicyclecounts), determine gaps in data, iden fy resourceneeds, and implement protocols.

• Con nue data collec on and evaluateeff ec veness of protocols and process as needed.

Create dashboard totrack strategic planprogress..

• Create an implementa on guide for Strategic Planleads and an internal tr acking document.

• Hold quarterly mee ngs to track progress for eachgoal.

• Update the Mayor's dashboard with metricsconsistent with Strategic Plan..

• Re ne metrics as evalua on improves.• Hold quarterly mee ngs to track progress for each

goal.• Provide updates to the Mayor's dashboard.• Create Strategic Plan progress report.

.

Expand electronicaccess to departmentinforma t on andmaterials for eld sta ff ..

• Scope and develop user pro les, business rulesand hardware/so f ware support.

• Provide equipment and implement electronicaccess.

Work with safetyexperts in advance ofprojects to enhancedecision making anddecrease risk aversion..

• Develop standard protocols for devia ng fromdesign guidelines.

• Train all relevant sta ff in risk management andbest-prac ces re: engineering documenta on anddecision-making.

CityAt orney,CAO

Improve mechanisms to

communicate with CityA orney's O ffi ce..

• Establish regular mee ngs with City A orney'soffi ce to discuss recent case law, new designprac ces, and complex legal issues.

• Formalize regular mee ngs with City A orney'soffi ce, incorporate design and processimprovements, and evaluate e ff ec veness.

CityAt orney,CAO

2015 2017 Partners

A 21ST CENTURY DEPARTMENTA WELL RUN CITY:



4. Make LADOT a Great Place to Work in Order to Attract and Retain the Best Talent

Develop a careerdevelopment program..

• Develop guidelines to give sta ff breadth andexposure to di ff erent project types and subjectareas..

• Adopt guidelines and fully implement program. Personnel

Measure employeesa t sfac t on to targetareas for a en t on andimprovement..

• Conduct annual employee sa t sfac t on survey.Iden t fy one to two focus areas for improving sta ff sa t sfac t on, either from exis t ng benchmarks inthis plan or by crea t ng new benchmarks.

• Conduct annual survey and achieve improvementin 2015 focus area benchmarks.

Improve support ofdistrict engineering eldoffi ce sta ffi ng needs..

• Develop plan and funding mechanism toadequately sta ff eld o ffi ces based on workloadindicators.

• Implement sta ffi ng plan and performancemeasures for improved service delivery.

CAO,Personnel

Expand access tosupervisor trainingprograms.

• Provide opportuni t es for LADOT employees toa end cer t cate programs, including poten t al

use of leadership and training programs o ff ered bysister agencies.

• Train all managerial and supervisory sta ff . PersonnelLAFD, LA

BOE, LocUniversi

Plan ahead to achievesmooth transi t onswhen sta ff re t re andturnover.

• Develop and implement a sta ff succession plan,which includes sta ff evalua t ons and iden t fyingaddi t onal training needs, and developing aprotocol for knowledge transfer and overlap forkey posi t ons where preserving ins t tu t onalknowledge is crucial..

• Implement key areas of succession plan. Personnel

Encourage exchange ofdesign ideas.

• Init ate training sessions and/or seminars oncurrent topics, including sta ff discussion t me.

• Maintain a regular schedule of trainingopportuni t es, including opportuni t es open tosister agencies and Mayor/Council sta ff ..

5. Implement an Infrastructure Maintenance and Management Program

Develop an assetmanagement system toachieve opera t onaleffi ciencies and beproac t ve aboutmaintenance..

• Prepare budget request for asset managementsystem.

• Fund and begin implementa t on of assetmanagement system.

CAO

Con t nueimplementa t on of map-based electronic workorder system..

• Implement automated system to ini t ate and trackwork order requests for paint and signinstalla t ons, maintenance, and removals by eldcrews.

• Integrate GIS capabili t es to the work ordersystem.

6. Improve Coordination with Sister Agencies and Contractors

Develop plan forexpedited installa t onand maintenance ofstreet striping..

• Prepare budget request for labor, materials andequipment to achieve the goal of installing re-striping and pavement markings within 10 days ofstreet surfacing by Bureau of Street Services.

• Fund and implement program to ensure allstriping and re-striping is completed within 10days of resurfacing.

BSS

2015 2017 Partn

Use system for opera t onal e ffi ciencies inpriori t zing work ac t vit es, managing sta ff and nancial resources, proac t vely addressinginfrastructure maintenance, and mi t gat ng safetyrisks.

•

•



10. Improve Efciency of Enforcement Operations

Improve and enhancecommunica t ons

technology..

• Incorporate GPS technology to dispatch servicecalls through communica t ons CAD system, andintegrate ability to communicate withtra ffi c offi cers.

• All vehicles and hand-held devices are GPSenabled and integrated into the department'sCAD.

Implement "guided"enforcementtechnology..

• Expand guided enforcement to include pilotproject on t me-limit enforcement.

• Include all major commercial districts.

11. Ensure all Rail Crossings are in Compliance with Federal and/or State Directives

Spearhead crea t on ofmaster coopera t veagreements betweenthe City, external

agencies, and railroadpartners to iden t fypriority loca t ons and

jointly-implementprojects.

• Work with railroad agencies to scope and iden t fyfunding for a work plan addressing priorityloca t ons.

• Act vely par t cipate in Rail Industry endeavors topursue emerging technologies that enhance safety

at highway-rail at-grade crossings.

• Con t nue to scope and iden t fy funding for thework plan with railroad partners.

FRA, FTAFHWA,CPUC,Metro,Expo

AuthorityCityAt orney RailroadOwners aOperators

12. Improve Emergency Notication and Incident Response Procedures

Clarify roles,responsibili t es, andprocedures in managingemergencies andincidents.

• De ne emergency response posi t on descrip t ons,and meet with Sec t on Heads to discuss plan andiden t fy list of preliminary response personnel.

• Complete 8 to 10 Standard Opera t ng Proceduresfor LADOT Hazard Annexes.

• All employees trained in ICS 700, DSW. CERTTraining class for supervisors.

• Add addi t onal phone lines..

• Completed response manual and training for allDOC responders.

• Achieve 24/7 emergency response coverage.• Complete all Standard Opera t ng Procedures.• Department Func t onal Exercise includes

employee response, transit requests, taxirequests, and DOC & EOC response and ac t vat on.

EMD, LALAFD

Improve sta ff no t ca t on processwith system for massdelivery of emails andtext messages.

• Implement and test new internal no t ca t onsystem, including scalable alert no t ca t ons,simultaneous two way messaging, targetedno t ca t ons based on skill, loca t on, and access tocrit cal resources, and repor t ng tools for trackingemployee no t ca t on, responses and emergencyac t vity..

• Con t nue to test and build upon the no t ca t onsystem.

Develop Con t nuity ofOpera t ons Plan (COOP).

• Completed Dra f of COOP which iden t esessen t al func t ons (including sta ff , facilit es,communica t ons and technology) that may be

disrupted during hazards, emergencies and otherabnormal situa t ons..

• Final COOP. Training, Test and Exercise. EMD

Develop an Employeeand Family SupportUnit..

• Meet with HR and develop a preliminary plan forthe Unit.

• Develop procedures for Unit and beging training. EMD,Personnel

2015 2017 Part



13. Improve Infrastructure to be More Resilient During Emergency Events

Provide ba ery backupfor signals on city's

designated emergencyevacua t on routes.

• Scope and iden t fy funding. • Secure funding and begin implementa t on. GSD, LAFD,LAPD

Upgrade the ATSACCommunica t onsNetwork.


Improve infrastructureat DOT facili t es toensure con t nuity ofOpera t ons. .


14. Reduce Placard Abuse Through Tiered Access System and Placard Use Charges

Support legisla t on toreduce placard abuse.

• Dra f city council legisla t on and iden t fy fundingfor program.

• Pass legisla t on and secure funding for program. CLA, CityAt orney,StateLegislature

Con t nue s t ngopera t ons onfraudulent or misusedplacards.

• Increase s t ng opera t ons to 3 per area per month. • Increase s t ng opera t ons to 4 per area per month. LAPD, DMV

2015 2017 Partners

A 21ST CENTURY DEPARTMENTA WELL RUN CITY:



1. Improve Agency Identity, Transparency and Customer Service

Create a communica t onstrategy and providededicated sta ff toimplement it.

• Enhance exis ng communica ons strategy (pressand outreach strategy).

• Tailor communica on to audiences andneighborhoods. Incorporate youth and olderadults into strategies and messaging.

• Iden fy workforce and resource issues, andestablish one Principal Public Rela onsRepresenta ve and two Public Rela ons Specialists(one I and one II) posi ons for proac ve media andcommunity rela ons outreach..

• Hire sta ff and deploy enhanced strategies. CAO,Personnel

Create/reinstate LADOTliaisons to work withCouncil O ffi ces, Mayor'sOffi ce, and other

partners.

• Reinstate "Council Liaison" posi on inside LADOTand develop budget case for “community liaisons”assigned to district engineering o ffi ces.

• Fully implement district community liaisonfunc on and integrate into communica ons plan.

CAO,Personnel

Develop LADOTbranding strategy.

• Ensure LADOT brand is incorporated visibly inevery department program.

• All external products include easily iden ableLADOT logos.

2. Improve the Dissemination of Information to Stakeholders

Educate Council O ffi ces,Mayor's O ffi ce and thepublic on what servicesLADOT provides.

• Pilot LADOT presenta ons with stakeholders.Establish baseline measurements of e ff ec venessof external communica ons with stakeholders.

• Formalize annual council o ffi ce brie ngs onprojects and priori es.

Develop agency-wide,project-based outreachprocess.

• Ini ate project-based outreach. • Con nue to ini ate project outreach programs.

Create models andtemplates for all LADOTpublic outreachmaterials.

• Design LADOT-wide presenta on template for allpublic presenta ons.

• Create template to publish online LADOT "FactSheets" for individual details and milestones onindividual projects. Reformat fact sheets forexis ng projects to new template and post all factsheets on DOT intranet..

• Con nue to publish "one pagers," fact sheets, andother consistent brie ng materials for all majorLADOT projects and programs. Distribute throughNavigateLA and LADOT Internet.

Engage social mediamarketplace.

• Formalize social media plan and expand socialmedia presence of LADOT by increasing frequencyof posts.

• Use exis ng pla t orms and create others tomeasure e ff ec veness of externalcommunica ons.

• Iden fy funding for dedicated social media sta ff who would work closely with liaison sta ff onmessaging..

• Explore new advances in social media ac vi esand establish a full- me posi on for social media.

CAO,Personnel

Use technology andsocial media to informpeople about tra ffi c.

• Share necessary tra ffi c data to develop andintroduce "Apps" in conjunc on with privatepartners.

• Develop and test automated naviga on tools toeff ec vely route city eet vehicles to minimizetra ffi c delays, fuel consump on and emissions.

Develop a parking datasharing policy.

• Adopt LADOT internal policy on data sharing thattakes into account the cost to provide the dataand maintain the infrastructure..

• Evaluate e ff ec veness of the policy and modify asnecessary.

2015 2017 Partners

CUSTOMER SERVICEA WELL RUN CITY:



3. Improve Customer Service Satisfaction

Increase the usefulnessof exis ng “MyLADOT”request trackingpla t orm to improvecustomer service..

• Analyze current system for poten t alenhancements to be er support districtengineering eld o ffi ces.

• Expand system use among other func t onal areaswithin the department to improve coordina t on ofwork ac t vit es and responses to public servicerequests.

ITA

Improve District O ffi ceresponse mes forpublic requests..

• Respond to requests within 30 days and no t fycons t tuent of determina t on within 60 days.

• Improve response t mes, further consideringsta ffi ng and request levels.

Implement electronicplan review process fordevelopments andcapital projects..

• Pilot electronic process for the submi al andreview of geometric and tra ffi c signal plans forselect partners and programs.

• Based on results of pilot program, expandelectronic plan review process to addi t onalpartners and programs.

4. Improve Customer Service and Reduce Response Time for Parking Ticket Resolution

Incorporate industrybest prac ces andmaintain necessarysta ffi ng levels..

• Conduct sta ffi ng analysis study. • Implement new customer service protocols andmaintain necessary sta ffi ng levels.

Clearly communicateadjudica on policies,legal requirements andpayment op ons..

• Expand Parking Viola t ons Bureau website todisplay pictures, cita t ons and other per t nentinforma t on. Explore revisions to t cket design andformat.

• Implement customer service survey using pre-paidpostcards and online tools.

5. Revisit Parking Sign Design and Placement

Develop clearer parkingsign system for easierinterpreta on bymotorists..

• Develop new parking sign program and present tothe CA MUTCD Commi ee.

• Init ate new parking sign program Citywide. CityCouncil,and CAMUTCDCommi t

6. Improve Coordination Between Street Services and Parking Enforcement

Develop pilot programto link street sweeperswith parkingenforcement throughGPS..

• Scope and implement pilot program. • Review results of pilot program and expand toaddi t onal areas as appropriate.

BSS

2015 2017 Partn



Acknowledgements

Seleta J. Reynolds

Daniel MitchellTeam Leader

Eric Garcetti

LADOT

Consulting Team

Credits

LADOT General Manager

Mayor

LADOT gratefully acknowledges everyone who contributedto this e ort. This strategic plan was the work of manystakeholders and our sta including:

Manoochehr AdhamiPhil AkerDetrich AllenRobert AndalonBernie ApolonioNader AsmarTina BackstromBhuvan BajajLarry BickeSusan BokJeannine BrandsTomas CarranzaPauline ChanGeorge ChenSue ChenHansen ChewTim CongerLuz EchavarriaDevon FarfanTim FremauxBrian GallagherWayne Garcia

Bruce GillmanBrian HaleDavid HardieJose HernandezSelwyn HollinsJonathan HuiMichael HuntKen Hus ngArmen KamyshyanCrystal KillianJay KimBrian KolacinskiBrian LeeJames Le onLisa Martellaro-PalmerTamara Mar nChris ne MataSco MorrillMichelle MoweryZaki MustafaFreddie Nuno

Margot OcanasMedgar ParrishMony PatelJody PerezKimmi PorterCorinne RalphPatricia RestrepoCarlos RiosRene SaglesAram SahakianGreg SavelliDon SchimaBill ShaoJeannie ShenMichael ShimokochiSean SkehanGreta StanfordEric TaylorPaul TsanValerie WatsonDale WyrickEdward Yu

Bloomberg Associates

Sam Schwartz Engineering

This document was published with the support of theLADOT Communica ons O ce. All photos are courtesyof LADOT.



Great Streetsare coming...

...we are movinLos Angel

forward

Great Streets for Los Angeles

Documents

Transcript of Great Streets for Los Angeles