Great Streets For Los Angeles

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GREAT
STREETS
FOR LOS ANGELES
STRATEGIC PLAN
City of Los Angeles
Department of Transportation
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The City of Los Angeles is in the midst of a transformaton. We are changing our approach to
transportaton by building a system that ofers Angelenos multple optons for how to get around.
Examples of this transformaton are everywhere. Were opening new rail lines and planning protected
bike lanes. Were using technology to improve mobility, from interconnected trafc signals to real-tme
parking informaton. And were rethinking how we can use our streets as public spaces, through farmers
markets 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 our
citys circulaton system. We need them to also foster community by providing places to gather and enjoy.
This is why my frst executve directve created the Great Streets Initatve. It is part of my Back to Basics
agenda to create a stronger economy, a more livable LA, and a more efcient and efectve City Hall.
Great Streets are safe spaces that form the backbone of livable and atractve neighborhoods. Great
Streets provide gathering places to meet, to shop, and to spend tme with friends and family. Great
Streets give Angelenos more afordable and convenient access to jobs and amenites that are easily
accessible whether on foot, bike, transit, or in a car.
The Los Angeles Department of Transportaton is at the heart of bringing this vision to life in LA. This
strategic plan establishes the concrete steps that LADOT will take to accomplish this over the next few
years. It includes broad goals supported by specifc actons, all of which will make Los Angeles the safest
and most livable city in the naton. And, the plan will contnue to make LADOT a great place to work by
supportng staf development and providing learning opportunites. The department has a proven track
record of staf-driven innovaton, and this plan provides the framework for contnued success.
This strategic plan has my full support and refects my belief that we can provide prosperity for both
current residents and future generatons through smart investment, strong management, and forward-
thinking policies. I look forward to working with you and General Manager Seleta Reynolds on giving
Angelenos excellent choices for their transportaton needs. Together we are well on our way to building a
safer, 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 90012
www.lamayor.org @LAMayorsOfce
OFFICE OF THE MAYOR
CITY OF LOS ANGELES
Dear Fellow Angelenos,
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I am proud to present Great Streets for Los Angeles, the strategic plan for the Los Angeles Department
of Transportaton. This plan, the most far-reaching of its kind ever produced by the department, will help
guide us in delivering safe, comfortable streets that ease travel for all modes and give Angelenos a wide
array of transportaton choices to meet the needs of a thriving, growing city. This document focuses on
the goals set out by Mayor Eric Garcet and the City Council, and it refects an open and extensive dialog
among agency staf, city leaders, and policymakers to address the demands placed on our streets by
everyone who lives, works, and plays in Los Angeles.
A renewed commitment to safety centers the plan with the ambitous goal of reducing trafc deaths to
zero within 10 years. Almost half of the trafc fatalites on our streets today are people walking or
biking, and Los Angeles has double the natonal average rate of children and older adults who die while
walking. Each of these deaths represents a tremendous loss for families, neighborhoods, and our city. The
design of our streets can change these trends in a powerful and permanent way, partnering engineering
with enforcement, educaton and outreach.
Our streets are true public spaces which can draw people to visit local businesses, interact with their
neighbors, and build physical actvity into their daily lives. The annual cost of health care and lost
productvity due to obesity in Los Angeles County is $6 billion, and a quarter of our citys children are
obese. 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 transportaton burden on household
income and make our city more afordable. Complete, well-organized streets can also reduce up to 40
percent of greenhouse gas emissions from cars and trucks by enabling people to travel by other means
for short trips.
Achieving these outcomes requires a new playbook for street design and new priorites to manage
our roads efectvely. The plan calls for contnued investment in the latest technology, including the
Automated Trafc Control Surveillance and Control system (ATSAC), which allows us to efciently manage
trafc in real-tme. It also promotes economic development, beneftng our vibrant tourism industry
and keeping the Port of Los Angeles compettve by supportng the streets handling the heavy lifing of
freight movement. It obliges us to constantly upgrade the vital DASH transit service and to partner with
LA Metro make high quality transit available to all Angelenos. The plan points us to modern standards for
street design and prioritzes the creaton of Great Streets throughout the city. Finally, it calls on us to put
the best tools in the hands of our staf to streamline project delivery and to make LADOT a great place
to work. These strategies, among the many others across all areas of our work, will keep Los Angeles a
fourishing, prosperous city.
Sincerely,
Seleta J. Reynolds
General Manager
100 S. Main St. Los Angeles, CA 90012
www.ladot.lacity.org @LADOTofcial
DEPARTMENT OF TRANSPORTATION
CITY OF LOS ANGELES
Dear Angelenos:
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About the Plan
Contents
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39
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A SAFE CITY
GREAT STREETS FOR LA
A 21
ST
CENTURY DEPARTMENT
CUSTOMER SERVICE
A PROSPEROUS CITY
BENCHMARKS
A LIVABLE &
SUSTAINABLE CITY
Making our streets the safest in the nation
Conclusion
Introduction, mission, vision, and values
Improving quality of life by enhancing our
transportation system and reducing its impacts
Making LADOT an effective, well-equipped,
and resilient agency that is a great place to work
Providing Angelenos an open, reachable,
and responsive LADOT
This plan was developed with input from
over a hundred staf at all levels of the
department. It refects LADOTs collectve
voice and the departments vision to create
Great Streets for Los Angeles.
The goals, strategies, and benchmarks
of the plan are organized into four color-
coded sectons that refect the themes and
priority outcomes of Mayor Garcets
Back to Basics agenda.
A WELL RUN CITY:
A WELL RUN CITY:
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GREAT STREETS
FOR LA
This plan establishes a vision for LADOT to deliver
Great Streets for Los Angeles that will support
economic vitality and enhance quality of life
The Los Angeles Department of Transportaton is a major provider
of infrastructure and services that are vital to the prosperity and
livability of this city. One simple vision will propel our investments
and actvites into the future: creatng Great Streets for Los Angeles.
Great Streets encapsulates our vision for the citys 21st Century
transportaton system. It is a more inclusive system that provides
beter mult-modal choice, a system that can be sustained within
our means both economically and ecologically, and a system that
supports our economy by connectng places and creatng public
spaces.
The elements of this strategic plan will guide LADOT in creatng Great
Streets. Our perspectve on Great Streets extends from the edges
of 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 LADOT
contnue to be a world-class agency. We will innovate and implement
the latest technology, deliver services with pride and excellence
in customer service, atract and retain the best talent, and value
partnerships and demonstrate civic leadership.
LADOT leads transportation
planning, design, construction,
maintenance, and operations
in the City of Los Angeles. We
work together and partner
with other agencies to improve
safe, accessible transportation
services and infrastructure in
the city and region.
Professional integrity, honesty, and respect
We 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 to
clearly identfy issues, opportunites, and solutons.
We are highly resourceful and provide meaningful
optons to address problems. We have enthusiasm for
our work and a high level of talent and knowledge that
we share.
Delivery
We strive to deliver quality projects safely, on tme,
and on budget. We celebrate and communicate our
successes. We work with a sense of purpose and
dedicaton to the city and the customers we serve.
Accountability
We say what we mean, and we do what we say. Our
employees are trustworthy, honest, professional, and
fair. We are responsible stewards of public funds and
resources.
Mission Statement
Our Core Values
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Los Angeles will have a
transportation system that
gives people choices to support
a high quality of life and strong,
healthy communities, as well
as continued prosperity and
resilience for the region.
Vision Statement
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A SAFE CITY
Making our streets and communities the safest in
the nation
Great Streets are safe streets that can form the heart of atractve
neighborhoods. Mayor Garcet and LADOT are commited to
prioritzing community safety as a fundamental livability issue for LA.
In 2012, nearly 80 pedestrians were killed in collisions with motor
vehicles in Los Angeles, accountng for 40% of all deaths from trafc
crashes. Every person killed is one too many, and it is the goal of
LADOT to eliminate all trafc fatalites in the city by 2025. We have a
lot of work to do to realize this goal.
LADOT will improve the collecton and analysis of data about where
and why fatal collisions occur, and use this knowledge to implement
beter street designs that are safer for people traveling by all modes.
We will be a voice in the community, leading the development of
messaging and policies that address trafc crashes as a serious public
safety issue. Our eforts will be equitable, providing benefts to all
reaches of the city and for Angelenos of all ages.
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Our streets must be safe for
people traveling by all modes of
transportaton. Prioritzing pedestrians
and vulnerable users such as children
and older adults will enhance safety
for everyone, because streets that
are safe to walk on are also safe for
bikes, buses and cars. We will retroft
and reconstruct our streets using
both existng tools and pioneering
new design strategies such as
neighborhood slow zones.
Incorporate Safety for
Pedestrians into all Street
Designs and Redesigns
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a. Identfy safety-related
improvements that can be bundled
into infrastructure projects
b. Re-tme pedestrian signals to
comply with current standards
c. Expedite Safe Routes to School
program
d. Expand implementaton of LADOT
contnental crosswalks
Eliminate
trafc fatalities
in Los Angeles
by 2025.
Vision Zero captures our goal to
eliminate all fatalites. LADOT will take
actons to more systemically address
safety issues, and Vision Zero will
provide a framework for these actons.
Our eforts will be based on holistc
thinking and proven solutons that
consider the large variety of factors
that contribute to risk such as vehicle
types, locaton, and tme of day.
Adopt a Vision Zero Policy
and Develop an Action Plan 1
a. Adopt a Vision Zero policy and
mult-agency task force
b. Complete a comprehensive
pedestrian safety acton plan
c. Create a dedicated funding
mechanism to redesign intersectons
or streets for enhanced pedestrian
safety
d. Reduce the number of severe
injuries and fatalites on the top 10
prioritzed corridors
GOALS
& STRATEGIES
See pages 44-45 for more detail on
the strategies in this chapter and
the benchmarks LADOT will use
to measure progress toward
implementng them.
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e. Expand toolbox for street designs
f. Implement Leading Pedestrian
Interval (LPI) to give people a head
start to cross the street
g. Implement turn improvements
to reduce conficts between
pedestrians and vehicles
Contnental crosswalk markings have 2-foot wide stripes painted
perpendicular to the directon of vehicle trafc. They are now the
LADOT standard for all crosswalk markings.
Safety studies have concluded that these markings signifcantly
improve the visibility of crosswalks and are more efectve in
promptng drivers to consistently yield the right-of-way to pedestrians.
There are 19,880 marked crosswalks in the city, and more than 100
have already been repainted with the contnental markings. At a
cost of $10,000 on average per crosswalk, we will work to identfy
resources to implement more contnental crosswalks citywide. As part
of this Strategic Plan, LADOT plans to install contnental crosswalks
within 10 days of repaving projects and to identfy an additonal 100
new priority locatons for applying contnental crosswalk treatments.
Continental Crosswalks
Making a mark on safety one stripe at a time
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a. Improve data collecton and analysis
to target high-crash locatons
citywide
We all have a part to play in helping
achieve the goal of zero trafc
fatalites. Using outreach and
messaging campaigns, LADOT will
be the leading voice to encourage
safe and courteous behavior on the
street that will save lives and prevent
injuries.
Conduct Outreach Citywide
to Advance Vision Zero Goal
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a. Launch new safety campaigns with
Vision Zero messaging
b. Identfy additonal funding for safety
campaigns
c. Coordinate communicatons on
safety issues
We will improve our capacity to use
data to identfy safety hazards and
top crash locatons, and address them
in a systematc way. In creatng a
unifed data program we will develop
consistent metrics to evaluate the
efectveness of our crash-reducton
eforts and establish baseline data
to track overall progress toward our
vision of eliminatng all fatalites.
Collect Data Consistently
and Uniformly 3
GOALS
& STRATEGIES
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Motor vehicle crashes are a
signifcant public safety concern
in Los Angeles. They are the third
leading cause of preventable death
in LA County, and the single highest
cause of death for children ages
one through four. Over the past few
years there have been an average
of 82 fatal pedestrian collisions per
year. We must achieve a downward
trend in these numbers.
annual pedestrian fatalites
percentage of fatal crashes
involving pedestrians
Crashes are partcularly deadly for
pedestrians, who account for 44%
of all trafc fatalites in the city.
Speed reducton is an important
strategy to reduce the likelihood
and severity of crashes, especially
for pedestrians. 95% of pedestrians
survive in a collision when hit by
cars traveling 20 mph or under,
but 85% of pedestrians arekilled
in collisions where vehicles are
traveling 40 mph.
SAFETY
FACTS
44%
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2012 11 10 09 08 07 2006
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Safe Routes to School
LADOT is expeditng our Safe Routes to Schools Initatve to provide
targeted safety improvements at schools with high collision rates. This
efort will examine collision histories around the citys elementary and
middle schools and create a list of 50 schools that will be prioritzed
for safety improvements.
LADOT will conduct a thorough study for each school that includes
outreach to principals, parents, and other interested partes. We
will collect and analyze data on trafc conditons and student travel
paterns to support our work.
By fall 2017, short term improvements, such as new school crosswalks,
new trafc signals and signal tming, and new speed reducers will be
completed or under development for all 50 schools identfed. This
work will include trafc calming projects such as sidewalk installaton
and extensions, pedestrian islands, and raised medians.
These new eforts will complement our existng work, including
producing Safe Routes to School maps for every Elementary School
within the Los Angeles Unifed School District (LAUSD).
Improving trafc safety for all Angelenos, especially our
youngest pedestrians
other
fatal crashes
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A LIVABLE &
SUSTAINABLE
CITY
Improving quality of life by enhancing our
transportation system and reducing its impacts
A successful transportaton network connects people and supports a
high quality of life, allowing Angelenos to easily access employment,
educaton and entertainment. But as LAs economy grows, increased
travel puts more pressures on the citys infrastructure and environment.
Trafc congeston impacts the movement of people and goods, and
emissions from motor vehicles negatvely afect air quality and public
health.
LADOT will increase Angelenos mobility in a balanced and sustainable
way, while supportng a high quality of life in neighborhoods across
the city. We will be leaders in building great streets that provide safe,
afordable, and atractve facilites for a diverse range of users and travel
modes. Our actons will improve the efciency of our streets, enhance
public transit, and expand choices for travel by bike. New technologies
will also improve the experience of parking and manage peak demands.
These eforts will allow the millions of people and vehicles that fow
through LA to reach destnatons with greater ease and fewer impacts.
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Create a Neighborhood
Trafc Calming Program 2
a. Establish an applicaton-based
program for implementng
neighborhood trafc calming
measures
b. Establish a proactve neighborhood
trafc management program,
using funds from gas taxes and
development impact fees
c. Insttute a program for slow zones
in targeted areas
GOALS
& STRATEGIES
Create a
balanced
transportation
system that
provides safe
and convenient
facilities for all
users and all
modes.
LADOT will be a leader in realizing the
Citys Great Streets initatve, working
together with city agencies and
community partners to implement
short-term improvements on the frst
15 Great Street corridors identfed
one for every council district in LA.
Local streets form the core of LAs
neighborhoods. LADOT will create an
applicaton-based program to improve
the quality of life on these streets
through measures to reduce speeding
and congeston. These streets will be
more peaceful places to live, safer for
children to play, and more conducive
for neighbors to build community.
Create Great Streets for
Los Angeles 1
a. Coordinate and implement the
Citys Great Streets initatve to help
achieve Mayors goals
b. Establish Great Streets art, design,
and cultural placemaking program
implementng them.
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a. Improve connectvity and comfort
level for cyclists on existng and
planned facilites
b. Build out LA River path by 2020
c. Implement toolbox of expanded
LADOT design standards for bicycle
facilites within the agencys Manual
of Policies and Procedures (MPP)
Create and Maintain
an Interconnected and
Effective Bicycle Network
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DASH Bus Service
Although our city has a climate and
terrain that make it ideal for bicycle
travel, beter infrastructure is needed
to grow bike ridership. LADOT will
build a more connected network
of on-street and of-street bicycle
facilites in coordinaton with the
Mobility Plan 2035, and expand our
toolbox of optons to increase safety
with designs like protected bike lanes
and bicycle boulevards.
LADOT operates the second largest bus service in LA County. The
Commuter Express moves people traveling to work, DASH buses help
make short hops around your neighborhood, and CityRide serves our
older adults. We carry over 82,000 passengers every day and complete
25 million trips per year.
We are commited to using the latest technology to improve our
performance to stay on schedule. As part of our strategy to make city
services more accessible, real tme informaton is now available via
computers and mobile devices to let you know when the next bus
is coming. We are also working to deploy more electronic message
boards at bus stops to display coordinated bus arrival informaton for
multple transit agencies. The Transit Access Pass (TAP) card already
enables convenient access to all of our services with one card, and we
are exploring how to expand electronic payment optons to make it
even faster and easier to board the bus.
LADOT bus services focus not only on improving quality of life for our
riders, but also on reducing our environmental footprint. Our entre
Commuter Express feet runs on Compressed Natural Gas (CNG) which
substantally reduces air polluton. Also, as outlined in this plan, our
goal is to have all our buses equipped with bike racks so that people
can expand their use of these more sustainable modes of travel.
Frequent, inexpensive, and convenient bus service in Downtown
and in 27 neighborhoods across LA
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a. Establish bicycle parking at transit
hubs, including bus stops with high
ridership
b. Install bike racks on new LADOT
DASH and Commuter Express buses
c. Support the initatves of transit
agencies to install bike racks on
buses
In cites across the country, from
Boston to Denver, bike share has
become a successful and popular new
form of mobility. Bike share will give
Angelenos and visitors access to a bike
when they want one, without having
to worry about storage, security, and
maintenance. LADOT will work with
Metro to develop a targeted citywide
program.
By collectng more data more
consistently, we can identfy where
needs exist, and to demonstrate
how our investments are efectve in
increasing walking and bicycling.
Implement a Regional Bike
Share System
Improve Data Collection on
Walking and Bicycling
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Creatng more seamless connectons
between diferent travel modes
makes the network stronger and more
useful. We will improve bike parking
at bus stops and rail statons, and be
a leader in equipping our buses with
bike racks.
Improve Bicycle Access
Across all Transit Systems 4
a. Work closely, cooperatvely, and
openly with Metro on rollout of the
system. Coordinate Metro eforts
with those in LADOTs Integrated
Mobility Hubs program
a. Conduct annual pedestrian and
bicycle counts
GOALS
& STRATEGIES
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a. Implement Metros countywide
Bus Rapid Transit (BRT) route plan
within 5 years and Transit Enhanced
Network (TEN) as outlined in the
adopted Mobility Plan 2035
b. Evaluate the need for potental
new DASH routes and develop a
prioritzed list of new services
a. Develop programs that bring new
users into the system
b. Develop program for bike friendly
business districts
LADOT will work with Metro to
implement Bus Rapid Transit (BRT)
as a cost-efectve way to improve
the speed, reliability, and capacity of
bus service in LA. We will also work
to refne our DASH bus lines, fnding
opportunites create new routes and
improve service.
As the LA region contnues to grow,
so too does the role of bus transit in
providing mobility. We will expand the
ability for people to access our bus
networks with more Park and Ride
optons and beter transfers to other
transit services.
LADOT will work to make the journey
by bus comfortable and convenient
from door to door. We will display
real-tme bus arrival informaton,
enhance the quality and comfort of
stops, and expand electronic payment
optons to make it faster and easier to
board the bus.
Expand the Network of Bus
Services and Dedicated Bus
Facilities
Improve Regional
Connectivity to Bus
Services
Enhance The Experience Of
Bus Passengers
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a. Modify existng DASH service to
beter serve regional transit statons
b. Increase access to LADOT Commuter
Express routes by expanding the
Park and Ride network
a. Expand coordinated, real-tme,
mult-agency bus arrival informaton
system and electronic message
boards
b. Coordinate with partner agencies
to improve the quality of bus stops
with amenites
c. Use technology to expand transit
fare payment optons
We will work to actvely atract
Angelenos to give biking a try, as a
healthy, afordable, and sustainable
way to get around LA.
Promote Walking and
Bicycling Through
Community Partnerships
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Reduce drive alone trips through enhancing travel
for people who walk, roll, bike, and ride.
In coordinaton with the Mobility
Plan 2035, LADOT will work to
improve the fow of vehicles on our
streets by thoughtully managing and
appropriately allocatng the available
space from curb to curb. Through
beter management of loading and
deliveries, and keeping trucks moving
on designated corridors, goods and
freight will reach their destnaton
more efciently.
Improve the ow of
Passenger and Freight
Trafc
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a. Implement the Vehicle
Enhancement Network (VEN)
outlined in Mobility Plan 2035
b. Reevaluate peak-hour parking
restrictons in areas where curbside
lanes are not used as a legitmate
travel lane
c. Launch an advanced modeling
simulaton system, customized to
manage trafc for special events in
LA
d. Develop a freight management
work program to reduce congeston,
especially during peak hours
e. Designate routes for freight vehicles
on city streets in coordinaton with
Caltrans
f. Develop targeted solutons to stop
illegal freight staging practces
g. Create a program for paid
commercial loading zones
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a. Promote the development of
Transportaton Management
Organizatons (TMOs)
b. Improve frst mile/last mile
connectons
c. Encourage bicycling for city
employees for short-trips
d. Create access and egress strategies
to move people to and from major
destnatons and events
e. Use technology to focus on special
events and peak hour periods
LADOT is working to make parking
smarter and easier. By using dynamic
pricing that is adjusted based on
demand, and by providing real-tme
informaton on where spaces are
open, people will be able to more
reliably fnd an open space where and
when it is needed.
a. Support and expand LA Express
Park to improve parking availability
through demand-based pricing and
parking guidance
b. Facilitate the shared use of
privately-owned of-street parking
facilites
c. Reassess use of Special Parking
Revenue Fund (SPRF) surpluses to
reinvest revenue in improvements
to of-street parking facilites and
new parking technology
To keep up with the increase in actvity
as our city thrives and prospers,
LADOT will pursue ways to manage
demands on our transportaton
networks. We will improve the frst/
last mile access to destnatons by
non-driving modes, and encourage
Transportaton Demand Management
(TDM) strategies such as using
incentves to reduce trafc at peak
tmes.
Implement TDM Programs
Increase the Availability of
Parking and the Efciency
of its Use
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GOALS
& STRATEGIES
Expand Access to Non-
Ownership Models of
Vehicle Mobility
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Car sharing and taxis ofer Angelenos
access to a car when required,
without having to worry about the
costs of parking, maintenance, and
ownership. Having access to a shared
vehicle helps support a mult-modal
lifestyle that includes getng around
on foot, by bike, by transit, and
sometmes by car too.
a. Improve transit-taxi interactons for
modal points
b. Expand hail a cab program citywide.
c. Identfy potental permitng
methodologies that can achieve
equitable taxi service and enhance
quality of life for customers and
drivers
d. Expand carshare pilot program
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d. Conduct outreach to revise existng
Preferental Parking District (PPD)
policies in order to beter integrate
the needs of all stakeholders in a
neighborhood parking plan
e. Update policies and guidelines for
accessible parking in residental
areas
Accommodatng alternatve fuel
vehicles not only directly benefts the
quality of the air we breathe, but it is
also an important step in encouraging
innovaton and supportng the
widespread adopton of new
technology.
Support Alternative Fuel
Program in Parking Facilities 15
a. Implement electric vehicle charger
program in city-owned parking
facilites
Through the LADOT People St program, communites can transform
underused areas of LAs largest public assetour 7,500 miles of
city streetsinto actve, vibrant, and accessible public space. Three
innovatve types of projects are available: Plazas, Parklets, and Bicycle
Corrals. These projects also encourage increased levels of walking and
bicycling, all the while supportng economic vitality.
People St ofers an applicaton-based process for community partners
to receive approval to install these amenites. Community partners can
build neighborhood support for projects like these, helping provide
and fund long-term management, maintenance, and operatons.
People St projects are afordable, can be completed in months rather
than years, and provide immediate benefts to communites.
Pedestrian-centered activity is shown to foster a greater
sense of community, and local businesses benet as more
pedestrians frequent neighborhoods that accommodate them
People St
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A 21
ST
CENTURY
DEPARTMENT
Making LADOT an effective, well-equipped, and
resilient agency that is a great place to work
A WELL RUN CITY:
Achieving the ambitous goals in this plan requires a strong and
capable agency. LADOT will strengthen its capacity for planning,
management, and coordinaton to deliver projects on-tme and
on-budget. We will increase our abilites to collect and use data to
identfy problems, enhance decision making, improve service delivery,
and track our progress and performance.
Our physical infrastructure is the backbone of the city and we will
work to keep it in service and make it more resilient to disruptons.
Through a stronger focus on asset management, we will beter
maintain, renew and rebuild, and invest in new technologies that will
provide for the needs of a growing and prosperous city.
Creatng Great Streets and a great department is only possible
through the hard work of great people. By supportng staf with the
necessary resources, equipment, and professional development
opportunites, LADOT will be a great place to work that atracts and
retains top talent.
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c. Implement a project management
tool to beter assist staf
d. Train employees to become efectve
project managers through project
management and cost accountng
training
GOALS
& STRATEGIES
Invest in our
people and our
infrastructure.
Be a great
place to work.
Achieving the ambitous goals in
this plan requires renewing how our
department selects, designs, and
implements projects. Strong planning
will guide our policies into practce,
and efectve management will deliver
our projects and programs to the
public on tme and on budget.
Prioritize Strategic
Short and Longer-Term
Projects and Programs,
and Streamline Project
Delivery
1
a. Create a new group within
LADOT to set agency priorites, by
identfying project opportunites
and overseeing the implementaton
of transportaton projects, including
those outlined in the Mobility
Element
b. Identfy short-term and long-term
priority projects and develop
implementaton strategy
implementng them.
27
a. Establish before and afer data
collecton protocols for all projects
b. Create a dashboard to track strategic
plan progress
c. Expand electronic access to
department informaton and
materials for feld staf
d. Work with safety experts in advance
of projects to enhance decision
making and decrease risk aversion
e. Improve mechanisms for staf to get
feedback on legal issues through the
City Atorneys Ofce.
Improve Communication and
Access to Information to
Support Decision-Making
2
LA Express Park
More data and greater exchanges of
informaton will help our agency to
more quickly identfy issues, to track
the efectveness of our actons, and
to make sound decisions that are
grounded in fact.
LA Express Park began in 2012 and has changed the way people park
in Downtown Los Angeles. The program uses in-ground sensors to
notfy drivers in real-tme where parking is available, and also adjusts
parking prices based on demand. Rates increase when parking
demand is high and decrease when the parking demand is low.
Together, these two features improve customer service, helping make
sure there is always a space available when you need it.
LA Express Park also helps improve trafc fow and reduce fuel
consumpton by quickly guiding drivers to available on-street and of-
street spaces, rather than having people circle the block searching for
a space.
The program is available in Downtown LA and in the area bounded
by the 10 & 110 freeways, Adams Boulevard, and Alameda Street. LA
Express park is expanding to Hollywood, and is expected in Westwood
Village and Venice by 2017.
Making parking faster, smarter, and easier
28
a. Develop an asset management
system to achieve operatonal
efciencies and be proactve about
maintenance
b. Contnue implementaton of a
complete map-based electronic
work order system
a. Develop a career development
program that provides staf with
exposure to diferent facets of the
agency
b. Measure employee satsfacton
to target areas for atenton and
improvement
c. Improve support of district
engineering feld ofce stafng
needs
d. Expand access to supervisor training
programs
e. Plan ahead to achieve smooth
transitons when staf retre and
turn over
f. Encourage exchange of design
ideas among LADOT divisions and
employees
Our people are our biggest resource.
We depend on their talent and ideas
to keep the department running.
Making LADOT a great place to work
means supportng staf with the
resources they need, and ofering
opportunites for career development.
With tens of thousands of signs and
thousands of trafc signals, LADOT
requires a system to track where and
when our atenton is needed. By
knowing more about the conditon of
our assets, we can identfy required
resources, be more efcient about
how we schedule work, and stay
ahead of the curve on repairs.
Make LADOT a Great Place
to Work In Order to Attract
and Retain the Best Talent
Implement an Infrastructure
Maintenance and Management
Program
4 5
a. Digitze all accountng
documentaton in an accessible,
central electronic library, and create
systems to reduce manual data
entry by the accountng group
Improving our internal operatons
will allow us to be more efcient,
run more smoothly, and focus on our
mission of improving transportaton
in LA.
Improve Budget and
Accounting Practices
3
GOALS
& STRATEGIES
29
a. Improve and enhance
communicatons technology
b. Implement guided enforcement
technology to improve compliance
and enforcement efciency
New technology to communicate
with Trafc Ofcers will assist them
with identfying violators and will help
make our work to enforce trafc and
parking laws more efectve.
We will retroft and replace our
parking meters to ensure they operate
reliably and ofer customers the ability
to use new and emerging payment
optons.
a. Install new automated technology
to reduce operatonal costs and
improve management capabilites
at all LADOT operated facilites,
including revenue control
equipment, remote monitoring, and
real-tme parking availability
b. Conduct seismic and ADA review
of existng structures and upgrade
them as necessary
c. Develop and install standardized
signs
a. Develop plan for expedited
installaton and maintenance of
street striping associated with
pavement preservaton projects
Maintenance and upgrades are a
sensible way to preserve and enhance
the value of our existng investments.
Improved equipment and beter signs
in parking facilites will give them a
new lease on life.
Developed over 30 years ago for
the Olympic Games, ATSAC has
been a natonally recognized and
award-winning leader in developing
one of the natons pioneering and
most extensive real-tme trafc
management and trafc signal control
centers. It is now tme to invest to
make sure our system stays modern
and secure.
Maintain and Upgrade Parking
Facility Infrastructure
Ensure ATSAC Remains the
Nations Leading Trafc
Management System
8
7
a. Relocate and modernize ATSAC
Center
b. Develop an ATSAC disaster and
recovery plan including a backup
system architecture and secondary
ATSAC Center
c. Develop a new digital ATSAC Camera
System Network to replace the
existng aged analog video network
d. Integrate Cyber Security Operaton
Center (SOC) functonalites into
ATSAC operaton as directed by
Citys Cyber Intrusion Command
Center (CICC) for Tier 1 City
Departments
Coordinatng closely with our partners
will help projects come together more
seamlessly.
Improve Coordination
with Sister Agencies and
Contractors
6
Upgrade Metered Parking
Systems to Reect Current
Technologies
9
a. Upgrade existng mult-space meters
with new technology
b. Implement a 7-year rolling meter
upgrade cycle
Improve Efciency of
Enforcement Operations
10
We are
investing in
technology
to deliver our
services more
efciently
and to
better serve
Angelenos.
30
a. Clarify roles, responsibilites,
and procedures in managing
emergencies and incidents
b. Improve staf notfcaton process
with system for mass delivery of
emails and text messages
c. Develop Contnuity of Operatons
Plan (COOP)
d. Develop an Employee and Family
Support Unit that will support
and facilitate the communicaton
between employees and their
families during a disaster
LADOT is coordinatng with many
partners to come up with a work
plan to upgrade rail crossings with
technology like connectons between
trafc signals and railway crossing
gates. This efort will improve
conditons for all users at these
potental confict points.
Ensure All Rail Crossings
are in Compliance with
Federal and/or State
Directives
11
a. Spearhead creaton of master
cooperatve agreements between
the City, external agencies, and
railroad partners to identfy priority
locatons and jointly implement
projects
GOALS
& STRATEGIES
It is critcal to maintain transportaton
infrastructure during emergencies and
incidents. By planning ahead for these
potental disruptons, LADOT will be
ready to respond quickly and manage
situatons efectvely.
Improve Emergency
Notication and Incident
Response Procedures
12
By investng in backup systems and
strengthening points of possible
weaknesses in our infrastructure,
LADOT will be beter equipped to
maintain essental services during
emergency situatons.
Improve Infrastructure to
be More Resilient During
Emergency Events
13
a. Provide batery backup for signals
on citys designated emergency
evacuaton routes
b. Upgrade the ATSAC Communicatons
Network that serves emergency
evacuaton routes, partcularly at
relevant ATSAC Hubs
c. Improve infrastructure at LADOT
facilites to ensure contnuity of
operatons
31
The misuse of parking placards is
not only unfair to others, but also
illegal. LADOT supports revisions to
the current placard system to make it
more fair, and also address abuse of
the system through enforcement.
a. Support legislaton to reduce
placard abuse
b. Contnue stng operatons on
fraudulent or misused placards
Reduce Placard Abuse
Through Tiered Access
System and Placard Use
Charges
14
LADOT Staff Survey
Great Streets are created by great staff
Creatng a great place to work underpins our success in delivering
this Strategic Plan. Recently, LADOT employees completed a survey to
gauge their job satsfacton and level of engagement.
The results indicate that people understand what is expected of
them and believe they are empowered to do what they do best.
Succession planning as our workforce ages and matching resources
to work plans are both key concerns. Actons in this Strategic Plan
identfy strategies to improve these areas.
This survey strengthens our commitment to investng in the people
and resources that epitomize a 21st Century Department. To see all
the eforts we have planned, turn to page 53 and see the benchmarks
under goal 4.
32
33
CUSTOMER
SERVICE
Providing Angelenos an open, reachable, and
responsive LADOT
From trafc lights and taxicabs to trafc ofcers and parking
enforcement, the work of LADOT is far-reaching. To beter serve
our wide range of customers, we will create a stronger team to
communicate the roles and responsibilites of LADOT and the services
available to the public. By building on the success of the People
St program, and expanding our applicaton-based neighborhood
improvement programs, we will increase opportunites for actve
community partcipaton in creatng a greater city.
To help people make more efcient travel choices, we will broadcast
more tmely and relevant informaton on trafc, transit, and parking
conditons, and disseminate our data to leverage the skills of
community partners in developing mobile applicatons and other
leading informaton technologies.
At the same tme, the eyes and ears of Angelenos remain an
important resource to identfy where issues exist and atenton is
required. We will improve the usefulness of reportng tools like
MyLADOT, and work to reduce response tmes for service requests
and resoluton tmes for parking tckets.
A WELL RUN CITY:
34
a. Educate Council Ofces, Mayors
Ofce, and the public on what
services LADOT provides
b. Develop agency-wide, project-based
outreach process
c. Create models and templates for all
LADOT public outreach materials
d. Engage social media marketplace
e. Use technology and social media to
inform people about trafc incidents
and to encourage alternate travel
routes and modes
f. Develop a parking data sharing
policy
Improve the Dissemination of
Information to Stakeholders
2
GOALS
& STRATEGIES
Capitalize on
available and
emerging
technologies to
provide timely
and useful
information to
the people of LA.
We have an important mission and
strong vision at LADOT. We want the
public to know how we contribute to
making LA a safe, livable, sustainable,
and prosperous city, and report on
how we are doing in achieving our
goals.
By publicizing what we do, people will
be able to more easily fnd and access
the services that LADOT provides.
Sharing accurate and up to date
informaton will help create powerful
tools to make beter decisions about
travel and parking. With unifed
outreach materials, our messages will
reach more Angelenos more ofen.
Improve Agency Identity,
Transparency, and
Customer Service
1
a. Create a communicaton strategy
and provide dedicated staf to
implement it
b. Create/reinstate LADOT liaisons to
work with Council Ofces, Mayors
Ofce, and other partners
c. Develop LADOT branding strategy
implementng them.
35
a. Increase the usefulness of existng
MyLADOT request tracking
platorm to improve customer
service
b. Improve District Ofce response
tmes for public requests
Improve Customer Service
Satisfaction
3
Online Service Portals
LADOT receives thousands of requests
each year and we are working to
make it easier to report issues. Using
MyLADOT, we will be able to track our
progress on resolving requests and
monitor our performance on reducing
response tmes.
LADOT has taken a leading role to improve customer service by
developing a number of online service systems. In partnership with
the Bureau of Street Services, LADOT developed the Special Events
website (specialevents.lacity.org). The site pulls together a calendar
of special events based on existng permits, handles new permit
applicatons, and provides a database that supports efectve mult-
agency coordinaton for event management.
MyLADOT (myladot.lacity.org) is an online service request system that
can be conveniently accessed by smartphone, tablet, or computer. The
system provides customers with email updates, and a simple interface
to report a problem, including a map to precisely identfy the locaton
and the ability to upload photos to show exactly what needs atenton.
TEAMS, provides a fully automated system for managing temporary
no-parking requests from the flm industry, for utlity installatons, and
from the public.
Investng in these tools streamlines our operatons so we can be more
responsive to customer requests.
Making it easier to access City Hall services
36
While no one likes getng a parking
tcket, LADOT will work to make the
process of paying, disputng, and
resolving a tcket as straightorward as
possible.
To reduce parking violatons and
eliminate confusion we will explore
designs to make parking signs more
clear and intuitve.
GOALS
& STRATEGIES
Revisit Parking Sign Design
and Placement 5
a. Develop clearer parking sign
system for easier interpretaton by
motorists
LADOT will explore new technologies
to use real-tme tracking and
informaton sharing that can reduce
the duraton of disruptons caused by
street sweeping and other work.
Improve Coordination
Between Street Services
and Parking Enforcement
6
a. Develop pilot program to link street
sweepers with parking enforcement
through GPS
Improve Customer Service
and Reduce Response
Time for Parking Ticket
Resolution
4
a. Incorporate industry best practces
and maintain necessary stafng
levels
b. Clearly communicate adjudicaton
policies, legal requirements, and
payment optons
37
Trafc Signal Repair
Our feld crews maintain over 4,600 signalized intersectons in the City
of Los Angeles and are responsible for rapidly responding to trafc
signal repairs.
Beneath the surface of the street, skilled workers also manage
and maintain 64,500 trafc detecton loops that monitor vehicle
volumes. These sensors allow us to observe trafc paterns, and act
as the electronic eyes and ears of LADOTs ATSAC. This technology
allows trafc signals to be adjusted in real tme, which advances
the departments goals of providing a responsive and adaptve
transportaton system for our customers.
In additon to signal work, our crews are busy responding to
maintenance requests, paintng pavement markings, striping curbs,
and postng signs, amongst other many other agency responsibilites.
We are lighting up the way ahead
38
31
39
A PROSPEROUS
CITY
Creating world-class streets that promote a world-
class economy
A prosperous city needs Great Streets, and Great Streets are coming
to Los Angeles. This strategic plan serves as a road map for LADOT
to improve pedestrian safety, enhance mobility for those on buses
and bikes, relieve congeston and parking woes, and enhance the
efciency of freight movement in LA. Making our streets safer, more
livable, and more sustainable will lead to greater economic vitality for
Los Angeles as a whole.
The streets of a city are its front door to the world and the place
where public life and private enterprise connect. Improvements to
streetscape and transportaton networks in places like New York City,
San Francisco, and Portland demonstrate the direct links between
these investments and economic prosperity. Streets with pedestrian
plazas and protected bike lanes in New York see increased retail sales,
and streets in San Francisco with dynamic parking and carsharing
have seen improved access and mobility in commercial districts.
In Los Angeles, we too can transform our streets into Great Streets
by working together to achieve the goals, strategies, and benchmarks
identfed in this strategic plan.
40
Residents, visitors, and businesses will nd that
Great Streets are welcoming streets that encourage
commerce and community connections.
Beter customer informaton
through the disseminaton of
real-tme informaton will help
individuals and businesses
make beter travel decisions.
Modernized and well-
maintained infrastructure
will improve the reliability and
resilience of our transportaton
system to disruptons and keep LAs
economy moving through the 21st
Century.
Safer streets for walking
and biking will increase
foot trafc and support
commercial actvity.
41
More mobility choices such bike
sharing and carsharing, will provide
access to people, places, and jobs.
Improved fow of freight trafc
will support the proftability
and productvity of businesses,
and increase the availability
and afordability of goods.
Vibrant and prosperous neighborhood
business districts, a goal of Great Streets
corridors and People St initatves, will support
our economy, both by connectng places and
by creatng new neighborhood destnatons for
people to visit, see friends and family, and shop.
Efcient parking and loading
optons will improve access to
businesses and destnatons.
42
BID
BOE
BOS
BSL
BSS
CAO
CHP
CLA
CPUC
DCA
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 Sanitaton (Department of Public Works)
Bureau of Street Lightng (Department of Public Works)
Bureau of Street Services (Department of Public Works)
Ofce of the City Administratve Ofcer
California Highway Patrol
Ofce of the Chief Legislatve Analyst
California Public Utlites Commission
Department of Cultural Afairs
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 Administraton
Federal Railroad Administraton
Federal Transit Administraton
General Services Department
Informaton Technology Agency
Los Angeles County Department of Public Works
Los Angeles Fire Department
Los Angeles Police Department
Los Angeles School Police Department
Los Angeles Unifed School District
Los Angeles County Metropolitan Transportaton Authority
California Ofce of Highway Safety
Port of Los Angeles
Glossary
BENCHMARKS
The tables on the following pages list the benchmarks
that LADOT will use to measure progress toward
achieving its goals and implementng the strategies of this
strategic plan.
43 43
44
1. Adopt a Vision Zero Policy and Develop an Action Plan

Adopt a vision zero
policy and mult-agency
task force.
Develop a Vision Zero policy to eliminate trac
fatalites in the City of Los Angeles by 2025 and
present it for adopton by the Mayor and City
Council.
Establish an interagency task force for
implementaton.
Identfy high injury networks for all modes and
develop crash proles.
.
Begin and complete implementaton of prioritzed
list of Vision Zero projects.
Reduce trac fatalites in the City of Los Angeles
by 20% from 2014 levels.
BOE, BSL, BSS,
DCP, DPH,
LAFD, LAPD,
LAUSD,
Metro

Complete a
comprehensive
pedestrian safety acton
plan.
Pursue funding and technical resources including
FHWAs Focus City support.
Establish dedicated funding for Ped Safety Acton
Plan and street redesigns for priority locatons
(separate from any Measure R funding).
.
Complete Pedestrian Acton Plan and begin
implementaton.
FHWA, BOE,
BSL, BSS,
DCP, DPH,
LAFD, LAPD
LAUSD, Metro
Create a mechanism for
dedicated funding to
redesign intersectons
or streets for enhanced
pedestrian safety.
.
Secure listng and estmated costs for funding
request as part of annual budget.
Reexamine standards, warrants, and policies for
current applicability.
Secure dedicated funding for street safety
improvements.
BOE, BSL, BSS,
CAO, Metro

Reduce the number of
severe injuries and
fatalites on the top 10
corridors.
Identfy the top 10 priority corridors with the
highest number of severe injuries and fatalites.
Identfy the related safety countermeasures and
funding.
Implement countermeasures in top 10 corridors.
BOE, BSL, BSS,
CAO, LAPD,
LAUSD,
LASPD
2. Incorporate Safety for Pedestrians into all Street Designs and Redesigns

Identfy safety-related
improvements that can
be bundled into
infrastructure projects.
.
Identfy improvements and develop protocol and
funding plan to implement them in coordinaton
with partner agencies.
All city infrastructure projects incorporate the
idented safety improvements.
BOE, BSL, BSS,
CAO, LAPD,
LAUSD,
LASPD
.
Re-tme pedestrian
signals to comply with
current standards.
.
Re-tme 400 trac signals per year. Re-tme 400 trac signals per year.

Expedite Safe Routes to
School program.
Prepare scope of work and start developing school
safety plans for the remaining top 50 schools in
most need of safety improvements.
Prepare school safety plans for the remaining top
50 schools, including outreach and identfying
short-term and long-term improvements.
Pursue funding for implementng safety plans.
.
LAUSD, BOE,
BSL, BSS

Expand implementaton
of LADOT
contnental crosswalks.
Install crosswalks in all resurfacing and restriping
projects. Implement crosswalks within 10 days of
repaving.
Identfy 100 new priority locatons for contnental
crosswalk treatments.
.
Implement 100 new priority crosswalks and
contnue with replacement program.
BSS
Expand toolbox for
street designs.
Adopt the NACTO Urban Street Design Guide and
Urban Bike Design Guide. Identfy street design
policies and standards.
Incorporate Mobility Plan 2035 standards into
LADOT practces.
.
Complete update of policies and procedures with
pedestrian-friendly urban street design standards.
BOE, BSS,
BSL, DCP
Implement Leading
Pedestrian
Interval (LPI).
Identfy criteria for using LPI, including locatons
with high numbers of pedestrians, older adults,
and children, or areas in proximity to transit.
Implement LPI at targeted locatons in rst year.
.
Evaluate eectveness of LPI and expand to
additonal intersectons based on analysis.

Implement turn
improvements.
Identfy criteria for turn improvements at
locatons with high numbers of pedestrians,
children, or older adults.
.
Implement 30 turn improvements per year.

2015 2017 Partners
A SAFE CITY
45
3. Collect Data Consistently and Uniformly

Improve data collecton
and analysis to target
high-crash locatons
citywide.
Use existng databases to identfy high-crash
locatons for pedestrians, bicyclists, and drivers.
Develop data collecton program and identfy

funding to implement.
Identfy other data users/collectors and
work cooperatvely on program development.
.
Implement data collecton program and improve

data collecton system for pedestrian, bicycle, and
vehicle crashes.
Release rst Safety Report that
documents reducton in crashes, injuries, and
fatalites from targeted improvements.

LAPD, CHP,
City
Atorney,
DPH, ITA
4. Conduct Outreach Citywide to Advance Vision Zero Goal

Launch new safety
campaigns with
"vision zero" messaging.
Launch 6 individualized neighborhood safety
campaigns, incorporatng multple media forms
including social media (2 per year over 3 years;
2 bike, 2 pedestrian, 2 driver).
.
Conduct before and afer study of impact with
Communicatons team.
LAPD
Identfy additonal
funding for safety
campaigns.
.
Apply for grant funding for safety campaigns. Fully fund additonal resources for strategic
communicatons and educaton/ outreach.
Caltrans,
OHS
Coordinate
communicatons on
safety issues.
Investgate additonal partnership opportunites to
coordinate with LAPD, other agencies, and private
sector.
.
Implement campaigns with partners.
LAPD,
LAUSD,
LASPD
2015 2017 Partners
46
1. Create Great Streets for Los Angeles

Coordinate and
implement the City's
Great Streets initatve
to help achieve Mayor's
goals.
Facilitate short-term improvements to 5 Great
Street segments.
Identfy long- term project designs, delivery
methods, funding, and implementaton strategies.
Coordinate community outreach with other
planned project outreach.
Contnue short-term improvements to all 15 Great
Street segments and implement long-term
improvements in line with identied
implementaton strategies.
Update design standards developed through Great
Streets Policy Working group, including those
related to parking districts, street design, signal
tming, and pedestrian crossings.
.
BOE, BOS, BSL,
BSS, DCA,
DCP
Establish Great Streets

Create pilot partnership program and implement
proof of concept on 5-8 Great Streets.
Contnue integraton of art, design, and/or cultural

DCA
2. Create a Neighborhood Trafc Calming Program

Establish an applicaton-
based program for
implementng
neighborhood trac
calming measures.
.
Develop selecton criteria, request process, and
launch an applicaton-based program.
Secure funding and begin implementaton.

Establish a proactve
neighborhood trac
management program..
Scope and identfy funding for program. Secure funding and begin implementaton.
DCP
Insttute a program for
slow zones in
targeted areas.
Identfy criteria and guidelines for neighborhoods.
Launch applicaton-based program. Have council
members sponsor applicatons. Determine if state
legislaton needs to be considered.
.
Create 3-5 reduced speed zones per year.
3. Create and Maintain an Interconnected and Effective Bicycle Network

Improve connectvity
and comfort level on
existng and planned
facilites.
Develop outreach and implementaton strategy for
expanding the bicycle network in line with the
Mobility Plan 2035 Bicycle Enhanced Network (BEN).

Consider bicycle facilites in the design and
implementaton of all street projects.

.
Contnue to expand the quality and connectvity of
the bicycle network consistent with the adopted
implementaton strategy and the Mobility Plan 2035
Bicycle Enhanced Network.
DCP, BOE,
BSS, BSL
Build out LA River path
by 2020.
Develop funding estmates and proposed
implementaton plan for connectng the gaps in
the LA River bike path in coordinaton with the
Army Corps recommended Alternatve 20 plan for
revitalizing the Los Angeles River.
.
Secure funding and begin implementaton of
major gaps in LA River bicycle path, on target for
completng a connected path by 2020.
BOE, BSS, BSL,
LACDWP,
Army Corps
of Engineers

Implement expanded
LADOT design standards
for bicycle facilites.
.
Establish process for implementng design exceptons
to Highway Design Manual.
Incorporate new bicycle planning standards into
regular geometric and planning review of all
projects.

art, design, and cultural
placemaking program.
placemaking on Great Streets projects.
Formalize public and private partnership roles and
program elements.
CLA, LAPD
Develop metric to measure the quality and connectvity
of the bicycle network.
Design 10 miles of protected bicycle lanes and/or
neighborhood-friendly streets.
Caltrans,
City Atorney,
BOE, BSS,
BSL
2015 2017 Partners

A LIVABLE & SUSTAINABLE CITY
47
4. Improve Bicycle Access Across All Transit Systems

Establish bicycle parking
at transit hubs, including
bus stops with high
ridership.
Install 15 bicycle corrals per year and 400 bicycle
racks per year citywide, with priority near transit
stops.
Secure appropriate funding and contracts to install
50 corrals and 1,200 racks citywide, with priority
near transit stops.

Install bike racks on
new LADOT DASH and
Commuter Express
buses.
.
All new DASH buses are ordered with bike racks. 75 new DASH buses with racks in service.

Support the initatves
of transit agencies to
install bike racks on
buses.
.
Support lobbying for adding bike rack capacity on
buses.
All LA buses equipped with racks.
Metro,
Transit
Agencies
5. Implement a Regional Bike Share System

Work closely,
cooperatvely, and
openly with Metro on
rollout of system.
.
Phase one planning, funding, and sitng of Metro
bike share statons. Develop operatng and
business plan for Integrated Mobility Hubs
program and issue RFP.
Expand bike share system to targeted areas
citywide.
Metro, BSS
6. Improve Data Collection on Walking and Bicycling

Insttute uniform process of data collecton on
walking 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 that
bring new users into the
system.
.
Support open street events (e.g., CicLAvia) and
safety and educaton events.
Support monthly open street and other events.
Metro,
CicLAvia
Develop program for
bike friendly business
districts.
.
Establish 1 bicycle friendly business district and
install 10 bicycle repair statons with partnerships
for local support.
Establish 5 bike friendly business districts.
Construct 25 repair statons and 100 bike corrals
based on outcome of pilot.

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

Implement Metro's BRT
route plan within 5
years and Mobility Plan
2035 Transit Enhanced
Network (TEN).
.
Identfy funding and capacity necessary to create a
dedicated sta team at LADOT for Bus Rapid Transit
(BRT) implementaton. .
Hire sta to actvely partcipate with Metro on BRT

planning and design.
Implement ve miles of new BRT corridors.
Metro, BSS,
DCP
Evaluate need for new
DASH routes and
develop prioritzed list
of new services.
.
Complete update of community DASH needs
assessment study, including evaluaton of potental
to substtute low-ridership Metro buses with DASH
neighborhood feeder service.
Implement two new routes.

2015 2017 Partners
Conduct annual
pedestrian and
bicycle counts.
Metro, BSS
48
9. Improve Regional Connectivity to Bus Services

Modify existng DASH
service to beter serve
regional transit statons.
.
Complete a comprehensive line by line analysis of
all LADOT transit services.
Implement modicatons to existng services.
Expand park and ride
network.
.
10% increase in capacity over existng network. 20% increase in capacity over existng network.
Caltrans,
Metro
10. Enhance the Experience of Bus Passengers

Expand coordinated,
real-tme, mult-agency
bus arrival informaton
system and electronic
message boards.
.
Coordinate with Metro to install mult-agency
arrival tme informaton signs at 2 to 3 stop
locatons.
Coordinate with Metro to install signs at 5 to 10
stop locatons.
Metro, BSS
Improve the quality of
bus stops with
amenites.

Set up coordinaton plan with appropriate partners
and identfy high-volume stop locatons in need of
amenites such as lightng, concrete sidewalks,
benches, and trees.
Expand targeted bus stops through contnued
coordinaton.
BOE, BSS,
BSL
Use technology to
expand transit fare
payment optons.
.
Implement a mobile tcketng demonstraton for
LADOT transit services.
Coordinate with Metro to implement mobile
tcketng program pilot on a countywide level.
Metro,
Local
Transit
Operators
11. Improve the Flow of Passenger and Freight Trafc

Implement the Vehicle
Enhancement Network
(VEN) outlined in
Mobility Plan 2035.
Identfy specic street improvement projects as
part of an advanced planning eort to improve
trac ow.
Establish detailed cost estmates and identfy
funding sources to implement street improvement
projects.
BOE, BSS
Reevaluate peak-hour
parking restrictons.
Complete parking evaluaton on 5 corridors and
make appropriate changes to parking regulatons,
minimizing impact to transit travel tme reliability
and to trac safety.
Complete parking evaluaton on 5 corridors
annually and make appropriate changes to parking
regulatons, minimizing impact to transit travel
tme reliability and to trac safety.
.

Launch advanced
modeling simulaton
system, to manage
trac for events.
.
Implement simulaton system and provide user
training to sta.
Evaluate system and rene as needed.

Develop a freight
management work
program to reduce
congeston, especially
during peak hours.
.
Research and design program to explore o-peak
freight delivery incentves.
Convene working group in partnership with Port of
Los Angeles and evaluate best practces from New
York City and Washington, DC.
Secure funding and begin implementaton.

Designate routes for
freight vehicles on city
streets in coordinaton
with Caltrans.
Identfy key botlenecks and prioritze them for
implementaton in coordinaton with Caltrans.
Implement new freight routes.
Caltrans,
POLA
Develop targeted
solutons to illegal
freight staging
practces.
.

Create program for paid
commercial loading
zones.
Draf ordinance for metered commercial loading
zones.
Meter 1,000 commercial loading zone spaces
annually, startng in Downtown and Hollywood.
City
Atorney
2015 2017 Partners
49
12. Expand Access to Non-Ownership Models of Vehicle Mobility

Improve transit-taxi
interactons for modal
points.
Provide an assessment of major transit hubs and
junctons to ensure taxi service availability from
and to other forms of public transit.
Map taxi zones/stands for major transit
connecton locatons.
Metro
Expand hail a cab
program citywide.
Expand program to additonal 4 pilot business
districts with highest taxi usage and partner with
business community.
.
Evaluate program and expand citywide if
successful.
BIDs,
Chambers
of
Commerce
Identfy taxi potental
permitng
methodologies taxi
service and enhance
quality of life for
customers and drivers.
Identfy the potental methods to regulate taxis
(franchises, operatng permits, medallions, hybrids)
and how each could be satsed in the permitng
strategy.
Create a consensus list to ensure that standards
provide for the most responsive, safe, reliable, and
"green" taxicab service for the public.
Provide nal recommendatons for future service
terms and conditons and forward to all partes for
feedback by early 2017.
Provide an RFP for taxicab service under new rules
and regulatons by mid 2017 with new
franchise/permit/or other regulatory structure to
begin in 2018.
.
Aging,
Disability,
BIDs, User
Groups
Expand Carshare pilot
program.
Scope and identfy funding for citywide rollout of
carshare program, including point-to-point and
traditonal xed point service.
.
Evaluate program. Implement a permanent
program based on market demand.

13. Implement Transportation Demand Management (TDM) Programs

Develop Transportaton
Management
Organizatons (TMOs).
.
Work to develop a TMO in Hollywood using
existng TMOs in Century City and
Warner Center as models.
Pursue the formaton of additonal TMOs in other
key employment areas such as Downtown and
West LA.
DCP
Improve rst mile/last
mile connectons.
.
Develop program supportng Metro report and
identfy projects for funding.
Develop a First Mile/Last Mile Connectvity
Scorecard for development projects.
Metro, DCP,
BOE, BSS, BSL
Encourage bicycling for
city employees for
short-trips.
.
Establish LADOT bike eet and improve bike
storage.
Establish city employee bike eet and improve
bike storage in Civic Center.
GSD,
Personnel
Create access and
egress strategies to
move people to and
from major destnatons
and events.
.
New and
existng
event
venues
Use technology to focus
on special events and
peak hour periods.
.
Implement commuter incentve programs utlizing
smartphone technology.
Expand existng program as widely as possible.
BSS
2015 2017 Partners
50
14. Increase the Availability of Parking and the Efciency of its Use

Support and expand LA
Express Park to improve
parking availability
through demand-based
pricing and parking
guidance.
.
Expand LA Express Park to Westwood Village and
contnue expansion in Hollywood.
Conduct market rate studies to ensure compettve
and coordinated o-street pricing.
Develop partnership with UCLA to create Express
Park evaluaton program.
Complete LA Express Park expansion to
Hollywood, Westwood Village and Venice.
Release early results of Express Park evaluaton.
BIDs,
Chambers
of
Commerce
Facilitate the shared use
of privately-owned o-
street parking facilites.
.
Identfy opportunites for shared parking. Implement shared parking opportunites.
City
Atorney,
BIDs
Reassess use of SPRF
surpluses to reinvest
net revenue in
improvements.
Scope and identfy potental locatons and
technology for use of surpluses.
Begin implementaton of surplus reinvestment at
targeted locatons.
CAO
Revise existng
Preferental Parking
District (PPD) policies.
.
Prepare draf report to propose revised rules and
procedures for new ordinance.
Implement reformed PPD ordinance, rules and
procedures.
City
Atorney
Update policies and
guidelines for accessible
parking in residental
areas. .
.
Draf upgraded accessible parking policies. Implement accessible parking plan.
City
Atorney
15. Support Alternative Fuel Program in Parking Facilities

Implement electric
vehicle charger program
in city-owned parking
facilites.
.
Install 50 electric vehicle chargers in city-operated
parking facilites.
Install additonal electric vehicle chargers in city-
operated parking facilites subject to grant funding
and budget availability.
DWP
2015 2017 Partners
51
52
1. Prioritize Strategic Short- and Longer-Term Projects and Programs, and Streamline Project Delivery

Create a new Strategic
Capital Planning Group
within LADOT.
.
Develop stang and resources plan for
establishment of Strategic Capital Planning Group.
Fully sta and maintain Strategic Capital Planning
Group.
CAO,
Personnel
Identfy short-term and
long-term priority
projects.
.
Determine list of priority projects and match to
funding sources.
Establish detailed cost estmates and identfy
funding sources to implement street improvement
projects.
DCP, BOE,
BSS, BSL
Implement a project
management tool.
..
Scope and identfy funding for development of
project management tool. Consider integraton
with NavigateLA and MyLADOT platorms.
.
Implement project management tool with the
related systems support resources. Integrate with
internal communicaton strategy.
BOE
Train employees to
become eectve
project managers.
.
Scope and identfy funding for development of
project management training program.
Implement program and train all project
management sta.
BOE
3. Improve Budget and Accounting Practices

Digitze all accountng
documentaton and
reduce manual data
entry.
.
Enlist Business Solutons Group to help reorganize
workows to mesh with a digitzed online system,
and enlist contractors to work with LADOT to
develop the digitzed system.
Fully implement computerized accountng system.
Controller's
Oce
2. Improve Communication and Access to Information to Support Decision-Making

Establish before and
afer data collecton
protocols for all
projects.
.
Develop evaluaton measures (e.g. vehicle counts,
speed surveys, pedestrian counts and bicycle
counts), determine gaps in data, identfy resource
needs, and implement protocols.
Contnue data collecton and evaluate
eectveness of protocols and process as needed.

Create dashboard to
track strategic plan
progress.
.
Create an implementaton guide for Strategic Plan
leads and an internal tracking document.
Hold quarterly meetngs to track progress for each
goal.
Update the Mayor's dashboard with metrics
consistent with Strategic Plan.
.
Rene metrics as evaluaton improves.
Hold quarterly meetngs to track progress for each
goal.
Provide updates to the Mayor's dashboard.
Create Strategic Plan progress report.
.

Expand electronic
access to department
informaton and
materials for eld sta.
.
Scope and develop user proles, business rules
and hardware/sofware support.
Provide equipment and implement electronic
access.

Work with safety
experts in advance of
projects to enhance
decision making and
decrease risk aversion.
.
Develop standard protocols for deviatng from
design guidelines.
Train all relevant sta in risk management and
best-practces re: engineering documentaton and
decision-making.
City
Atorney,
CAO
Improve mechanisms to
communicate with City
Atorney's Oce.
.
Establish regular meetngs with City Atorney's
oce to discuss recent case law, new design
practces, and complex legal issues.
Formalize regular meetngs with City Atorney's
oce, incorporate design and process
improvements, and evaluate eectveness.
City
Atorney,
CAO
2015 2017 Partners
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4. Make LADOT a Great Place to Work in Order to Attract and Retain the Best Talent

Develop a career
development program.
.
Develop guidelines to give sta breadth and
exposure to dierent project types and subject
areas.
.
Adopt guidelines and fully implement program.
Personnel
Measure employee
satsfacton to target
areas for atenton and
improvement.
.
Conduct annual employee satsfacton survey.
Identfy one to two focus areas for improving sta
satsfacton, either from existng benchmarks in
this plan or by creatng new benchmarks.
Conduct annual survey and achieve improvement
in 2015 focus area benchmarks.

Improve support of
district engineering eld
oce stang needs.
.
Develop plan and funding mechanism to
adequately sta eld oces based on workload
indicators.
Implement stang plan and performance
measures for improved service delivery.
CAO,
Personnel
Expand access to
supervisor training
programs.
Provide opportunites for LADOT employees to
atend certcate programs, including potental
use of leadership and training programs oered by
sister agencies.

Train all managerial and supervisory sta.
Personnel,
LAFD, LAPD,
BOE, Local
Universites
Plan ahead to achieve
smooth transitons
when sta retre and
turnover.
Develop and implement a sta succession plan,
which includes sta evaluatons and identfying
additonal training needs, and developing a
protocol for knowledge transfer and overlap for
key positons where preserving insttutonal
knowledge is crucial.
.
Implement key areas of succession plan.
Personnel
Encourage exchange of
design ideas.
Initate training sessions and/or seminars on
current topics, including sta discussion tme.
Maintain a regular schedule of training
opportunites, including opportunites open to
sister agencies and Mayor/Council sta.
.

5. Implement an Infrastructure Maintenance and Management Program

Develop an asset
management system to
achieve operatonal
eciencies and be
proactve about
maintenance.
.
Prepare budget request for asset management
system.

Fund and begin implementaton of asset
management system.
CAO
Contnue
implementaton of map-
based electronic work
order system.
.
Implement automated system to initate and track
work order requests for paint and sign
installatons, maintenance, and removals by eld
crews.
Integrate GIS capabilites to the work order
system.

6. Improve Coordination with Sister Agencies and Contractors

Develop plan for
expedited installaton
and maintenance of
street striping.
.
Prepare budget request for labor, materials and
equipment to achieve the goal of installing re-
striping and pavement markings within 10 days of
street surfacing by Bureau of Street Services.
Fund and implement program to ensure all
striping and re-striping is completed within 10
days of resurfacing.
BSS
2015 2017 Partners
Use system for operatonal eciencies in
prioritzing work actvites, managing sta and
nancial resources, proactvely addressing
infrastructure maintenance, and mitgatng safety
risks.
54
7. Ensure ATSAC Remains the Nation's Leading Trafc Management System

Relocate and modernize
ATSAC Center.
.
Earmark $10 million funding for constructon of
new ATSAC.
Design, build, and transiton to new center.
City's
Municipal
Facilites
Commitee
(MFC), GSD
.
Develop an ATSAC
disaster and recovery
plan including
secondary ATSAC
Center.
.
Scope and identfy funding for a design/build plan
and identfy secondary ATSAC locaton.
Develop secondary system architecture blue print.
Subject to funding source, complete secondary
site design and secure all necessary approvals
within the City.
City's
Municipal
Facilites
Commitee
(MFC), GSD
Develop a new digital
ATSAC Camera System
Network to replace the
existng aged analog
video network.
Scope and identfy funding. Apply for any possible
external funding.
Subject to funding source, develop a Master
ATSAC Video System blueprint and pursue
implementaton.
EMD, LAPD,
LAFD, BSS,
Sanitaton,
Rec &
Parks,
Library
Integrate Cyber Security
Operaton Center (SOC)
functonalites into
ATSAC.
.
Identfy functonal requirements and resources
(human and nancial) for implementaton.
Implement SOC functonal requirements under
directon of Citywide CICC.
Citywide
Cyber
Security
Task Force,
US DHS
8. Maintain and Upgrade Parking Facility Infrastructure

Install new automated
technology at all LADOT
operated facilites.
.
Complete installaton of Parking Access and
Revenue Control System (PARCS) in 50% of
operated parking facilites. Scope and initate a
centralized remote monitoring center.
Complete installaton of PARCS in all operated
parking facilites. Complete the installaton of a
centralized remote monitoring center.

Seismic and ADA review
of existing structures
and upgrade them.
.
Develop study scope, identfy funding, and initate
study.
Complete study and identfy funding for necessary
improvements.

Develop and install
standardized signs.
.
Complete design and obtain regulatory approval
for new waynding signs. Initate pilot program.
Complete installaton of standard signs and
waynding signs citywide.

9. Upgrade Metered Parking Systems to Reect Current Technologies

Upgrade existng mult-
space meters with new
technology.
.
Replace on-street mult-space meters in targeted
locatons.
Replace all remaining on-street mult-space
meters citywide with new technology.

Implement a 7-year
rolling meter upgrade
cycle.
.
Conduct technology needs assessment and
inventory of elements necessary to develop scope
of work.
Develop scope of work for new metered parking
systems and related parking technology and issue
RFP that incorporates recent and upcoming
experience.
CAO
2015 2017 Partners
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10. Improve Efciency of Enforcement Operations

Improve and enhance
communicatons
technology.
.
Incorporate GPS technology to dispatch service
calls through communicatons CAD system, and
integrate ability to communicate with
trac ocers.
All vehicles and hand-held devices are GPS
enabled and integrated into the department's
CAD.
Implement "guided"
enforcement
technology.
.
Expand guided enforcement to include pilot
project on tme-limit enforcement.
Include all major commercial districts.
11. Ensure all Rail Crossings are in Compliance with Federal and/or State Directives

Spearhead creaton of
master cooperatve
agreements between
the City, external
agencies, and railroad
partners to identfy
priority locatons and
jointly-implement
projects.
Work with railroad agencies to scope and identfy
funding for a work plan addressing priority
locatons.
Actvely partcipate in Rail Industry endeavors to
pursue emerging technologies that enhance safety
at highway-rail at-grade crossings.

Contnue to scope and identfy funding for the
work plan with railroad partners.
FRA, FTA,
FHWA,
CPUC,
Metro,
Expo
Authority,
City
Atorney ,
Railroad
Owners and
Operators
12. Improve Emergency Notication and Incident Response Procedures

Clarify roles,
responsibilites, and
procedures in managing
emergencies and
incidents.

Dene emergency response positon descriptons,
and meet with Secton Heads to discuss plan and
identfy list of preliminary response personnel.
Complete 8 to 10 Standard Operatng Procedures
for LADOT Hazard Annexes.
All employees trained in ICS 700, DSW. CERT
Training class for supervisors.
Add additonal phone lines.
.
Completed response manual and training for all
DOC responders.
Achieve 24/7 emergency response coverage.
Complete all Standard Operatng Procedures.
Department Functonal Exercise includes
employee response, transit requests, taxi
requests, and DOC & EOC response and actvaton.
EMD, LAPD,
LAFD
Improve sta
notcaton process
with system for mass
delivery of emails and
text messages.
Implement and test new internal notcaton
system, including scalable alert notcatons,
simultaneous two way messaging, targeted
notcatons based on skill, locaton, and access to
critcal resources, and reportng tools for tracking
employee notcaton, responses and emergency
actvity.
.
Contnue to test and build upon the notcaton
system.
Develop Contnuity of
Operatons Plan (COOP).
Completed Draf of COOP which identes
essental functons (including sta, facilites,
communicatons and technology) that may be
disrupted during hazards, emergencies and other
abnormal situatons.
.
Final COOP. Training, Test and Exercise.
EMD
Develop an Employee
and Family Support
Unit.
.
Meet with HR and develop a preliminary plan for
the Unit.
Develop procedures for Unit and beging training.
EMD,
Personnel
2015 2017 Partners
56
13. Improve Infrastructure to be More Resilient During Emergency Events

Provide batery backup
for signals on city's
designated emergency
evacuaton routes.
.
Scope and identfy funding. Secure funding and begin implementaton.
GSD, LAFD,
LAPD
Upgrade the ATSAC
Communicatons
Network.
.
GSD, LAFD,
LAPD
Improve infrastructure
at DOT facilites to
ensure contnuity of
Operatons. .
.
GSD, LAFD,
LAPD
14. Reduce Placard Abuse Through Tiered Access System and Placard Use Charges

Support legislaton to
reduce placard abuse.
.
Draf city council legislaton and identfy funding
for program.
Pass legislaton and secure funding for program.
CLA, City
Atorney,
State
Legislature
Contnue stng
operatons on
fraudulent or misused
placards.
.
Increase stng operatons to 3 per area per month. Increase stng operatons to 4 per area per month.
LAPD, DMV
2015 2017 Partners
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57
58
1. Improve Agency Identity, Transparency and Customer Service

Create a communicaton
strategy and provide
dedicated sta to
implement it.
Enhance existng communicatons strategy (press
and outreach strategy).
Tailor communicaton to audiences and
neighborhoods. Incorporate youth and older
adults into strategies and messaging.
Identfy workforce and resource issues, and
establish one Principal Public Relatons
Representatve and two Public Relatons Specialists
(one I and one II) positons for proactve media and
community relatons outreach.
.
Hire sta and deploy enhanced strategies.
CAO,
Personnel
Create/reinstate LADOT
liaisons to work with
Council Oces, Mayor's
Oce, and other
partners.
.
Reinstate "Council Liaison" positon inside LADOT
and develop budget case for community liaisons
assigned to district engineering oces.
Fully implement district community liaison
functon and integrate into communicatons plan.
CAO,
Personnel
Develop LADOT
branding strategy.
.
Ensure LADOT brand is incorporated visibly in
every department program.
All external products include easily identable
LADOT logos.

2. Improve the Dissemination of Information to Stakeholders

Educate Council Oces,
Mayor's Oce and the
public on what services
LADOT provides.
.
Pilot LADOT presentatons with stakeholders.
Establish baseline measurements of eectveness
of external communicatons with stakeholders.
Formalize annual council oce briengs on
projects and priorites.

Develop agency-wide,
project-based outreach
process.
.
Initate project-based outreach. Contnue to initate project outreach programs.

Create models and
templates for all LADOT
public outreach
materials.
Design LADOT-wide presentaton template for all
public presentatons.
Create template to publish online LADOT "Fact
Sheets" for individual details and milestones on
individual projects. Reformat fact sheets for
existng projects to new template and post all fact
sheets on DOT intranet.
.
Contnue to publish "one pagers," fact sheets, and
other consistent brieng materials for all major
LADOT projects and programs. Distribute through
NavigateLA and LADOT Internet.

Engage social media
marketplace.
Formalize social media plan and expand social
media presence of LADOT by increasing frequency
of posts.
Use existng platorms and create others to
measure eectveness of external
communicatons.
Identfy funding for dedicated social media sta
who would work closely with liaison sta on
messaging.
.
Explore new advances in social media actvites
and establish a full-tme positon for social media.
CAO,
Personnel

Use technology and
social media to inform
people about trac.
.
Share necessary trac data to develop and
introduce "Apps" in conjuncton with private
partners.
Develop and test automated navigaton tools to
eectvely route city eet vehicles to minimize
trac delays, fuel consumpton and emissions.

Develop a parking data
sharing policy.
Adopt LADOT internal policy on data sharing that
takes into account the cost to provide the data
and maintain the infrastructure.
.
Evaluate eectveness of the policy and modify as
necessary.

2015 2017 Partners
CUSTOMER SERVICE
A WELL RUN CITY:
59
3. Improve Customer Service Satisfaction

Increase the usefulness
of existng MyLADOT
request tracking
platorm to improve
customer service.
.
Analyze current system for potental
enhancements to beter support district
engineering eld oces.
Expand system use among other functonal areas
within the department to improve coordinaton of
work actvites and responses to public service
requests.
ITA

Improve District Oce
response tmes for
public requests.
.
Respond to requests within 30 days and notfy
consttuent of determinaton within 60 days.
Improve response tmes, further considering
stang and request levels.

Implement electronic
plan review process for
developments and
capital projects.
.
Pilot electronic process for the submital and
review of geometric and trac signal plans for
select partners and programs.
Based on results of pilot program, expand
electronic plan review process to additonal
partners and programs.

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

Incorporate industry
best practces and
maintain necessary
stang levels.
.
Conduct stang analysis study. Implement new customer service protocols and
maintain necessary stang levels.

Clearly communicate
adjudicaton policies,
legal requirements and
payment optons.
.
Expand Parking Violatons Bureau website to
display pictures, citatons and other pertnent
informaton. Explore revisions to tcket design and
format.
Implement customer service survey using pre-paid
postcards and online tools.

5. Revisit Parking Sign Design and Placement

Develop clearer parking
sign system for easier
interpretaton by
motorists.
.
Develop new parking sign program and present to
the CA MUTCD Commitee.
Initate new parking sign program Citywide.
City
Council,
and CA
MUTCD
Commitee
6. Improve Coordination Between Street Services and Parking Enforcement

Develop pilot program
to link street sweepers
with parking
enforcement through
GPS.
.
Scope and implement pilot program. Review results of pilot program and expand to
additonal areas as appropriate.
BSS

2015 2017 Partners
60
Acknowledgements
Seleta J. Reynolds
Daniel Mitchell
Team Leader
Eric Garcetti
LADOT
Consulting Team
Credits
LADOT General Manager
Mayor
LADOT gratefully acknowledges everyone who contributed
to this efort. This strategic plan was the work of many
stakeholders and our staf including:
Manoochehr Adhami
Phil Aker
Detrich Allen
Robert Andalon
Bernie Apolonio
Nader Asmar
Tina Backstrom
Bhuvan Bajaj
Larry Bicket
Susan Bok
Jeannine Brands
Tomas Carranza
Pauline Chan
George Chen
Sue Chen
Hansen Chew
Tim Conger
Luz Echavarria
Devon Farfan
Tim Fremaux
Brian Gallagher
Wayne Garcia
Bruce Gillman
Brian Hale
David Hardie
Jose Hernandez
Selwyn Hollins
Jonathan Hui
Michael Hunt
Ken Hustng
Armen Kamyshyan
Crystal Killian
Jay Kim
Brian Kolacinski
Brian Lee
James Lefon
Lisa Martellaro-Palmer
Tamara Martn
Christne Mata
Scot Morrill
Michelle Mowery
Zaki Mustafa
Freddie Nuno
Margot Ocanas
Medgar Parrish
Mony Patel
Jody Perez
Kimmi Porter
Corinne Ralph
Patricia Restrepo
Carlos Rios
Rene Sagles
Aram Sahakian
Greg Savelli
Don Schima
Bill Shao
Jeannie Shen
Michael Shimokochi
Sean Skehan
Greta Stanford
Eric Taylor
Paul Tsan
Valerie Watson
Dale Wyrick
Edward Yu
Bloomberg Associates
Sam Schwartz Engineering
This document was published with the support of the
LADOT Communicatons Ofce. All photos are courtesy
of LADOT.
61
Great Streets
are coming...
...we are moving
Los Angeles
forward.

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