Growth & Infrastructure

LOS ANGELES DEPARTMENT OF CITY PLANNING

2015 GROWTH & INFRASTRUCTURE REPORT LOS ANGELES DEPARTMENT OF CITY PLANNING

November 1, 2016

Dear Members of the City Planning Commission, City Council and Mayor Garcetti:

The Department of City Planning is pleased to present the 2015 Report on Growth and Infrastructure. It is the latest in a series of reports providing detailed information on City demographics, development activity, infrastructure and public facilities.

The report is a program of the Framework Element of the General Plan. Its aim is to synthesize information about the City’s growth and infrastructure in one place. The first half of the report focuses on population, housing and employment growth since the 2010 Census. Information is organized around the City’s 35 Community Plan Areas, 2 Special Purpose Districts (the port and airport) and 7 Area Planning Commission areas. The second half focuses on the range of available and planned/completed infrastructure facilities to support that growth.

The report largely summarizes existing public reports, plans and other publications from the State, regional and other local agencies. It will be made available as an interactive resource on the Internet.

It is our hope that this and future reports become useful tools in understanding growth and change in the City. The reports provide an important window into understanding changing needs, demographics and infrastructure, thereby informing public debate on these topics.

The Department of City Planning is committed to providing this information to you and the public, and to assisting public policy and decision-making.

Vincent P. Bertoni, AICP Director of Planning table of contents growth&infrastructure2015

Table of Contents

chapter one: population, housing and development activity �� 1

chapter two: transportation �� 18

chapter three: water �� 26

chapter four: wastewater/sewer �� 32

chapter five: stormwater and urban runoff �� 36

chapter six: solid waste ��40

chapter seven: power �� 43

chapter eight: fire ��46

chapter nine: police �� 49

chapter ten: schools �� 51

chapter eleven: cultural resources �� 54

chapter twelve: libraries �� 57

chapter thirteen: parks �� 59

chapter fourteen: airports �� 61

chapter fifteen: harbor ��66 table of contents growth&infrastructure2015

TABLES

TABLE 1. Comparison of General Plan Framework Projections and Existing Estimates ��2

TABLE 2. Household Growth Trends by Area Planning Commission, 2010-2015 ��7

TABLE 3. Population Growth Trends by Area Planning Commission, 2010-2015 ��8

TABLE 4. Total Housing Units by Community Plan Area, 2010-2015 . . . . . ��9

TABLE 5. Population by Community Plan Area, 2010-2015 ...... �� 11

TABLE 6. Estimated Change in New and Demolished Dwelling Units, July 1, 2014 to September 30, 2015 �� 13

TABLE 7. Estimated Change in New and Demolished Dwelling Units, 2010 to September 30, 2015 �� 15

MAPS

MAP 1. Housing Permits Issued in Los Angeles, 2010-2015 �� 17 executive summary growth&infrastructure2015

This Growth and Infrastructure Report summarizes and provides links The Framework Element and Population Growth to growth and infrastructure related plans, reports and data produced The General Plan Framework Element was originally adopted by the City Council in across the various City departments. By monitoring changes in Los December 1996 as part of the City’s General Plan. It establishes a comprehensive Angeles’ growth and infrastructure trends, the Report provides a basis citywide strategy for long-term growth of the City and intended to guide the development of the other elements of the General Plan. The plan is a “smart for evaluating the City’s progress towards meeting the goals and policies growth” strategy that generally seeks to accommodate growth near transit and of its General Plan. other existing infrastructure to assure a sustainable, economically viable future for Los Angeles. The Framework Element identifies a projected population of 4.3 million people living in 1,566,108 housing units.

An Environmental Impact Report (EIR) was prepared for the Framework Element that analyzed the environmental impacts of the plan on all of the infrastructure and services required to support that population. The EIR was certified and determined that the Framework Plan for accommodating 4.3 million people I would have no significant impacts on the environment with the implementation of mitigations, with the exception of Land Use, Urban Form, Air Quality—Particulate Emissions, and Biological Resources. In other words, the infrastructure and services that were in place in 2001 (when the Framework was re-adopted and its EIR certified), were adequate to serve 4.3 million people. With regard to the impacts created by the Framework Element on land use, urban form, air quality and biological resources, the City Council determined that, despite such potential impacts, it was critical to adopt a sustainable, smart growth plan to accommodate the projected growth of Los Angeles and adopted “overriding considerations” for The Report looks at the change of population, housing units and employment as the approval of the Framework Plan and the certification of its EIR. well as the infrastructure and public services in place to support it. Summaries of current infrastructure status and planned/completed infrastructure improvements Since the adoption of the Framework, the rate of growth in Los Angeles has deemed to be relevant to the City’s growth and development are provided by topic slowed significantly. The reduced growth rate has therefore resulted in lower area. The data is collected from public documents, departmental reports, and data population projections for the future. It is important to note that the current from the State, regional, and other local agencies. population estimate provided in the 2012 RTP Growth Forecast produced by the Southern California Association of Governments (SCAG) for the year 2035, Documents included as of the release of the Growth and Infrastructure Report is now 4.3 million people, the same population which the Framework Plan was are the most recent available as of December 2015. Each department may have designed to serve.The following population table compares the existing estimated updated documents available on their website since then. population with the projected Framework population: executive summary growth&infrastructure2015

TABLE 1. Comparison of General Plan Framework Projections and Existing Estimates

Housing Population Employment Units

2016 Estimate* 4,030,904 1,453,271 1,818,516

2020 Forecast (SCAG) 3,991,700 1,455,700 1,817,700

2035 Forecast (SCAG) 4,320,600 1,626,600 1,906,800

2040 Forecast (Draft 4,609,400 1,690,300 2,169,100 SCAG) Framework Element 4,306,500 1,566,108 2,291,500 Horizon *2016 population and housing estimates (January 1, 2014) come from the California Department of II Finance (DOF) and 2014 employment (May 2014) is from a UCLA Anderson Forecast Employment Estimate for the City of Los Angeles. **The Framework Element included a “planning horizon” based upon regional growth forecasts from 1993. The estimates are not intended to represent maximum or minimum levels of development to be permitted. chapter one: population, housing and development activity growth&infrastructure2015

The Southern California Association of Governments (SCAG)

is the Metropolitan Planning Organization (MPO) for six counties: Los Angeles, Orange, San Bernardino, Riverside, Ventura and Imperial. SCAG includes 67 districts which represent 191 member cities, including the City of Los Angeles. The region has a population of more than 18 million persons in an area encompassing more than 38,000 square miles. As the designated MPO, the Association of Governments is mandated by federal and state law to research and draw up plans for transportation, growth management, hazardous waste management, and air quality as well as additional mandates at the state level.

SCAG Local Profile of the City of Los Angeles May 2015 Population 1 Since 2009, the Southern California Association of Governments (SCAG) has been Population Growth preparing biennial Local Profile reports for every member city and county. The Between 2000 and 2014, the total population increased by 5.7 percent from Local Profiles contain detailed demographic and socioeconomic data and analysis 3,694,742 in 2000 to 3,904,657 in 2014. The City’s population growth rate of for population, income, housing, employment, and education. The 2015 reports 5.7 percent was higher than the Los Angeles County growth rate of 5.5 percent feature additional information including median household income, single-family and multi-family permits, types and age of the housing stock, foreclosures, Households major work destinations for residents, and educational attainment for residents. Local Profiles provide a portrait of each city and its changes since 2000 and Number of Households demonstrates current trends occurring in the city. SCAG released the 2015 Local Between 2000 and 2014, the total number of households in the City of Los Profiles at the 2015 General Assembly in May 2015. Angeles increased by 60,039 units (4.7 percent), to total 1,335,399. The City’s household growth rate of 4.7 percent was higher than the Los Angeles County growth rate of 4.3 percent. In 2014, the City’s average household size was 2.9, just below the County average of 3.0. chapter one: population, housing and development activity growth&infrastructure2015

Households by Size Age of Housing Stock In 2014, 70.7 percent of all households in the City had three people or fewer, and 64 percent of the housing stock in the City was built before 1970, and 36 percent approximately 17 percent of all households had 5 people or more. Single-person of the housing stock was built between 1970 and 2014. households had the largest percentage of all households in the City with 29 percent. Employment Household Income SCAG identified the top 10 places where residents of the City of Los Angeles From 2000 to 2014, median household income increased by $9,950 from commute to work in 2010 - Los Angeles, Burbank, Santa Monica, Glendale, $36,541 to $46,491. Beverly Hills, Culver City, Pasadena, Torrance, Long Beach, and West Hollywood. SCAG also identified that 56.5 percent of commuters work within the City of Los Renters and Homeowners Angeles, while 43.5 percent commute to surrounding cities. Approximately 25.09 Between 2000 and 2014, homeownership rates decreased by 0.6 percent while percent of all commuters work at other destinations. the share of renters increased by 0.6 percent. In 2014, renters’ share was 62 percent, and homeownership rate was 38 percent. Total Jobs In 2013, the City of Los Angeles had a total of 1,753,558 jobs compared to 2 Housing 1,807,175 jobs in 2007, representing a decrease of 3 percent. Home Sale Prices Jobs in Specific Sectors In 2014, the median homes sales price totaled $550,000. This was an increase from the 2000 average of $250,000 by 120 percent. Median home sales price SCAG provides the total number of jobs in the following sectors: manufacturing, increased 41.3 percent between 2010 and 2014. In 2014, the median home construction, retail trade, and professional and management. sales price in the city was $100,000 higher than that in the county overall. Manufacturing jobs refer to people employed in the following sectors: food, apparel, metal, petroleum and coal, machinery, computer and electronic product, Foreclosures and transportation equipment. In 2013, the total number of manufacturing jobs There were a total of 466 foreclosures in 2014. Between 2007 and 2014, there in the City of Los Angeles was 109,123, a decrease of 19.4 percent compared to were a total of 50,716 foreclosures. 2007.

Housing Units by Housing Type Construction jobs refer to those involved in both residential and non-residential In 2014, the City of Los Angeles had a total of 1,432,553 housing units. construction. Between 2007 and 2013, construction jobs in the City of Los Approximately 45 percent were single-family homes and 54.3 percent were multi- Angeles decreased from 83,491 to 56,958, a 31.8 percent decrease. family homes. The most common housing type was multi-family housing with five units or more. Retail trade jobs consist of workers in the following retailers: motor vehicle and parts dealers, furniture, electronics and appliances, building materials, food and chapter one: population, housing and development activity growth&infrastructure2015

beverage, clothing, sporting goods, books, and office supplies. Between 2007 and 2013, retail jobs in the City decreased from 165,968 to 156,529, a decrease of 6 percent.

Professional and management jobs include professional and technical service, management of companies, and administration support. In 2013, the City had a total of 310,617 professional and management jobs compared to 325,862 jobs in 2007, a decrease of 4.9 percent.

California Department of Finance Demographic Research Unit The Demographic Research Unit within the California Department of Finance serves as the official source of demographic data for the State of California planning and budgeting. The Research Unit provides annual population estimates for the State, counties, and cities. Information on housing units, vacancies, average household size, components of population change, and special 3 populations are also available. The population estimates are used for a variety of purposes including research and planning by federal, state and local agencies, the academic community, and the private sector.

The Unit also forecasts population, births, and public school enrollment in various jurisdictions within the State of California. The State and counties’ population projections are made for 50 years into the future and include age, sex, and race/ethnic detail. Calendar-year births are projected 10 years into the future at the State level with the projections distributed across the counties. The birth projections are categorized into six age groups and seven race/ethnic groups. The public school enrollment is forecasted for 10 years into the future. The enrollment projections are available at the county level for kindergarten through high school graduates. chapter one: population, housing and development activity growth&infrastructure2015

Population and Housing Estimates for Cities, Counties and City of Los Angeles Department of City Planning (DCP) the State May 2016 The Department of City Planning is charged with the responsibility of preparing, This report provides the revised population and housing estimates for January maintaining, and implementing a General Plan for the Development of the City of 1, 2011-2015 and provisional population and housing estimates for January 1, Los Angeles. The Planning Department implements the General Plan utilizing a 2016 for the state, counties, and cities. These population estimates incorporate variety of tools through the application of zoning regulations. 2010 census counts. Housing Element of the General Plan Population The City of Los Angeles population estimate increased by 50,481 from 3,980,423 The Housing Element of the General Plan is the City’s blueprint for meeting the in 2015 to 4,030,904 in 2016. The City’s population represents approximately 39 City’s housing and growth challenges. It identifies housing conditions and needs, percent of the Los Angeles County’s total population. reiterates goals, objectives, and policies that are the foundation of the City’s housing strategy, and provides an array of programs to create sustainable, mixed- Housing Units income neighborhoods across the City. The Housing Element must be updated every eight years, with the 2013-2021 Housing Element update adopted in late In 2016, the total number of households (occupied housing units) is estimated 2013. Annual Progress Reports must also be submitted to the State each year to be 1,453,271 in 2016 with an average household size of 2.88. Approximately reporting progress on meeting Housing Element objectives. 4 44.3 percent are single-family units and 54.9 percent are multi-family housing units. A total residential vacancy rate of 5.9% was recorded compared to the Regional Housing Needs Assessment (RHNA) 2015 estimate of 5.9%. The RHNA quantifies the need for housing production within each jurisdiction during specified planning periods, based on population and employment projections. The 5th cycle 2013-2021 RHNA allocation for the City of Los Angeles is 82,002 housing units. Fifty-seven percent of this figure is assigned to households with incomes below moderate (120% of Area Median Income).

2014 Annual Progress Report for the Housing Element A total of 14,817 housing units were permitted in 2014. Of those, 1,770 units were affordable to households with moderate-incomes or below (47 moderate- income, 867 low-income and 856 very-low income). The Annual Progress Report also lists the yearly progress of each individual program listed in the Housing Element. chapter one: population, housing and development activity growth&infrastructure2015

The 2016 report identifies a net increase of 13,366 total dwelling units during the 2015 calendar year. This includes a net increase of 298 single-family dwelling units and a net increase of 13,068 multi-family dwelling units.

Department of Building and Safety The mission of the Department of Building and Safety is to protect the lives and safety of the residents and visitors of the City of Los Angeles and enhance the quality of life, housing, economic prosperity, and job creation. This is accomplished through advising, guiding, and assisting customers to achieve compliance with the Building, Zoning, Plumbing, Mechanical, Electrical, Disabled Access, Energy, and Green codes; and local and State laws, through a timely, ethical, cooperative, and transparent process for the facilitation of construction and maintenance of commercial, industrial, and residential buildings throughout the City.

5 Building and Safety Newsletter October 2015 In 2014, 18 percent of the 82,002 unit goal was achieved. Since the beginning Various statistics on growth and development are compiled in quarterly of the 5th cycle, a total of 22,460 units have been permited, 27.3 percent of the newsletters distributed by the Department of Building and Safety. total unit goal. Building Valuation 2016 Housing Change Report for the California Department of In the 2015 fiscal year to date (July 1st to September 30th), total construction Finance valuation was $1.733 billion, with fiscal year 2015-16 projections of $6.9 billion. The Demographics Research Unit of the Department of City Planning prepares reports on the change in housing units each year for the State Department of Finance. The report uses data from building permit data compiled by the Department of Building and Safety. The information includes new construction, demolitions and conversions. The methodology employs a “lag-time” between the issuance of permits and completion of construction and/or demolition. The lag- times are six months for construction of single-family dwellings and one year for multi-family dwellings due to the average construction timeline of these project types. Demolitions or removal of units from the housing stock are not lagged as they tend to occur during a much shorter time period. chapter one: population, housing and development activity growth&infrastructure2015

Dwelling Units Permitted In the 2015 fiscal year to date (July 1st to September 30th), dwelling units permitted totaled 3,821, with fiscal year 2015-16 projections of 15,284 units.

Office of the Mayor Performance Metrics As part of Mayor Garcetti’s commitment to data and transparency, a new website has been developed that provides performance metrics to track the city’s progress toward key priorities. Included in those metrics are several key growth and development measures such as building permit valuation and new business license registration. The measures are intended to be added to over time.

One of the development measures is the number of housing units permitted from July 2013. The Mayor has set a goal to achieve 100,000 new housing units 6 permitted by December 2021. As of September 2015, 29,750 units have been permitted. chapter one: population, housing and development activity growth&infrastructure2015

2015 Department of City Planning Estimates In order to present the most up to date growth data the Department of City Planning’s Demographic Research Unit has provided population and housing estimates through to July 1, 2015 based on current building permit data. The data has been pegged to the April 1, 2010 US Census, in order to track growth since this data benchmark.

TABLE 2. Household Growth Trends by Area Planning Commission, 2010-2015

Area Planning Commission 2010 Census 2015 Estimate* 2010-2015 % Change

Central LA 300,149 314,857 4.9%

East LA 130,390 131,669 1.0%

West LA 197,025 201,577 2.3%

South LA 217,413 219,991 1.2%

Harbor 67,557 67,956 0.6% 7 South Valley 292,586 296,654 1.4% North Valley 208,877 211,747 1.4%

Citywide 1,413,997 1,444,451 2.2%

*Department of City Planning, DRU,, Popultion/Housing Estimate 10/01/2015. The Department of City Planning Population/ Housing Estimates utilizes the “new housing unit method.” chapter one: population, housing and development activity growth&infrastructure2015

TABLE 3. Population Growth Trends By Area Planning Commission, 2010-2015

2010 Census 2015 Estimate* 2010-2015 % Change

Central LA 647,211 696,983 7.7%

East LA 391,963 404,907 3.3%

West LA 408,721 435,278 6.5%

South LA 723,748 748,437 3.4%

Harbor 195,486 198,960 1.8%

South Valley 729,702 757,175 3.8%

8 North Valley 695,790 723,639 4.0%

Citywide 3,792,621 3,965,379 4.6%

* Department of City Planning, DRU, Population/Housing Estimate 10/01/2015. chapter one: population, housing and development activity growth&infrastructure2015

TABLE 4. Total Housing Units by Community Plan Area, 2010-2015

2010 Census 2015 Estimate* 2010-2015 % Change Community Plan Area Arleta - Pacoima 23,368 23,604 1.0% Bel Air - Beverly Crest 9,079 9,119 0.4% Boyle Heights 23,054 23,382 1.4% Brentwood - Pacific Palisades 27,391 27,400 0.0% Canoga Park - Winnetka - Woodland Hills - 66,016 67,084 1.6% West Hills Central City 23,626 30,440 28.8% Central City North 6,618 7,557 14.2% 9 Chatsworth - Porter Ranch 34,031 35,473 4.2% Encino - Tarzana 31,686 31,784 0.3% Granada Hills - Knollwood 20,735 20,866 0.6% Harbor Gateway 12,398 12,510 0.9% Hollywood 103,187 106,466 3.2% LAX 743 682 -8.3% Mission Hills - Panorama City - North Hills 39,652 39,939 0.7% North Hollywood - Valley Village 56,579 57,564 1.7% Northeast Los Angeles 77,644 78,081 0.6% Northridge 23,794 23,874 0.3% Palms - Mar Vista - Del Rey 52,570 53,752 2.2% chapter one: population, housing and development activity growth&infrastructure2015

TABLE 4. Total Housing Units by Community Plan Area, 2010-2015

2010 Census 2015 Estimate* 2010-2015 % Change Community Plan Area

Port of Los Angeles 397 397 0.0% Reseda - West Van Nuys 35,837 36,289 1.3% San Pedro 31,662 31,831 0.5% Sherman Oaks - Studio City - Toluca Lake - 42,055 42,400 0.8% Cahuenga Pass Silver Lake - Echo Park - Elysian Valley 29,692 30,206 1.7% South Los Angeles 82,186 82,968 1.0% Southeast Los Angeles 68,651 70,355 2.5% Sun Valley - La Tuna Canyon 24,045 24,229 0.8% 10 Sunland - Tujunga - Lake View Terrace - 21,898 22,115 1.0% Shadow Hills - East La Tuna Canyon Sylmar 21,372 21,646 1.3% Van Nuys - North Sherman Oaks 60,429 61,534 1.8% Venice 21,568 21,713 0.7% West Adams - Baldwin Hills - Leimert 66,573 66,669 0.1% West Los Angeles 38,501 39,043 1.4% Westchester - Playa del Rey 25,267 27,753 9.8% Westlake 40,847 41,867 2.5% Westwood 21,908 22,115 0.9% Wilmington - Harbor City 23,104 23,219 0.5% Wilshire 125,832 128,528 2.1%

Citywide 1,413,995 1,444,451 2.2% * Department of City Planning, DRU, Population/Housing Estimate [Developed from the 2015 Estimate on Table 6 and an estimate of miscellaneous unit types (boat houses, mobile homes, etc)] chapter one: population, housing and development activity growth&infrastructure2015

TABLE 5. Population by Community Plan Area, 2010-2015

2010 2010-2015 % Change Community Plan Area Census 2015 Estimate*

Arleta - Pacoima 103,252 108,589 5.2% Bel Air - Beverly Crest 20,934 25,774 23.1% Boyle Heights 84,619 85,016 0.5% Brentwood - Pacific Palisades 57,060 59,034 3.5% Canoga Park - Winnetka - Woodland Hills - West Hills 175,476 183,406 4.5% Central City 37,675 51,025 35.4% Central City North 22,135 24,377 10.1% Chatsworth - Porter Ranch 93,251 102,323 9.7% 11 72,018 75,051 4.2% Encino - Tarzana Granada Hills - Knollwood 60,690 63,755 5.1% Harbor Gateway 40,136 41,238 2.7% Hollywood 198,228 210,511 6.2% LAX 1,566 1,811 15.6% Mission Hills - Panorama City - N. Hills 142,510 145,329 2.0% North Hollywood - Valley Village 136,616 143,445 5.0% Northeast Los Angeles 237,256 245,723 3.6% Northridge 66,906 66,999 0.1% Palms - Mar Vista - Del Rey 110,715 115,886 4.7%

*Department of City Planning, DRU, Population/Housing Estimate (10/01/2015) chapter one: population, housing and development activity growth&infrastructure2015

TABLE 5. Population by Community Plan Area, 2010-2015

2010 2010-2015 % Change Community Plan Area Census 2015 Estimate*

Port of Los Angeles 1,462 1,663 13.8% Reseda - West Van Nuys 107,754 110,392 2.4% San Pedro 76,651 78,647 2.6%

Sherman Oaks - Studio City - Toluca Lake - Cahuenga 78,803 81,157 3.0% Pass Silver Lake - Echo Park - Elysian Valley 70,088 74,168 5.8% South Los Angeles 270,354 279,068 3.2% Southeast Los Angeles 278,337 290,946 4.5% 12 Sun Valley - La Tuna Canyon 88,556 90,715 2.4% Sunland - Tujunga - Lake View Terr. - Shadow Hills - 61,763 63,463 2.8% East La Tuna Canyon Sylmar 78,862 82,467 4.6% Van Nuys - North Sherman Oaks 159,035 163,723 2.9% Venice 36,962 39,968 8.1% West Adams - Baldwin Hills - Leimert 175,057 178,422 1.9% West Los Angeles 74,952 77,955 4.0% Westchester - Playa del Rey 55,073 59,446 7.9% Westlake 110,781 117,610 6.2% Westwood 51,459 55,404 7.7% Wilmington - Harbor City 77,237 77,411 0.2% Wilshire 278,392 293,461 5.4%

Citywide 3,792,621 3,965,380 6.24% *Department of City Planning, DRU, Population/Housing Estimate (10/01/2015) chapter one: population, housing and development activity growth&infrastructure2015

TABLE 6. Estimated Change in New and Demolished Dwelling Units, July 1, 2014 to September 30, 2015

Total Net New Demolished Net 2 Demolished New MFDUs Dwelling SFDUs1 SFDUs SFDUs MFDUs Net MFDUs Community Plan Area Units Arleta - Pacoima 10 -4 6 10 -2 8 14 Bel Air - Beverly Crest 44 -42 2 10 0 10 12 Boyle Heights 2 -4 -2 131 -7 124 122 Brentwood - Pacific Palisades 133 -151 -18 88 -95 -7 -25 Canoga Park - Winnetka - Woodland Hills - 15 -9 5 141 -1 140 145 West Hills Central City 1 -1 0 461 -15 447 446 Central City North 0 0 0 4,520 -20 4,500 4,500 13 Chatsworth - Porter Ranch 83 -4 79 387 0 387 466 Encino - Tarzana 68 -58 11 102 -54 48 59 Granada Hills - Knollwood 5 -1 4 29 -2 27 31 Harbor Gateway 16 -1 15 81 0 81 96 Hollywood 229 -154 75 1,476 -218 1,258 1,332 Los Angeles International Airport 0 -4 -4 0 -16 -16 -20 Mission Hills - Panorama City - North Hills 15 -23 -8 134 -50 84 76 North Hollywood - Valley Village 81 -62 19 320 -75 245 264 Northeast Los Angeles 106 -27 79 199 -26 173 252 Northridge 32 -2 30 56 -49 7 37 Palms - Mar Vista - Del Rey 38 -63 -25 629 -82 548 522

1 SFDU: Single-family Dwelling Unit, 6 month lag-time applied 2MFDU: Multifamily Dwelling Unit, 10 month lag-time applied chapter one: population, housing and development activity growth&infrastructure2015

TABLE 6. Estimated Change in New and Demolished Dwelling Units, July 1, 2014 to September 30, 2015

Total Net New Demolished Net 2 Demolished New MFDUs Dwelling SFDUs1 SFDUs SFDUs MFDUs Net MFDUs Community Plan Area Units Port of Los Angeles 0 0 0 0 0 0 0 Reseda - West Van Nuys 26 -15 11 46 -6 40 51 San Pedro 4 -6 -2 13 -15 -2 -4 Sherman Oaks - Studio City - Toluca Lake - 125 -148 -23 216 -88 128 105 Cahuenga Pass Silver Lake - Echo Park - Elysian Valley 140 -26 115 262 -35 227 341 South Los Angeles 24 -54 -30 267 -42 224 194 Southeast Los Angeles 50 -143 -93 493 -18 476 383 14 Sun Valley - La Tuna Canyon 16 -16 0 50 -3 47 48 Sunland - Tujunga - Lake View Terrace - 36 -10 26 32 -3 29 54 Shadow Hills - East La Tuna Canyon Sylmar 12 -3 9 92 -1 91 100 Van Nuys - North Sherman Oaks 211 -60 151 613 -73 540 691 Venice 56 -46 10 65 -76 -11 -1 West Adams - Baldwin Hills - Leimert 24 -23 1 121 -76 45 46 West Los Angeles 57 -79 -22 530 -183 346 324 Westchester - Playa del Rey 27 -17 10 2,482 -48 2,434 2,444 Westlake 2 -9 -7 442 -27 415 407 Westwood 12 -17 -5 163 -66 97 92 Wilmington - Harbor City 7 -1 6 216 0 216 222 Wilshire 132 -123 9 1,219 -206 1,013 1,023

Citywide 1,840 -1,407 433 16,096 -1,678 14,418 14,851 1 SFDU: Single-family Dwelling Unit, 6 month lag-time applied 2MFDU: Multifamily Dwelling Unit, 10 month lag-time applied chapter one: population, housing and development activity growth&infrastructure2015

TABLE 7. Estimated Change in New and Demolished Dwelling Units, 2010 to September 30, 2015

Total Net New Demolished Net 2 Demolished Community Plan Area New MFDUs Net MFDUs Dwelling SFDUs1 SFDUs SFDUs MFDUs Units Bel Air - Beverly Crest 140 -112 28 33 -15 18 46 Boyle Heights 9 -24 -15 370 -27 343 328 Brentwood - Pacific Palisades 451 -514 -63 295 -203 92 29 Canoga Park - Winnetka - 85 -32 52 1,421 -1 1,420 1,472 Woodland Hills - West Hills Central City 1 -1 0 3,113 -15 3,099 3,098 Central City North 0 -1 -1 5,026 -20 5,006 5,005 Chatsworth - Porter Ranch 268 -8 260 1,194 0 1,194 1,454 15 Encino - Tarzana 151 -149 3 154 -56 98 101 Granada Hills - Knollwood 32 -4 28 97 -2 95 123 Harbor Gateway 27 -4 23 178 0 178 201 Hollywood 427 -339 88 3,500 -348 3,152 3,239 Los Angeles International Airport 0 -15 -15 0 -40 -40 -55 Mission Hills - Panorama City - North Hills 26 -36 -10 389 -85 304 294 North Hollywood - Valley Village 133 -141 -8 1,425 -160 1,265 1,257 Northeast Los Angeles 251 -80 171 523 -28 495 666 Northridge 46 -14 32 103 -53 50 82 Palms - Mar Vista - Del Rey 114 -143 -29 1,419 -107 1,313 1,283 Port of Los Angeles 0 0 0 0 0 0 0 Reseda - West Van Nuys 52 -31 21 438 -6 432 453 San Pedro 24 -14 10 126 -19 107 117

TABLE 7. Estimated Change in New and Demolished Dwelling Units, 2010 to September 30, 2015

Total Net New Demolished Net 2 Demolished Community Plan Area New MFDUs Net MFDUs Dwelling SFDUs1 SFDUs SFDUs MFDUs Units Sherman Oaks - Studio City - Toluca Lake - 334 -384 -50 564 -186 378 328 Cahuenga Pass Silver Lake - Echo Park - Elysian Valley 234 -69 166 427 -72 355 520 South Los Angeles 64 -215 -151 870 -87 782 631 Southeast Los Angeles 136 -534 -398 2,273 -119 2,155 1,757 Sun Valley - La Tuna Canyon 39 -35 4 187 -3 184 189 Sunland - Tujunga - Lake View Terrace - 173 -38 135 150 -5 145 279 Shadow Hills - East La Tuna Canyon Sylmar 130 -14 116 176 -1 175 291 16 Van Nuys - North Sherman Oaks 267 -138 129 1,166 -89 1,077 1,206 Venice 155 -144 11 255 -115 140 151 West Adams - Baldwin Hills - Leimert 55 -59 -4 236 -100 136 132 West Los Angeles 176 -219 -43 961 -310 650 607 Westchester - Playa del Rey 51 -29 22 3,064 -125 2,939 2,961 Westlake 5 -15 -10 1,188 -96 1,092 1,081 Westwood 40 -50 -10 407 -252 155 145 Wilmington - Harbor City 18 -6 12 359 -250 109 121 Wilshire 284 -296 -12 3,170 -547 2,623 2,612

Citywide 4,428 -3,929 499 35,351 -3,546 31,805 32,304 1 SFDU: Single-family Dwelling Unit, 6 month lag-time applied 2MFDU: Multifamily Dwelling Unit, 10 month lag-time applied chapter one: population, housing and development activity growth&infrastructure2015

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17 ! ( ! ( LAX ! ( ! ( ! ( Arleta - Arleta ! ( ! ( ! ( Pacoima LAX ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( Del Rey Del Palms - ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( Mar - Vista ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( West Angeles Los West ! ( ! ( ! ( ! ( ! ( Palms - Palms ! ( ! ( ! ( ! ( Del Del Rey ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( Mar Vista - ! ( ! ( ! ( ! ( ! ( Sherman Oaks -Studio City - City -Studio Oaks Sherman Westwood ! ( ! ( Westchester -Playa del Rey ! ( ! ( Toluca Lake -Cahuenga Pass -Cahuenga Lake Toluca ! ( ! ( ! ( ! ( Sylmar ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( Van Nuys - Van ! ( ! ( ! ( ! ( ! ( ! ( ! ( Bel Air - ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( MapPrepared with Permission THOMASby BROS MAPS ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( Beverly Crest ! ( ! ( ! ( ! ( ! ( ! ( ! ( North Sherman Oaks Sherman North ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( Venice ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( NorthHills ! ( ! ( ! ( ! ( ! ( ! ( ! ( Mission Hills - ! ( ! ( ! ( ! ( ! ( Panorama City - ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( Knollwood ! ( ! ( ! ( ! ( ! ( ! ( Granada Hills - ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( Encino - Encino ! ( Tarzana ! ( ! ( Northridge ! ( ! ( Reseda - ! ( ! ( ! ( ! ( ! ( ! ( West Van Nuys West Van ! ( Brentwood - Brentwood ! ( ! ( ! ( ® ! ( ! ( ! ( Pacific Palisades ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( Miles ! ( ! ( ! ( ! ( ! ( 5 ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( 1 ! ( ! ( ! ( ! ( ! ( ! ( 0 ! ( Porter Ranch Chatsworth - Chatsworth ! ( ! ( ! ( ! ( 2 - ! ( ! ( ! ( ! ( 0 ! ( ! ( 1 West Hills West ! ( Winnetka - ! ( 0.45 ! ( ! ( Canoga Park - 0 0.9 1.8 2.7 3.6 ! ( Woodland Hills - 0 Mapped by Planning Department Planning by Mapped & GIS Division Systems Angeles Of Los City Units 501 Units Moreor 101 Units 500to Units51 to 100 to 50 Units11 4 to 10 Units 1 Units 3 to Units-3 to -1 Units-4 to -10 -50 to -11 Units -51Units -100 to 2 Community Plan Areas (CPA) Community Plan ! ( Fixed Bus/Rail Lines Freeways ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( ! ( HOUSINGPERMITS Net Housing NetHousing 2010-2015, Units By Census Tract chapter two: transportation growth&infrastructure2015

The City of Los Angeles transportation system and services are in Caltrans District 7. It is comprised of 475 lane-miles of HOV lanes and 82 lane-miles of Express lanes. There are currently 514 HOV lane miles built, 31 provided by a variety of jurisdictions and agencies: California Department of under construction, 51 in design process, and 80 miles in planning process in Los Angeles and Ventura Counties. HOV facilities in Los Angeles County carry Transportation (Caltrans), County Metropolitan Transportation Authority (Metro), approximately 378,000 vehicles or 805,000 people per day. Los Angeles Department of Transportation (LADOT), Los Angeles Department of City Planning (DCP), and Department of Public Works Bureau of Street Services. Caltrans prepares an Annual Report of its High Occupancy Vehicle program. The Report provides information on the status of HOV projects, capacity, and other Transportation infrastructure and public services in the City include networks facility and infrastructure related to the project. of highways and roads, sidewalks and paths, bikeways, bridges, transit, and supporting assets such as lights and signals. Los Angeles County Metropolitan Transportation Authority (Metro) The Los Angeles County Metropolitan Transportation Authority (Metro) serves as This transportation section provides an overview of transportation infrastructure transportation planner and coordinator, designer, builder, and operator for the and services in the City of Los Angeles. 1,433 square mile service within the Los Angeles County.

18 California Department of Transportation (Caltrans) Long Range Transportation Plan 2009-2040 The California Department of Transportation (Caltrans) is responsible for the Metro’s 2009 Long Range Transportation Plan provides a 30-year vision for Los planning, design, construction, maintenance, and operation of the state highway Angeles County’s transportation system to the year 2040. The Plan identifies public system. The City of Los Angeles is located within the jurisdiction of Caltrans transportation and highway projects, funding forecasts over a 30-year timeframe, multi- District 7, which includes Los Angeles and Ventura counties. District 7 is modal funding availability, sub-regional needs, and project performance measures. responsible for 42 freeways and highways consisting of 915 freeway and highway miles in Los Angeles County and 273 miles in Ventura County. On average, 100 million vehicle miles are traveled daily on District 7 freeways.

High Occupancy Vehicle (HOV) Annual Report 2015 Caltrans District 7 (Los Angeles and Ventura Counties) has the nation’s most extensive High Occupancy Vehicle (HOV) lane program, which will be adding carpool lanes to virtually every freeway in the Los Angeles area. The HOV program increases mobility in the region and is also the least expensive method for accommodating economic growth and development.

As of October 2015, there were 557 lane-miles of managed lane facilities chapter two: transportation growth&infrastructure2015

Los Angeles Department of Transportation (LADOT) passengers in the 2013-14 fiscal year. The Los Angeles Department of Transportation (LADOT) leads transportation LADOT operates a total of 209 DASH buses. All buses are powered by cleaner burning planning, design, construction, maintenance and operations in the City of Los liquid propane gas (LPG) or CNG. Angeles. They work together and partner with other agencies to provide safe, accessible transportation services and infrastructure in the city and region. Cityride Short Range Transit Plan 2014-15 (March 2015) Cityride is a transportation assistance program for individuals age 65 or older and qualified persons with disabilities in the City of Los Angeles and select areas The Short Range Transit Plan provides an overview of the transit system in the City of Los Angeles County. The program offers reduced costs for participants to of Los Angeles including transit services provided and areas served, ridership, and purchase rides on City of Los Angeles permitted taxis or LADOT operated dial-a- inventory of fleet and equipment. The Plan also discusses budget and financial ride services (DAR). Cityride, DAR and taxi service carried 176,675 passengers in resources to support the Department’s goals and objectives for fiscal years 2014-15. the 2013-14 fiscal year.

The City of Los Angeles, through LADOT’s Transit Bureau, provides fixed-route The dial-a-ride service operates with 44 cut-away vehicles, each seating 6 to 10 and demand-response (paratransit) services throughout the City. passengers and equipped with a wheelchair lift.

19 Commuter Express All LADOT transit services are funded by City Proposition A Local Transit LADOT provides a suburb-to-Downtown or suburb-to-suburb Commuter Express Assistance (PALTA) funds and administered by LADOT. In addition, LADOT also bus service via 14 routes. Most buses operate primarily during peak commute receives operating assistance from Metro and capital funding from Metro and the periods from 5:00 AM to 9:00 AM (AM Peak) and from 3:00 PM to 7:00 PM (PM Federal Transit Administration (FTA). Peak). Commuter Express carried about 1.8 million passengers in FY 2013-14. LADOT Annual Report 2014-15 LADOT operates a fleet of 103 Commuter Express buses. All vehicles are powered The Los Angeles Department of Transportation (LADOT) prepares an annual report by cleaner burning compressed natural gas (CNG). that highlights key elements of the City’s transportation infrastructure and recent accomplishments. DASH DASH Downtown Los Angeles and community DASH are shuttle bus services The following list highlights some of LADOT’s recent accomplishments and designed to provide localized service in Downtown LA and in 27 neighborhoods milestones: all across the City. Each route serves trips within that neighborhood and connects

to other regional transit services such as Metro Rapid and local routes, Metrolink ■■ Established interagency task force and collaborated with Mayor’s Office to adopt and Metro rail lines. DASH buses typically travel circuitous fixed routes and provide Vision Zero, a citywide goal to eliminate traffic deaths by 2025

access to various activity centers, such as parks, recreation centers, cultural ■■ In collaboration with the Mayor’s Office, LADOT analyzed crashes and identified the sites, medical facilities and retail areas. DASH buses carried about 19.6 million City’s High Injury Network of streets with the most need for focused improvements chapter two: transportation growth&infrastructure2015

As the first initiative of the Active Transportation team, the City installed highly visible continental crosswalks with advance limit lines at over 800 intersections, providing a clear zone for pedestrians and bicyclists. The City also Implemented 100 safety upgrades at crosswalks, retimed 400 traffic signals, installed pedestrian “head starts” known as Leading Pedestrian Intervals on Broadway and Reseda Blvd. Lastly, LADOT awarded over $22 million in grant funds for education, engineering, enforcement, and evaluation for the Safe Routes to School under Vision Zero campaign

■■ Launched the Great Streets project with outreach on Venice, Central, Van Nuys, Cesar Chavez and Hollywood Great Streets segments; implemented improvements on Cesar Chavez and Reseda; facilitated short-term improvements on 14 of the Great Streets; partnered with Mayor’s Great Streets Studio and Department of Cultural Affairs to fund and launch Great Streets Challenge Grants

■■ Improved bike safety and infrastructure by designing 10 miles of protected bikeways (Reseda Blvd., Figueroa, and Los Angeles); implemented 38.2 miles of bikeway improvements; installed 6 bicycle corrals and 964 bike racks; completed 20 order to upgrade 100 percent of the DASH fleet to have bike racks; partnered with Mayor’s Office and Metro to release Regional Implementation Plan and slurry from a high of 67 days to a low of 8 days; shortened Metro-related plan review select bikeshare vendor; produced bikeshare station location map and conducted times for Crenshaw/ LAX, Regional Connector, and Purple Line Extension Segment outreach to Downtown community; facilitated CicLAvia Wilshire, South LA, Venice, I; gained approval by the Board of Taxicab Commissioners for a two-year extension and Valley; established City’s first bike-friendly business district in North East LA of the nine taxicab company franchises through 2017 updated Parking Violations (NELA) and installed three bicycle repair stations citywide Bureau website, by providing additional features with improved functionality and ■■ Created an enhanced bus riding experience by implementing the first mobile present a cleaner, more modern aesthetic and user-friendly experience ticketing project in California, and Wi-Fi on Commuter Express buses ■■ Improved agency identity, transparency, and customer service by expanding social ■■ Expanded access to non-ownership models of vehicle mobility by exceeding green media platform and communication outreach, all under the branding of “LADOTofficial” taxicab fleet goal one year ahead of schedule with 75% of taxis now being hybrids; ■■ Improved Customer Service Satisfaction; improved MyLADOT response time; launched expansion of citywide carshare pilot closed 18,381 service requests from July 2014 to June 2015; backlog was ■■ Increased availability of parking and efficiency of use, by completing the installation reduced by 25% from its peak in November 2014 of 7,274 to 5,472 in June 2015 of nine neighborhood dynamic message signs as part of LA Express Park; installed ■■ Improved customer service and reduced response time for Parking Ticket 14 electrical vehicle charging stations throughout the city Resolution; released PayTixTM app for Android and Apple cell phone users ■■ Improved communication and Information access to support decision-making; ■■ Opened new West LA Service Center; revisited parking sign design and placement; launched Transtat for all bureaus to improve transparency and to become data driven obtained innovation funding to be the first city to install new grid-style pictorial ■■ Increased efficiency throughout the agency; improved restriping turnaround time for parking guide signs chapter two: transportation growth&infrastructure2015

■■ Traffic control plan review for utilities; allotted overtime and created a new funding ■■ 410 off-street card & coin account to expedite review of traffic control plans for utility companies ■■ 117 off-street parking facilities ■■ Improved Information sharing with stakeholders; increased outreach, produced 50 LADOT Weekly Briefs, 60 LADOT YouTube videos, and enhanced communication Parking with Business Improvement Districts and Neighborhood Councils LADOT manages 150 established Preferential Parking Districts (PPDs)

The City of Los Angeles Transportation Profile 2014-15 Commute The Department of Transportation prepared the Los Angeles Transportation According to the 2010 U.S. Census Bureau data, the City of Los Angeles has Profile to provide a comprehensive overview of the transportation system in the approximately 1.74 million workers over the age of 16. About 1.65 million workers City of Los Angeles. The Report provides an inventory of the City’s airport and work outside of the home. Of those who work outside the home, 52.6 percent spend harbor system, street and freeway network, parking, taxi, and transit facilities. In less than half an hour commuting to work and 11.1 percent of workers spend an addition, the Report includes data on the City’s goods movement, mode share, hour or more commuting to work. The average commute time was 29.6 minutes commuting, traffic congestion, pedestrians and bicyclists. 2015 Congestion Management Program - Quick Facts Local Development Report 21 As described in the LADOT Annual Report – Fiscal Year 2014-15, key facts for Since its inception in 1992, the Department of Transportation has been the lead the City of Los Angeles include: in ensuring city compliance with the state-mandated Congestion Management Program (CMP). It includes the requirement for a Countywide Deficiency Citywide Streets Inventory and Freeway System ■■ Approximately 7,500 miles of dedicated public streets

■■ 181 miles of freeway

■■ 4,600 signalized intersections and 1,800 signalized approaches with left-turn arrows

■■ 40,000 intersections

■■ 22,000 marked crosswalks

■■ 1,200 miles of red, yellow, white, green and blue curb markings

Inventory of Citywide On-and-Off Street Parking Controls ■■ 34,661 on-street parking meters

■■ 33,162 on-street card & coin

■■ 2,288 off-street metered spaces chapter two: transportation growth&infrastructure2015

Plan, which was incorporated into the CMP in 1993.The CMP requires local the same period. Total net non-retail development includes 172,070 sq. ft. of jurisdictions to submit to Metro an annual Local Implementation Report (LIR) industrial space, 1,486,860 sq. ft. of office space, 213,000 sq. ft. of medical enumerating all development activity and all traffic mitigation projects/programs space, 12,940 sq. ft. of government space and 478,680 sq. ft. of institutional/ benefiting the CMP transportation network. Since 1994, the City of Los Angeles educational space. has maintained a positive balance of transportation improvement credits over new development debits to preserve compliance with the CMP. To date, the city has Exempted development activity (not included in the development totals above) accumulated 2,107,508 in net credit points, points which include contributions includes 353 units of low/very low-income housing and 1,166 dwelling units in for improvements to the regional transportation system. mixed-use development near rail.

Reporting of traffic mitigation projects/programs has been suspended indefinitely 2015 Highway Monitoring Report while Metro conducts studies on the best approach for compliance with the CMP. The report is a compilation of data for the 2015 CMP for the 47 monitoring However, all new development activity must continue to be reported annually in stations situated in the City. It contains the Level of Service (LOS) Summary for the LDR to meet CMP compliance. the a.m. and p.m. peak hours, Monitoring Station descriptions (layouts and signal phase diagrams), Manual Count data, Level of Service (LOS) calculations, and the Development Activity Intersection Turning Movement Summary. 22 For the period June 1, 2014 to May 31, 2015, the LDR determined a total of 11,134 net housing units were added in Los Angeles (9,809 multi-family Traffic Volume Counts and 1,065 single-family) in addition to 260 group quarters. This includes the Detailed traffic count data can be found on NavigateLA. Traffic Count Summaries construction of 12,994 new housing units and the demolition or conversion can be found on the Data LA portal. Between 2011 and 2014, LADOT conducted of 1,860 units. Added net commercial space totaled 1,795,610 sq. ft. for 3,043 traffic counts, accounting for the passage of 46,986,266 motorized vehicles through various intersections across the City

In addition, LADOT collects traffic counts and conducts performance level evaluation of 47 major intersections throughout the City. This effort is conducted biennially pursuant to the State-mandated Congestion Management Program.

City of Los Angeles Department of City Planning (DCP) The Department of City Planning is charged with the responsibility of preparing, maintaining, and implementing a General Plan for the Development of the City of Los Angeles. The Planning Department implements the General Plan utilizing a variety of tools through the application of zoning regulations. chapter two: transportation growth&infrastructure2015

Mobility Plan 2035, An Element of the General Plan The Bureau has adopted two implementation strategies to improve infrastructure Mobility Plan 2035 (Plan) provides the policy foundation for achieving a sustainability, transportation, and new technology. The two strategies are the One transportation systems that balances the needs of all road users. As an update Hundred Days Initiatives and Two-Year Rollout. The One Hundred Days strategy to the City’s General Plan Transportation Element (last adopted in 1999), included ten programs to deliver multi-functional targeted services: Mobility Plan 2035 incorporates “complete streets” principles and lays the policy 1. Signature Streets Program foundation for how future generations of Angelenos interact with their streets. 2. BSS Service Centers In 2008, the California State Legislature adopted AB 1358, The Complete 3. Operation Smooth Lanes Streets Act, which requires local jurisdictions to “plan for a balanced, multimodal 4. Intersection Repair Program transportation network that meets the needs of all users of streets, roads, and 5. Operation Downtown highways, defined to include motorists, pedestrians, bicyclists, children, persons 6. City of LA Cold Patch” Pilot Project with disabilities, seniors, movers of commercial goods, and users of public 7. Transfer Site Compactors transportation, in a manner that is suitable to the rural, suburban, or urban context.” 8. Operation Safe Schools 9. BSS Bikeway Steward Program Mobility Plan 2035 includes goals that define the City’s high-level mobility 10. New BSS Website 23 priorities. Each of the goals contains objectives (targets used to help measure the progress of the Plan) and policies (broad strategies that guide the City’s The Two-Year Rollout strategy includes four projects and programs: achievement of the Plan’s five goals): Safety First; World Class Infrastructure; 1. New Rubberized Slurry Seal mix Access for All Angelenos; Collaboration, Communication and Informed Choices; 2. New asphalt plant with increased recycling capacity and Clean Environment & Healthy Communities. 3. Cool Street Program pilot 4. New rut-resistant asphalt mix (LA MIX) Department of Public Works Bureau of Street Services State of the Streets Report 2015 The Bureau of Street Services is responsible for maintenance, repairing, resurfacing, and cleaning improved streets, alleys, bridges, tunnels, pedestrian The Bureau of Street Services completed an assessment of the City of Los subways, and related structures. The Bureau also maintains street trees and Angeles’ street network in the State of the Streets Report. This triennial report landscaped median islands and embankments. also identifies funding needs and strategies to minimize the impacts created by insufficient preventive maintenance and resurfacing funding. Bureau of Street Services Master Plan 2011-13 Street Inventory The Master Plan provides a guiding blueprint for the Bureau of Street Services for two years from 2011 to 2013. The Plan introduces key strategies, initiatives, and The City of Los Angeles has approximately 7,500 centerline miles of improved programs to improve street infrastructure in the City of Los Angeles. streets that are categorized into two functional categories: Major and Residential. chapter two: transportation growth&infrastructure2015

Major streets are typically 45 feet to 100 feet wide and carry heavy volumes of tax to help fund additional street repair; upgraded Asphalt Plant I to 50% recycled traffic. With proper ongoing maintenance, the asphalt road of a Major street is asphalt capability, reducing costs and improving environmental sustainability; expected to last 15 to 20 years due to higher traffic volumes and heavy vehicles establishment of opt-in Community Beautification Assessment Districts to allow such as commercial trucks and transit buses. residents and businesses to voluntarily expedite street repairs; and an exploration of new technologies including “cool pavements” to reduce heat island effect. Residential streets are typically 15 to 45 feet wide, carrying lighter traffic loads. With proper maintenance, the asphalt road of a Residential street is expected to Year End Figures 2014-15 last 30 to 35 years. Each year the Bureau of Street Services produces data reflecting its accomplishments and milestones through the Pavement Preservation Program, Street Cleaning Street Infrastructure Condition Assessment Program, Urban Forestry Division, and Investigation and Enforcement Division. The Bureau of Street Services adopted the Pavement Management System and the MicroPAVER system to monitor and maintain the City’s 7,500 centerline mile street The Bureau’s Street Cleaning Program is responsible for sweeping approximately 13,000 system. Using the system, the City’s streets were identified and rated from A to F with A curb miles of streets. This program is essential to maintaining sanitary environmental and being the best, and F being the poorest. The condition levels were determined by using public conditions. In 2014-15, the Bureau removed 71,384,712 square feet (or 1,855 the internationally accepted Pavement Condition Index (PCI). The PCI is an index of the cubic yards) of green waste as part of the City’s weed abatement program. 24 pavements’ structural and surface operational condition and has a numerical rating index, ranging from 0 for a failed pavement to 100 for a pavement in perfect condition. The Bureau is responsible for maintaining and preserving the City’s urban forest, one of the important elements of the public works infrastructure. In 2014-15, As of January 1, 2015, the average PCI for the Los Angeles road network was the Bureau planted more than 736 trees, removed 841, trimmed 28,000, and 62. Citywide, 46% of the road surface had a PCI of at least 71, indicating a state removed 1,204 stumps. of good repair. The Bureau is also concerned with the issuance of permits and violations for maintenance

The Path Forward of clean, safe streets through its Investigation and Enforcement Division. In 2014-15, The Department of Public Works engaged the engineering firm Harris & 3,976 building material permits were issued. The Bureau conducted 779 homeless Associates to develop a detailed cost estimate for reconstructing streets that are cleanups and issued 1,888 notices of illegal dumping. There were 344 arrests made for in poor condition. Harris estimated that approximately $3.85 Billion would be illegal vending, 82,975 peak hour inspections, and 15,692 newsrack inspections. Special needed over a 15-year period of construction in order to bring all of these streets Event Permits totaled 906 and a total of 195,300 signs were removed. The Bureau back to a state of good repair. completed 15,321 Service Request (SIR’s), conducted 1,615 waste tire grant inspections, and issued 76 water discharge test permits. In November 2014, Mayor Eric Garcetti announced the “Street Smart” package of initiatives to resurface an additional 200 lane-miles per year. The proposed initiatives include: Increased fees for utilities who cut into city streets, and longer moratorium on cutting into newly-paved streets; improved collection of city parking

chapter two: transportation growth&infrastructure2015

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I k:\mitchell\itd_req10\aug10\itd1292.mxd V chapter three: water growth&infrastructure2015

In 1902, the City of Los Angeles established the Los Angeles Department of The MWD owns and operates an extensive range of capital facilities including the Colorado River Aqueduct (CRA), 16 hydroelectric facilities, nine reservoirs, about , a municipal water system created after acquiring Water and Power (LADWP) 1,000 miles of large-scale pipes and five water treatment plants. title to all properties of a private water company. Since then, LADWP has become The MWD delivers an average of 1.7 billion gallons of water per day to a 5,200 the largest municipally owned and operated retail water utility in the nation, square mile service area, a six-county region from Ventura County in the north to providing approximately 168 billion gallons of water to 3.8 million residents in the San Diego County in the south through a conveyance and distribution system. City of Los Angeles. Primary sources of water for the LADWP service area are the Los Angeles Aqueducts, local groundwater, recycled water, and imported water purchased from the Metropolitan Water District of Southern California.

LADWP delivers water to its customers through a complex and expansive network water system. The system consists of large and small pipes measuring more than 7,200 miles in length. Trunk lines are pipes with a diameter greater than 20 26 inches that transport water from wells and aqueducts to reservoirs. These trunk lines are connected to smaller pipes called distribution mains that supply water to the customers’ service connection.

This water section provides an overview of agencies responsible for water supply in the City of Los Angeles. The Metropolitan Water District of Southern California and the Los Angeles Department of Water and Power produce annual reports, management plans, and other documents to provide information about water demand, supply, capacity, and infrastructure.

Metropolitan Water District of Southern California The Metropolitan Water District of Southern California (MWD) is a consortium of 26 cities and water districts that provides drinking water to approximately 19 million people in parts of Los Angeles, Orange, San Diego, Riverside, San Bernardino and Ventura counties. The MWD is the largest water supplier for the City of Los Angeles. chapter three: water growth&infrastructure2015

The Metropolitan Water District of Southern California low supply conditions. During FY 2014/15, Metropolitan exercised its SWP Annual Report 2015 water management programs to ensure delivery capability under these dry-year The Metropolitan Water District of Southern California (MWD) produces an annual conditions. This included drafting more than 108,000 AF from its San Joaquin Valley report each Fiscal Year. The Annual Report 2015 provides detailed information and Mojave storage accounts, the same as the previous year, and nearly 30,000 about the MWD and summarizes the district’s priorities, key policy issues, and AF from its flexible storage accounts, the remaining balance after nearly depleting accomplishments during 2014/15. these supplies in the previous year. FY 2014/15 deliveries and storage are subject to change based on future reconciliations by the Department of Water Resources.

Accomplishments Metropolitan’s net SWP payments during FY 2014/15 were $440 million on a System Operations and Planning: Effectively managed supplies and storage modified accrual basis. Metropolitan also administered existing storage programs programs to meet member agency demands during California’s fourth year of located outside its service area along the SWP system. record drought; collaborated with Engineering Services to implement capital projects to further enhance operational flexibility by reducing areas traditionally Water Sales served by only State Water Project (SWP) supplies; adjusted system operations to Metropolitan responded to the worsening water supply conditions by heightening decrease the use of scarce SWP supplies by about 140,000 AF. conservation messaging and public drought awareness. As dry winter conditions 27 Colorado River: Maintained an 8-pump flow on the CRA throughout FY 2014/15 threatened to continue into 2015, Metropolitan revised the region-wide water and delivered 1.19 MAF of CRA water, the largest delivery in 13 years; withdrew supply allocation plan which was last used in 2010. On April 1, 2015, Gov. Jerry approximately 321,000 AF of intentionally created surplus water from Lake Mead Brown issued a mandatory cutback on urban water users throughout the state, during CY 2014, supplies that had been conserved and stored in Lake Mead in effective June 1, 2015. This reduction has continued through 2016, and requires prior years for use in dry years. urban potable water users to cut use 25 percent below the same months of CY 2013. In April 2015, Metropolitan’s board voted to implement the revised imported water 10 allocation plan beginning July 1, 2015. The plan called for a 15 Water Supply percent reduction in imported water use by member agencies. As a result of these Metropolitan holds a water supply contract for 1,911,500 acre-feet annually with substantial drought response actions, Metropolitan’s water sales for FY 2014/15 the California Department of Water Resources, subject to availability. Drought dropped 7.3 percent below water sales in the prior fiscal year. conditions in fiscal year 2014/15 substantially reduced the amount of available State Water Project supplies with record low snowpack conditions reducing The growing awareness of drought and retail conservation caused sales in FY normally snow-covered Sierra watersheds to grassy meadows at the peak of the 2014/15 to fall below the 10-year average annual sales of 1.99 MAF. In FY winter season. As a result, Metropolitan managed 634,679 AF through the State 2014/15, Metropolitan sold 1.91 MAF of water, about 150,000 AF (7.3 percent) Water Project system, about 250,000 AF less than the previous year. To bolster lower than the prior fiscal year. Treated water sales were 890,000 AF or 47 these supplies, Metropolitan withdrew water from storage programs and exercised percent of total sales, with maximum daily system deliveries as high as 7,150 AF transfer and exchange agreements with Desert Water Agency and Coachella per day. Valley Water District, and other SWP partners. The impact of the drought reduced all available supplies throughout the state with some areas seeing historically chapter three: water growth&infrastructure2015

Los Angeles Department of Water and Power of Guiding Principles to maintain water supply reliability and cost effectiveness for customers by accelerating plans for local supply development. In October 2014, The Los Angeles Department of Water and Power (LADWP) is responsible for the Mayor Eric Garcetti issued Executive Directive 5 (ED5), which mandated City goals delivery of water and electricity to residents and businesses in the City of Los and actions in response to the drought. In April 2015, LA’s Sustainable City pLAn Angeles. The LADWP provides about 168 billion gallons of water to 3.9 million (pLAn) was released, establishing short-term and long-term targets for the City to residents and 674,000 customers each year. strengthen and promote sustainability. Within the pLAn category of local water, a multi-faceted approach to reducing water use and developing a locally sustainable water supply was developed.

Existing Water Supply Primary sources of water for the LADWP service area are the Los Angeles Aqueducts (LAA), local groundwater, State Water Project (supplied by MWD), and Colorado River Aqueduct (supplied by MWD). An additional water source, recycled water, is becoming a larger part of the overall supply portfolio. Water from LAA, State Water Project, and Colorado River Aqueduct are classified as imported because it 28 is obtained from outside LADWP’s service area. Many of LADWP’s traditional water supply sources are increasingly becoming more constrained due to climate extremes, environmental regulations, and groundwater basin contamination. To mitigate these impacts on supply sources, LADWP is developing a path towards sustainability and Urban Water Management Plan 2015 the pLAn by accelerating investments in conservation, water recycling, stormwater capture, and local groundwater development and remediation. The Los Angeles Department of Water and Power (LADWP) prepares and adopts an Urban Water Management Plan (UWMP) every five years to evaluate future However, it is important to note that it is in LADWP’s interest to protect all of water demands and supplies under average and dry year conditions. its existing water supplies, including imported water. Pressure on one supply resource, such as the recent minimal snowfall in the eastern Sierra Nevada Water Issues Mountains affecting LAA supply results in an increased reliance on another supply Faced with increasing demands for additional water supplies and multi-year drought resource — purchased water from MWD. conditions, LADWP and other water agencies in Southern California are addressing the challenge of providing a reliable water supply for a growing population. LADWP has a long history of working to ensure that its customers have reliable water. Through its actions, LADWP is committed to maintaining system reliability as it meets future water demands. Since the completion of the 2010 Urban Water Management Plan (UWMP), multiple city goals and policy objectives have reshaped future plans for water supply in Los Angeles. In 2012, LADWP established a set chapter three: water growth&infrastructure2015

Over the last ten years, demands have undergone a drastic reduction from a peak percent reduction in per capita water use by 2035 over 2013 levels. of 670,970 AFY in FY 2006/07. Several sequences of multi-year drought have led to diminishing supplies and increased efforts in conservation. Most recently, the Future Water Supplies start of a multi-year drought in 2012 resulted in diminished supplies from the LAA The water management goal of LADWP is to implement cost-effective and historically heavy reliance on purchased MWD water. This drove increased conservation, recycled water, and stormwater capture programs to meet the efforts in conservation that resulted in a 22 percent demand reduction in 2014/15 targets established in ED No. 5 and pLAn. In addition, LADWP is also pursuing from 2006/07. Reliance on MWD reached a peak in FY 13/14 as a result of limited water to replace a portion of the LAA water used for environmental enhancements LAA supplies due to minimal snowfall in the eastern Sierra Nevada Mountains. and mitigation in the eastern Sierra Nevada.

Water Demands Water Supply Reliability Water demands are driven by a number of factors: With its current water supplies, planned future water conservation, and planned future water supplies, LADWP will be able to reliably provide water to its ■ ■ Demographics – population, number of single-family homes, and number of employees customers through the 25-year planning period covered by this UWMP. Reliability ■■ Socioeconomics – price of water, personal income, family size, economy, drought includes accounting for water quality impacts on supplies and impacts of climate conservation effect, and passive water conservation change on both supplies and demands. To meet targets established in ED No. 5 29 ■■ Conservation – passive conservation from plumbing codes and landscape and pLAn, LADWP will reduce per capita water consumption through conservation, ordinances, passive conservation from behavioral changes, and active conservation increase recycled water use including both non-potable reuse and indirect reuse, from the City’s various active conservation programs and reduce its reliance on imported water purchases from MWD.

■■ Weather – historical weather patterns including daily maximum temperature and precipitation

■■ Non-revenue water – the difference between total water consumption and billed water use For the development of LADWP’s 2015 UWMP, a new water demand forecast was prepared for the major categories of demand to allow the City to better understand trends in water use and develop effective conservation programs.

Water Conservation Conservation has had a tremendous impact on Los Angeles’ water use patterns and has become a permanent part of LADWP’s water management philosophy. The City of Los Angeles has long recognized water conservation as the core of multiple strategies to improve overall water supply reliability. Through its investments in conservation Los Angeles has become a national leader in water use efficiency. In the future conservation will continue to be an important part of maintaining supply reliability and is a key component of ED No. 5 and pLAn ultimately calling for a 25 chapter three: water growth&infrastructure2015

The projected supply portfolio under multiple dry year conditions are almost will make up the remaining 44 percent in dry years or 11 percent in average identical to that under single dry year conditions. New water conservation is years to meet the City’s need for supplemental water. shown as a combined supply source with stormwater reuse. Groundwater is combined with increased pumping due to groundwater replenishment with Financing purified wastewater and captured stormwater. The exhibits show that the City’s Funding for water resource programs and projects are primarily provided through locally-developed supplies will increase from 14 percent to 49 percent in dry LADWP water rates, with supplemental funding provided by the MWD and state years or to 47 percent in average years. These local supplies are not influenced and federal grants. LADWP will also seek reimbursement from potential responsible by variability in hydrology, and will become the cornerstone of LA’s future water parties to assist with groundwater treatment program costs. To fund future supplies. As a result, the City’s combined imported supplies will decrease programs, LADWP will utilize a combination of the following funding sources: significantly from 86 percent to 51 percent in dry years or to 53 percent in

average years. As for the breakdown of the City’s imported supplies, it is still ■■ Water Rates – The revenue collected through LADWP’s current water rates is highly influenced by hydrology. The Los Angeles Aqueduct system with limited the primary funding source for resource programs designed to achieve the City’s storage capacity is subject to the variability of hydrology, while MWD (with its goals for conservation, water recycling, stormwater capture, and remediating the ample storage) is capable of providing supplemental water supply to the City contamination in the San Fernando Basin.

regardless of hydrologic conditions. By FY 2039/40 LAA deliveries are projected ■■ MWD – Currently provides funding through their Local Resources Program (LRP) 30 at 7 percent in dry years and 42 percent in average years by FY 2039/40, MWD for the development of water recycling, groundwater recovery, and seawater desalination. The LRP incentive structure offers three options: sliding scale incentives up to $340/AF over 25 years, sliding scale incentives up to $475/ AF over 15 years, or fixed incentives up to $305/AF over 25 years. MWD also promotes conservation through its Conservation Credits Program up to $195/AF. Since its inception in 1990, the Conservation Credits Program has provided $487 million in rebates and incentives throughout its service area cumulatively saving 2.2 million AF through 2015.

■■ State Funds – Funds for recycling, groundwater, conservation, and stormwater capture have been available on a competitive basis though voter approved initiatives, such as Propositions 50, 84 and 1. Proposition 1 allocates $900 million to prevent or clean up contaminated groundwater. Occasionally low or zero-interest loans are also available through State Revolving Fund programs.

■■ Federal Funds – Federal funding for recycling is available through the U.S. Army Corps of Engineers, via periodic Water Resource Development Act legislation, and the U.S. Bureau of Reclamation’s Title XVI program.

■■ Potentially Responsible Parties – LADWP may be able to recover some costs for groundwater cleanup from potentially responsible parties. chapter three: water growth&infrastructure2015

31 LA’s Drinking Water Quality Report 2014 The annual Drinking Water Quality Report (also known as a Consumer Confidence Report) is required by the California Department of Public Health and is prepared in accordance with their guidelines. LADWP collects over 25,000 water samples across the city, and performed more than 240,000 water quality tests. They tested for more than 200 contaminants and constituents, including both regulated contaminants, such as arsenic, chromium, lead, and disinfection by-products, as well as constituents of interest such as sodium and hardness. Tables I-IV of the report list the results of water tests performed by LADWP and MWD from January to December 2014.

Water Photos: Courtesy of Los Angeles Department of Water & Power (LADWP) chapter four: wastewater/sewer growth&infrastructure2015

Wastewater generated within the City of Los Angeles is collected The Sanitation Districts have been a leader in providing wastewater and solid waste management services to the region since the formation of the first districts the Sanitation Districts of Los Angeles County and treated by two agencies: in 1923. Today, the wastewater system includes approximately 1,400 miles and the Department of Public Works Bureau of Sanitation. The Sanitation Districts of sewers, 48 active pumping plants, and 11 wastewater treatment plants that transport and treat about half the wastewater in Los Angeles County. The serve a portion of the City of Los Angeles. The majority of the City receives Sanitation Districts’ comprehensive solid waste management system currently wastewater collection and treatment service from the Department of Public Works provides about one-fourth of the countywide solid waste disposal needs through Bureau of Sanitation. the operation of two sanitary landfills, three landfill energy recovery facilities, three materials recovery/transfer facilities, and two refuse-to-energy facilities. The Sanitation Districts do not pick up or collect trash from homes or businesses.

The agency also helps sponsor the Household Hazardous Waste and Electronic Waste Collection Program, which gives Los Angeles County residents a legal and cost-free way to dispose of unwanted household chemicals and electronic waste that cannot be put into the regular trash.

32 The Sanitation Districts are innovators in the production of green energy and water recycling. Approximately 120 megawatts of electricity, enough to supply the needs of about 160,000 homes, are created in the Sanitation Districts’ wastewater and solid waste operations. Water reclamation plants produce 165 million gallons per day of recycled water that can be safely used for irrigation and other uses to replace the water used by over 400,000 Southern California families. Sanitation Districts of Los Angeles County The Sanitation Districts protect public health and the environment through Clearwater Program Master Facilities Plan 2012 innovative and cost-effective wastewater and solid waste management, and The Clearwater Program Master Facilities Plan (MFP) is a long-range planning in doing so convert waste into resources such as recycled water, energy, and document for the Joint Outfall System (JOS), a regional wastewater management recycled materials. system serving 73 cities and unincorporated county areas, including portions of the City of Los Angeles. The Sanitation Districts are a public agency created under state law to manage wastewater and solid waste on a regional scale and consist of 24 independent The Clearwater Program Master Facilities Plan identifies a recommended plan that special districts serving about 5.5 million people in Los Angeles County. The will meet the wastewater management needs of the JOS through the year 2050. service area covers approximately 824 square miles and encompasses 78 cities It evaluates infrastructure and facilities and makes recommendations on how to and unincorporated territory within the county. maintain a reliable wastewater management system. chapter four: wastewater/sewer growth&infrastructure2015

2012 5-Year Review of the 2006 Water Integrated Resources Plan In 2006, the City of Los Angeles adopted the Water Integrated Resources Plan (IRP), an implementable facilities plan through the year 2020 that integrates water supply, water conservation, water recycling, runoff management, and wastewater facilities planning. Since the adoption of the 2006 Water IRP, the City developed the Water IRP 5-Year Review to revisit the IRP recommendations, to reflect changes in the year 2006-2011, and to review recommendations accordingly.

In 2006, the population of the wastewater service area was expected to expand by 700,000 people before the year 2020, according to projections of the Southern California Association of Governments (SCAG) in 2001. Based on the population projection, the 2006 IRP projected the wastewater flow to increase 16 percent by the year 2020, totaling 531 million gallons per day (MGD). Department of Public Works Bureau of Sanitation However, the 5-Year Review document identified that there has been a significant The Bureau of Sanitation’s three primary programs are: wastewater collection, decrease in wastewater over the years. Based on historical wastewater flow data 33 conveyance, treatment, and disposal; watershed protection; and solid resources, from 1987 to June 2011, the flow was actually decreasing at a rate of 2.53 MGD collection, recycling, and disposal. over that time span. The City’s wastewater service area consists of two drainage basin areas: the Hyperion Service Area (HSA) and the Terminal Island Service Area (TISA). The HSA covers approximately 515 square miles and serves the majority of the Los Angeles population as well as non-City agencies that contract with the City for wastewater service. The TISA is approximately 18 square miles and serves the Los Angeles Harbor Area.

The wastewater collection system’s physical structure includes over 6,700 miles of major interceptors and mainline sewers, 54 pumping plants, and various diversion structures and other support facilities.

The City owns and operates four major wastewater treatment facilities: Hyperion Treatment Plant (HTP), the Donald C. Tillman Water Reclamation Plant (DTWRP), Los Angeles-Glendale Water Reclamation Plant (LAGWRP), and the Terminal Island Water Reclamation Plant (TIWRP). chapter four: wastewater/sewer growth&infrastructure2015

Additionally, using the demographic projection by SCAG, the Hyperion Service Program, $348.8M in Solid Resources, and $35.3M in Watershed Protection

Area (HSA) was estimated to have wastewater flow of 443 MGD in 2000, while ■■ Cleaned nearly 7,000 miles of sewer pipes and chemically treated 8,648 sewer the actual wastewater flow was monitored at 425 MGD in 2011. pipes for root control

■■ Decreased 82% of Sanitary Sewer Overflows since the year 2000 As part of the 2006 Water IRP recommendations, wastewater treatment facilities would be expanded and improved to accommodate future flow increases through ■■ Conducted 346,691 tests for metals, organics, toxicity, and other indications of treatment systems’ performance projects that were categorized as “Go-Projects” and “Go-If-Triggered Projects.” Go-Projects’ design and construction were intended to begin right away while ■■ Collected 81,372 samples from the environment and treatment plants

Go-If-Triggered Projects would be implemented if or when additional information ■■ Removed 2,095 tons of debris from catch basins or circumstances, such as population growth or changes in demand for sewage ■■ Hired 17 new engineering graduates capacity, trigger the need to begin design and construction. Based on population and flow triggers as well as additional new information, most of the “Go-Projects” have been deferred and most of the “Go-If-Triggered Projects” have not been triggered.

Given that the Water IRP window is coming to an end in 2020, and in consideration of evolving financial, social and sustainability factors, the City has 34 embarked on developing the One Water Los Angeles 2040 Plan. As with the IRP, the One Water LA 2040 Plan will be developed in collaboration with key stakeholders and the general public. These stakeholders represent LA’s diverse geography, demographics, and interests in putting together a comprehensive platform as a starting point for all water-related planning efforts.

Bureau of Sanitation 2015-16 Strategic Plan The Bureau of Sanitation’s annual Strategic Plan outlines its progress with its major programs – the Clean Water Program, the Solid Resources Program, and the Watershed Protection Program. These programs all contribute to and build upon the overarching program of environmental sustainability, which also includes climate change; greenhouse gas emission monitoring, reporting and reduction; green infrastructure and urban greening; renewable energy and brownfield remediation.

In the 2014-2015 fiscal year , LASAN achieved the following:

■■ Managed $991.4M in Total Revenue with $607.3M dedicated to the Clean Water chapter four: wastewater/sewer growth&infrastructure2015

Wastewater Capital Improvement Program 2015/16-2024/25 The Wastewater Capital Improvement Program (WCIP) includes capital developed for the City’s Clean Water facilities. The projects included in the document have been approved by the City’s Program Review Committee, comprised of Assistant Directors of LA Sanitation (LASAN) and a Deputy City Engineer. The administration, coordination and implementation of the projects in the 10-year WCIP are assigned to various divisions of LASAN and the Bureau of Engineering (BOE) in the Department of Public Works. The Program includes replacement, rehabilitation, and expansion of the City’s wastewater treatment and collection system facilities. The 10-year estimated total cost of the Program is $3,186,240,000.

The City’s wastewater system is divided into two separate subsystems – Hyperion and Terminal Island – based upon the topographical features of the service area. The Hyperion System serves the area north of Imperial 35 Highway and includes the Hyperion Treatment Plant in Playa Del Rey, the Los Angeles-Glendale Water Reclamation Plant near the City of Glendale and the Donald C. Tillman Water Reclamation Plant in the San Fernando Valley. The Los Angeles-Glendale and Donald C. Tillman Plants are located upstream of the Hyperion Plant and along the Los Angeles River, and treat only the liquid portion of the wastewater. All biosolids from these two upstream plants are conveyed to, and treated at the Hyperion Treatment Plant. The Terminal Island System serves the portion of the City south of Lomita Boulevard (the area between Lomita Boulevard and Imperial Highway is served by County Sanitation District #5). This subsystem has one treatment plant, the Terminal Island Water Reclamation Plant, located in the Los Angeles Harbor area. This plant also treats biosolids and produces recycled water. chapter five: stormwater and urban runoff growth&infrastructure2015

Department of Public Works Bureau of Sanitation The City of Los Angeles collects urban runoff through its storm drain system, which is comprised of underground pipes, devices, conveyance networks, and The Bureau is responsible for the collection, transport, and disposal of stormwater treatments. This system is completely separate from the City’s sewer system, which collects residential, commercial, and industrial wastewater. The storm through the City’s system of natural and constructed channels, debris basins, drain system generally starts on City streets with the gutters that convey runoff to pump plants, storm drain pipes, and catch basins. The City owns the following the storm drain inlets or catch basins. The catch basins are considered as a link stormwater management facilities and infrastructure: 1,125 miles of pipelines; between the City’s watersheds and an underground pipe network of small pipes that connect to larger pipes. Urban runoff ultimately gets emptied into constructed 66,260 catch basin; and 11 pump plants. channels or streams and creeks. Smaller creeks and streams may empty into wetlands, lakes, or flood control basins. The larger water flows generally end up in Water Quality Compliance Master Plan for Urban Runoff rivers that discharge into harbors or directly into the ocean. (WQCMPUR) 2009 In 2009, the City of Los Angeles adopted the WQCMPUR. This document is a The City of Los Angeles has four watersheds that encompass the City: Los 20-year strategy for clean stormwater and urban runoff in the City of Los Angeles Angeles River, Ballona Creek, Dominguez Channel, and Santa Monica Bay. and to meet all water quality regulations for the City’s rivers, lakes, and coastal waters. The Master Plan provides an overview of the existing status of urban 36 runoff management in the City, including a description of watersheds in the City, urban runoff pollutant sources, regulatory requirements for water quality, existing watershed management, and plans for compliance with regulatory requirements. In addition, the Master Plan plans for the future of urban runoff management in the City and discusses three initiatives: Water Quality Management Initiative, Citywide Collaboration Initiative, and Outreach Initiative. Lastly, the Plan contains a financial outlook that evaluates current and future revenues, provides an estimate of the costs needed for implementing the strategies proposed, and presents opportunities for funding.

Watersheds The term “watershed” refers to all the land that drains to a common low point. Water moves through both underground and surface drainage pathways that converge into streams and rivers. Eventually, the water reaches a receiving water body such as a river, stream, lake, wetland, or the ocean. chapter five: stormwater and urban runoff growth&infrastructure2015

The Los Angeles River watershed is the largest regional watershed and significant Factors Affecting Runoff and Water Quality portions of impaired sub-watersheds are within City boundaries. It includes all Rainfall the lands draining into the Los Angeles River, which is 51 miles long. The first 30 The City of Los Angeles has a semi-arid climate with average annual rainfall of miles of the River are within the City of Los Angeles. The total watershed area is 15 inches per year. Statistically, there are 33 measurable rain events per year, 833 square miles, and about 33 percent, or 277 square miles, of this watershed which may be as little as 0.01 inches of rain. However, according to the Los is located within the City of Los Angeles. Angeles County rainfall data, the one-year storm event (the highest amount of rain expected from one storm in any given year) in Los Angeles is 1.7 inches of rain, The Santa Monica Bay watershed is comprised of numerous sub-watersheds the 5-year event is 3.5 inches of rain, and the 25-year event is 5.3 inches of rain. emptying into Santa Monica Bay. The watershed runs along the coast from the This may vary depending on the varied topography in the Los Angeles region. Ventura-Los Angeles County line in the north to the Palos Verdes Peninsula in the south. The total watershed area is 285 square miles, and 12 percent of this watershed is located within the City of Los Angeles.

The Ballona Creek watershed is comprised of the Ballona Creek, Ballona Creek Estuary, and Ballona Creek Wetlands. This watershed is located on the coastal plain of the Los Angeles basin, with the Santa Monica Mountains to the north 37 and the Baldwin Hills to the south. The total watershed area is 128 square miles, and about 81 percent is located within the City of Los Angeles. The Ballona Creek is predominantly channelized and the watershed is highly developed with both residential and commercial properties.

The Dominguez Channel watershed includes the drainage areas of the Dominguez Channel, the Wilmington Drain/Machado Lake, Dominguez Channel Estuary, and the Torrance-Carson Channel that all eventually discharge through the Dominguez Channel into the Los Angeles Harbor area. The total watershed area is 109 square miles, and about 32 percent of this watershed is located within the limits of City of Los Angeles. chapter five: stormwater and urban runoff growth&infrastructure2015

Land Use and Imperviousness Urban development leads to areas becoming significantly impervious to rainfall infiltration, which increases the percentage of runoff entering the stormwater system. This increase in the percentage may result in potential threat of major flooding. The WQCMP provides a breakdown of land use by watershed with corresponding impervious factors, which is a scale on how resistant the ground surface is to water infiltration. Commercial and industrial areas have very high impervious factors (>0.9), which usually generate more pollution than other land use categories.

Watersheds within the City limits are highly developed with residential, commercial, and light industrial land use categories. Although major parts of the Los Angeles River and Santa Monica Bay watersheds are relatively open with Runoff Rates low imperviousness factors, much of this land is located in the mountains and The WQCMP provides estimates of the dry-weather runoff flow, average generally upstream from suspected pollution sources. annual runoff, and seasonal event storm runoff. During most of the year, runoff 38 management focuses on the relatively low-volumetric, dry-weather runoff. Dry-weather sources include landscape irrigation, street washing, car washing, groundwater seepage, illegal connections, hydrant flushing, construction runoff, and other commercial activities. The total dry-weather runoff for the four watersheds in the city of Los Angeles is estimated at 29 billion gallons per year. The dry-weather runoff for portions of watersheds located within City limits is 16 billion gallons per year.

The average annual runoff for all four watersheds is estimated at 353 billion gallons per year. Average annual runoff for portions of watersheds located within City limits is estimated at 56 billion gallons per year. chapter five: stormwater and urban runoff growth&infrastructure2015

Demographics Watershed Management Plans Increase in population, number of residences and commercial/industrial activity The City of Los Angeles has several watershed management plans for the area. The affect runoff pollution in two ways: increase in generation of runoff pollutants WQCMP provides a description of each management plan prepared since 1994. and increase in redevelopment and new development which may increase the Examples of the plans include the Los Angeles River Revitalization Master Plan and imperviousness of the area. The WQCMP uses Southern California Association of the City’s Water Integrated Resources Plan. Governments’ (SCAG) population projection to determine future growth. Implementation Strategy According to the document, future growth is not likely to result in a proportional The WQCMP provides implementation strategies, which are long-term watershed- increase of the runoff volume as the City of Los Angeles is already highly specific management plans. The strategies include general guidelines and developed. However, the Master Plan discusses an implementation strategy to technical, physical, and procedural methods to achieve water quality goals. Each regulate future redevelopment to increase open areas and to limit the impact of of the four watersheds in the Los Angeles area has its own water quality goals, urban sprawl. which are defined by the NPDES MS4 Permit. WQCMP identifies three initiatives for the implementation strategies: Water Quality Management Initiative, Citywide Water Quality Collaboration Initiative, and Outreach Initiative. The WQCMP summarizes water quality standards that are defined by the Los 39 Angeles Regional Water Quality Control Board (LARWQCB). These standards are Enhanced Watershed Management Plans used for establishing water quality numeric targets for Total Maximum Daily Loads (TMDLs). City departments and other agencies monitor the quality of the City’s Municipalities, non-governmental organizations and community stakeholders waters on a regular basis by taking samples and analyzing these samples in the throughout the County of Los Angeles have worked collaboratively to develop laboratory for pollutant concentrations. The Master Plan compares the existing Enhanced Watershed Management Plans for each of LA’s five watersheds – water quality of the City’s rivers, lakes, and coastal water with the water quality Ballona Creek, Dominguez Channel, Marina Del Rey, Santa Monica Bay and Upper numeric targets. This comparison allows the City to determine the current status of Los Angeles River. The objectives of the Enhanced Watershed Management Plans the City’s waters. The LARWQCB has established water quality numeric targets for (or EWMPs) are to comply with water quality mandates, improve the quality of our the following impairment categories: trash, bacteria, metals, toxic pollutants, and rivers, creeks and beaches, and address current and future regional water supply nutrients. issues.

Total Maximum Daily Loads (TMDL) Implementation Plans As of 2009, the City of Los Angeles had two TMDL Implementation Plans (Marina Del Rey Harbor and Santa Monica Bay Beaches) and a number of others in the process of being developed. chapter six: solid waste growth&infrastructure2015

City of Los Angeles Department of SWIRP stakeholders established their vision through the adoption of twelve guiding Public Works Bureau of Sanitation principles. These guiding principles were developed through an extensive public outreach process, bringing together more than 3,000 stakeholders throughout the The solid resources program’s primary responsibility is to collect, clean, and recycle City during more than 250 meetings, workshops, and citywide conferences solid waste generated in the City of Los Angeles and surrounding communities. SWIRP Guiding Principles Solid Waste Integrated Resources Plan 2013 1. Education to decrease consumption The Solid Waste Integrated Resources Plan (SWIRP) - most commonly known as the City’s Zero Waste Plan - lays out a long term plan through 2030 for the City’s 2. City leadership as a model for Zero Waste practices solid waste programs, policies and environmental infrastructure. Investment in 3. Education to increase recycling such infrastructure will help to achieve Mayor Garcetti’s goals as outlined in the Mayor’s Sustainability Plan and will create jobs in the local economy. 4. City leadership to increase recycling

The Solid Waste Integrated Resources Plan (SWIRP) is a stakeholder-driven 5. City leadership to increase recycling process and long-range master plan for solid waste management in the City 6. Consumer responsibility 40 of Los Angeles (City). SWIRP proposes an approach for the City to achieve a goal of 90 percent diversion by 2025. These targeted diversion rates would 7. Convenience be implemented through an enhancement of existing policies and programs, implementation of new policies and programs, and the development of future 8. Incentives facilities to meet the City’s recycling and solid waste infrastructure needs over a 9. New, safe, technology 20-year planning period. 10. Protect public health and environment

11. Equity

12. Economic efficiency chapter six: solid waste growth&infrastructure2015

The City has undertaken a community-based approach to planning for a sustainable ■■ Fully analyze the City’s waste stream and waste projections through the planning period. city of the future and making that vision a reality through a two-phase process. ■■ Clearly describe and conceptually design each system component of the integrated resources management plan, including the policies, programs, and facilities Phase 1 Goals: identified in Phase 1, and ensure that they will work together to achieve the City’s goals in an integrated resources system. ■■ Educate stakeholders about the opportunities for sustainable resource management now and throughout the next 20 years. ■■ Estimate and evaluate the costs of the system components and prepare a funding and financing plan. ■■ Create a consensus-based process to ensure that all voices are heard and everyone has the opportunity to participate. ■■ Conduct an environmental review of the integrated resources system.

■■ Establish community-based goals and objectives that reflect the needs, concerns, and vision of the community as a whole. An essential component of SWIRP is the identification and development of future facilities to meet the City’s recycling and solid waste infrastructure needs ■■ Identify the policies, programs, and facilities that will be needed to achieve these through 2030. Some of the City’s current infrastructure is owned and operated goals. by the City, including:

Phase 2 Goals: 41 ■■ Central Los Angeles Recycling & Transfer Station (CLARTS) ■■ Continue to engage stakeholders in the community-based planning process to ensure that the stakeholders are committed to realizing the Phase 1 goals in the ■■ Griffith Park Composting Facility Phase 2 plan. ■■ Harbor Mulching Facility ■■ Inform the City’s stakeholders about the costs, risks, and benefits of the options. ■■ Lopez Canyon Environmental Center, including a composting/mulching facility ■■ Ensure that these options are both feasible and practical and that our choices are ■■ Seven S.A.F.E. Centers located throughout the City cost-effective and environmentally sound.

■■ Six District Yards serving each of the City’s six wastesheds chapter six: solid waste growth&infrastructure2015

However, much of the recycling and solid waste infrastructure used by generators in the City is owned and operated by the private sector and other public agencies, including the Sanitation Districts of Los Angeles County.

Over the past 20 years, as the City’s landfills were closing, the City sought options for transfer and disposal of solid waste. In 2004, the City purchased the Central Los Angeles Recycling & Transfer Station and has been interested in seeking transfer station options in West Los Angeles.

In support of the City’s goal of ending urban landfilling, the City has also evaluated long-haul options to the remote desert landfills. However, the City’s orientation shifted with the adoption of the RENEW LA. Plan in 2006. RENEW LA focused not on transfer and disposal, but maximizing diversion through source-separation programs, material recovery facilities, composting facilities, and converting residual waste into energy through new technologies.

42 The City has been investigating advanced technology for alternative treatment of residual waste since 2004 and is currently procuring the City’s first Alternative Technology project.

Throughout Phase 1 of the SWIRP planning process, stakeholders discussed facility options and toured local facilities. During Phase 2, stakeholders identified the specific facility needs resulting from the implementation of the SWIRP policies and programs and discussed options for maximizing diversion from disposal through residual waste processing and treatment through Alternative Technologies. chapter seven: power growth&infrastructure2015

The Los Angeles Department of Water and Power (LADWP)

The Los Angeles Department of Water and Power (LADWP) is responsible for delivery of water and electricity to residents and businesses in the City of Los Angeles. LADWP supplies more than 26 million megawatt hours of electricity annually for the City of Los Angeles’ 1.4 million residential and business electric customers. The average resident uses about 5,900 kilowatt-hours of electricity per year. Business and industry consume about 70 percent of the electricity in Los Angeles, but residents constitute the largest number of customers. In addition to serving residential and other customers, the LADWP lights public streets and 43 highways, powers part of the City’s water system, and sells electricity to other utilities. ■■ The Power System transfers 8% of its gross operating revenue (estimated at $265.6 million in FY 2014-15) to the City’s General Fund each year to provide Integrated Resource Plan 2015 critical City services The Los Angeles Department of Water and Power (LADWP) annually prepares a Power Integrated Resource Plan (IRP), a planning document that provides a 20- ■■ LADWP has over 7,640 megawatts (MW) of generation capacity from a diverse mix year framework to meet the City of Los Angeles’ current and future energy needs. of energy sources The document provides forecasts of electricity demand, discusses the resources ■■ Power Resources as of 2014 were reported as such: available or needed to meet the demand, and addresses the issue associated with Renewable Energy: 20% each resource and the Power System in general. The IRP also identifies long term Natural Gas: 22% goals and strategies, near term actions, and financial requirements to meet the Nuclear: 9% City’s projected electricity demand. Large hydro: 2% Coal: 40% Facts and Figures Other/Unspecified: 7% ■■ For the Fiscal Year 2015-16, the Power System budget is $4.1 billion. This includes $1 billion for operations and maintenance, $1.6 billion for capital projects, ■■ Typical residential energy use per customer is about 500 kilowatt-hours (kWh) per and $1.5 billion for fuel and purchased power. month. Business and industry consume about 70% of electricity in Los Angeles, but residents constitute the largest number of customers. chapter seven: power growth&infrastructure2015

■■ The Power System is responsible for inspecting, maintaining/replacing, and ■■ 3,166 pole mounted capacity banks operating the following: ■■ 1.3 million distribution crossarms ■■ 4 in-basin thermal plants ■■ 31,728 utilitarian streetlights ■■ 14 small hydroelectric plants Major Changes from the 2014 IRP ■■ 1 large hydroelectric plant Major changes from last year’s 2014 IRP include expanded discussion on: ■■ 1 wind power plant

■■ 2 solar photovoltaic plants ■■ Senate Bill 350 signed into law, requiring a target 50% renewable portfolio standard by 2030 and doubling of energy efficiency savings and demand reduction. ■■ 3,507 miles of overhead transmission circuits spanning five states ■■ An agreement under which LADWP will sell its 21 percent share (477 MW) in the ■■ 124 miles of underground transmission towers coalfired Navajo Generating Station in Arizona to Salt River Project; the sale will ■■ 15,452 transmission towers close on July 1, 2016.

■■ 6,800 miles of overhead distribution lines ■■ The Maximum Generation Renewable Energy Penetration Study (MGRPES),

■■ 3,597 miles of underground distribution cables which analyzed the impact of 40 and 50 percent penetration of variable energy resources (VERs) on LADWP’s system balancing requirements, including ■■ 162 distributing stations reserve requirements, ramp rate requirements, system reliability and operation 44 ■■ 21 receiving stations requirements (system inertia and frequency response), and generation dispatch

■■ 50,636 substructures strategies.

■■ ■■ 321,516 distribution utility poles Scattergood Generating Station Unit 3 was repowered with a modern, state-of- the art combined-cycle unit and two simple-cycle gas turbine units for a total generation of 508 MW to reduce the use of once-through cooling.

■■ Expanded discussion on the Transportation Electrification Program to meet IRP electrification goals.

■■ Status update on the Integrated Human Resources Plan (IHRP) and Customer Care and Billing (CCB).

■■ Natural gas prices and renewable energy costs have been revised downwards compared to last year’s 2014 IRP.

■■ In this 2015 IRP, the overall base renewable portfolio levelized cost is $91/MWh, which represents a $1/MWh decrease from last year and a $4/MWh decrease from 2013. This cost reduction was achieved primarily through several recently signed power purchase agreements for cost-effective large central solar and geothermal projects, resulting in a more optimized and diverse portfolio that accounts for chapter seven: power growth&infrastructure2015

Department of Public Works Bureau of Street Lighting The Bureau of Street Lighting is one of five Bureaus in the Department of Public Works, responsible for the design, construction, operation, maintenance and repair of the street lighting system within the City of Los Angeles. There are currently more than 220,000 lights in the City consisting of more than 400 designs.

In 2012, the Bureau of Street Lighting completed replacing 141,089 street lights with LED bulbs in the City of Los Angeles. This retrofit project, the LED Street Lighting Energy and Efficiency Program, reduces the City’s carbon emissions by more than 47,000 metric tons every year.

Before the program, the City’s street lights consumed 168 gigawatt hours of electricity at an annual cost of $15 million, while emitting 110,000 metric tons of carbon dioxide. The new LED lights now reduce energy use by 63.1 changing price trends and market developments. The 2015 IRP excludes Solar percent and reduce carbon emissions by 47,583 metric tons a year. 45 Customer Net Metered in the levelized cost calculation because it is not counted toward RPS requirements. By maintaining flexibility in the selection of cost- The project cost an estimated $57 million over the four years. It was funded effective renewable resources, LADWP is able to secure the best pricing as market through a $40 million loan from the Los Angeles Department of Water and conditions evolve. Power (LADWP), which will be paid entirely through savings in energy and ■■ Updated case scenarios including additional 50 percent Renewable Portfolio maintenance costs by 2019. Once the loan is repaid, the City will begin to save Standard (RPS) cases by 2030 with varied amount of local solar and transportation $10 million annually. Additionally, $16 million in LADWP rebate funds and $3.5 electrification. The 40 percent by 2030 RPS case is no longer considered due to million from the Street Lighting Maintenance Assessment Fund were used. the recent enactment of Senate Bill 350. Los Angeles Department of Water and Power 2015 Power Integrated Resource Plan Executive Summary FINAL ES - 4 December 31, 2015

■■ The 2015 IRP incorporates updates to reflect the latest load forecast, fuel price and projected renewable price forecasts, and other numerous modeling assumptions. Major renewable projects approved this year by the Board and City Council includes Hudson Ranch Geothermal and Springbok 2 Solar Power Purchase Agreements. Copper Mountain 3 reached full commercial operation and Don Campbell 2, Hudson Ranch, and Heber 1 Geothermal Power Purchase Agreements were also placed in-service this year. These projects were among the approved and executed projects this past year which took advantage of lower renewable prices. chapter eight: fire growth&infrastructure2015

The Los Angeles Fire Department (LAFD) A total of 984 uniformed firefighters, including 270 serving as firefighter/ paramedics, are always on duty at fire departments citywide. The City has 106 The Los Angeles Fire Department (LAFD) is a full-spectrum life safety agency neighborhood fire stations located across the Department’s 471 square-mile providing services to the City of Los Angeles residents. The LAFD’s services jurisdiction.

include fire prevention, firefighting, emergency medical care, technical rescue, The Los Angeles Fire Department utilizes an array of sophisticated software to hazardous materials mitigation, disaster response, public education, and determine emergency responses throughout the city. To help the public relative to each type of emergency response, a series of response maps has been community service. There are 3,292 uniformed fire personnel who protect developed. life, property, and the environment and non-sworn cadre of 342 professional LAFD Strategic Plan 2015-2017 support personnel who provide technical and administrative expertise in their The Los Angeles Fire Department has implemented a strategic plan that outlines corresponding pursuit of the Department’s mission. nine goals and corresponding strategic actions. These goals include:

1. Provide Exceptional Safety and Emergency Service

46 2. Implement and Capitalize on Advanced Technologies

3. Identify Cost Effective Solutions to Manage Expenditures

4. Enhance Qualities of Leadership, Management, and Project Delivery

5. Enhance LAFD Risk Management Systems

6. Strengthen Community Relationships to Improve Infrastructure and Enhance Resiliency during Emergency Events

7. Implement Green Initiatives that will Improve Emergency Systems and Reduce Impact

8. Recruit, Develop, and Retain a Professional and Diverse Workforce

9. Support New Business and Improve Development Services chapter eight: fire growth&infrastructure2015

LAFD Deployment Plan 2011-2012 The Los Angeles Fire Department has implemented a deployment plan to efficiently and effectively allocate resources, create long term structural change, and provide stable and permanent savings in the City budgetary constraints. The new Deployment Plan allows the LAFD to permanently end the Modified Coverage Plan (MCP), ending the disruptive rotating closures that resulted from the MCP.

Fiscal Year 2011-2012 Resource Allocation The Department implemented the Deployment Plan on July 3, 2011, including:

■■ Permanently closing one Division Office

■■ Permanently closing two Battalion Offices

■■ Permanently closing 12 Engines and opening one Engine (net loss of eleven)

■■ Permanently closing seven Light Forces 47 ■■ Permanently closing seven 800-Series Ambulances and opening three 800-Series Ambulances (net loss of four) Under the Deployment Plan, staffing increased from 933 firefighters deployed daily under the Expanded Modified Coverage Plan (EMCP), to 986 firefighters.

Photos Credit: Rick McClure, licensed under creative commons, flickr chapter eight: fire growth&infrastructure2015

As of the FY 11-12 Deployment Plan, the LAFD deployed the following resources on a daily basis:

■■ 89 two-person Advanced Life Support (ALS) rescue ambulances

■■ 34 two-person Basic Life Support (BLS) rescue ambulances

■■ 7 one-person EMS district units

■■ 2 two-person Division command teams

■■ 7 two-person Battalion command teams

■■ 7 one-person Battalion command units

■■ 90 four-person Engine companies

■■ 42 six-person Light Force companies

■■ 1 four-person Hazmat Squad company

■■ 3 swing staffed Hazmat Squad companies 48 ■■ 1 two-person Urban Search and Rescue Unit ■■ 1 two-person Heavy Rescue Unit

Current Resource Allocation Security Strategies Inc., announced the formal launch of FireStatLA and the online As of April 2016, staffing includes 984 firefighters and the following increased publication of LAFD response data. The Department evaluates four metrics: two resources are available on a daily basis (if there’s been no change from above, the response time-related criteria and the location of frequent fire false alarm and figures are not included): emergency medical service calls in each battalion. FireStat is aimed at increasing accountability, improving decision making and better allocating resources, with the primary goal of improving response times. The calculated response data ■■ 93 four-person Engine companies on LAFD.org is updated monthly, while the raw data spreadsheet is updated ■■ 41 six-person Light Force companies quarterly. Additionally, the raw data used to calculate these parameters have been ■■ 91 four-person Engine companies posted to the City’s Open Data website at data.lacity.org.

■■ 2 two-person Fast Response Vehicles The most recent reporting period ran from January to April 2016. In this period, ■■ 1 two-person Nurse Practitioner Response Unit average call processing times for Emergency Medical Services (EMS) incidents averaged 1 minute and 2 seconds while response times for turnout and travel FireStatLA averaged 5 minutes and 24 seconds. To contrast, non-EMS average call In October 2014 Fire Department Chief Ralph M. Terrazas, Mayor Eric Garcetti, processing time was also 1 minute and 2 seconds, while average response time Councilmember Mitchell Englander, and Dr. Craig Uchida, president of Justice & for turnout and travel averaged 5 minutes, 16 seconds for the same period. chapter nine: police growth&infrastructure2015

The Los Angeles Police Department

The Los Angeles Police Department’s mission is to safeguard the lives and property of the people it serves, to reduce the incidence and fear of crime, and to enhance public safety while working with diverse communities to improve their quality of life.

Crimes & Initiatives Report 2015-2016 The Department annually releases a summary of crime for the past year with a comparison to historical averages in order to provide commentary on the issues impacting current trends. In 2015 there were a total of 283 homicides, 1,649 rapes, 8,935 robberies, 13,585 aggravated assaults, 15,968 burglaries, 16,313 motor vehicle thefts, and 59,915 acts of larceny. Viewed in a historical context, 49 these are some of the lowest crime rates in the last fifty years. The Department has also found an inverse relationship between crime and population growth. As population approached 4 million inhabitants in 2015, Part I crimes totaled 298 crimes per 10,000 inhabitants, an average not seen since 1953. This is attributed to a number of factors including expanded crime suppression capability, doubling the number of Domestic Abuse Response Teams (DART), expanded gang reduction and youth development programs, implementation of the smart policing initiative to combat violent crime, deployment of crime forecasting to prevent property crime, and refinement of the COMPSTAT process to identify and quickly respond to crime trends.

Sworn Personnel by Rank, Gender, and Ethnicity Report (SPRGE) 2015

The Los Angeles Police Department keeps track of its workforce and growth through the Sworn Personnel by Rank, Gender, and Ethnicity Report (SPRGE). Photos Credit: Los Angeles Police Department (LAPD) According to the Report, the Department has a total of 12,655 sworn and civilian personnel as of September 2015. chapter nine: police growth&infrastructure2015

COMPSTAT A promising trend in significantly reducing violent crimes in the communities of Los Angeles is beginning to emerge. Although many may argue that there are many factors that directly effect any downturn in crime, one new factor, which was absent prior to Chief William Bratton’s appointment to the Chief of the Los Angeles Police Department, was the implementation of his crime control model known as COMPSTAT. COMPSTAT, short for computer statistics, has a well- established and proven track record in reducing crimes and improving the overall operating systems of several major metropolitan police departments. Police Departments such as New York, Boston, Philadelphia, Miami, New Orleans, and Newark, New Jersey have all experienced significant reduction in violent crimes as a result of the implementation of the COMPSTAT crime control model. Although many of these departments have custom tailored the COMPSTAT process to their own department and community needs, the core elements of COMPSTAT have remained the same. The core elements provide a basic road 50 map that puts police officers back in the business of proactively fighting crime rather than reacting to it. A vital component of the COMPSTAT philosophy is its emphasis on holding police managers directly accountable for combating the crime in their assigned area and providing them the authority to deploy resources to achieve the desired results.

COMPSTAT has four distinct principles 1. Accurate amd Timely Intelligence

2. Effective Tactics

3. Rapid Deployment

4. Relentless Follow-Up and Assessment chapter ten: schools growth&infrastructure2015

The Los Angeles Unified School District (LAUSD) LAUSD Fingertip Facts 2015-2016 Fingertip Facts, prepared by the Los Angeles Unified School District, provides enrolls more than 640,000 students in kindergarten through 12th grade at over a general overview about LAUSD, student enrollment, number of schools and 900 schools and 187 public charter schools. The boundaries spread over 720 facilities, and finance during 2011-12 school year. square miles and include the City of Los Angeles as well as all or parts of 31 Quick Facts smaller municipalities and several unincorporated sections of Southern California. ■■ The LAUSD has a total of 1,274 schools and education centers within the District

■■ During 2014-2015 total student enrollment in LAUSD, including Adult Education, was 732,833

■■ LAUSD receives over 80 percent of its General Fund Restricted and Unrestricted money from Base Revenue Limit and other State sources. The LAUSD General Fund pays for schools expenses including certified salaries, classified salaries, employee benefits, books and supplies, other operating expenses, capital outlay, and other outgoing expenses. The total General Fund expense during 2015-16 51 school year was $7.08 billion Strategic Execution Plan 2015 The Facilities Services Division within Los Angeles Unified School District prepares a Strategic Execution Plan annually to outline plans to build new schools, repair and modernize existing schools, and assess capital needs and master planning. In an effort to meet the needs of students and communities of LAUSD, the Division executes a variety of projects under their programs: New School Construction Program, Repair and Modernization Program, and the Capital Improvement Program.

New School Construction Program In addition to the City of Los Angeles, other cities located entirely within LAUSD The New School Construction Program relieved overcrowding and addressed are Cudahy, Maywood, Gardena, San Fernando, Huntington Park, Vernon, Lomita, facilities needs through the construction of new classrooms and the expansion and West Hollywood. Cities partially located within LAUSD are Alhambra, Bell, Bell of athletic and play space at school sites. The primary goal of the program is Gardens, Beverly Hills, Calabasas, Carson, City of Commerce, Culver City, Downey, to provide all LAUSD students with the opportunity to attend a school in their El Segundo, Hawthorne, Inglewood, Long Beach, Lynwood, Montebello, Monterey neighborhood that operates on a traditional two-semester calendar. To achieve Park, Rancho Palos Verdes, Rolling Hills Estates, Santa Clarita, Santa Monica, this goal, the following objectives were established: South Gate, South Pasadena, and Torrance. chapter ten: schools growth&infrastructure2015

■■ Build new schools where the overcrowding need is greatest

■■ Fulfill District obligations resulting from the Williams case settlement by eliminating the use of the Concept 6 calendar

■■ Eliminate involuntary busing and multi-track calendars

■■ Implement Full-Day Kindergarten

■■ Integrate small schools/small learning communities into the design concept of new secondary schools

Repair and Modernization Program The main goal of the Repair and Modernization Program is to repair and modernize existing schools to improve deteriorating, aging, and outdated conditions. The Repair and Modernization Program has completed more than 23,000 construction projects since the program began. The Facilities Services 52 Division planned to complete construction for more than 300 projects at existing LAUSD campuses as part of the Repair and Modernization Program.

Capital Improvement Program Capital Improvement Program (CIPR), which allocates local bond funds previously held in a program reserve for the New School Construction Program as well as project savings realized from a favorable bidding environment to the CIPR. The CIPR establishment approved a list of priority projects to be undertaken and allocated funds to assess and plan for the capital needs of LAUSD schools that may not have been addressed by Board- approved projects. The Capital Improvement Program completed two new K-12 schools and one new adult education center as well as more than 200 repair and modernization projects, photovoltaic installations, sustainability projects, and facelift projects. The Capital Improvement Program will deliver two new K-12 schools, two new K-12 redevelopment projects, and more than 200 additional projects in the next year. chapter ten: schools growth&infrastructure2015

School Update Program On January 14, 2014 the Board of Education approved the School Upgrade Program (SUP). The next phase of the Districts bond program will modernize, build, and repair school facilities to improve student health, safety and educational quality. SUP reflects the intent and objectives of Measure Q, the current needs and conditions of school facilities, and educational goals. The Board’s action approved specific categories of need and spending targets for a total allocation of $7,852,970,000 to support the development of projects that align with the overarching goals and principles:

■■ Schools should be safe and secure

■■ Building systems should be sound and efficient

■■ Facilities should align with instructional requirements and vision 53 Funding and Cost The Facilities Services Division addresses the LAUSD’s needs for additional classroom capacity and modernized schools through four local bonds: Proposition BB and Measures K, R, and Y. These bonds were passed by the voters within LAUSD boundaries and provide for the majority of the funds. Measure Q, a fifth local bond, is not part of the current program. However, the bond is anticipated as the primary funding source for future capital projects. The balance of program funding is comprised of State bonds approved through ballot initiatives (Propositions 1A, 47, 55, and 1D), Federal funding, grants, and various local matching funds. The current bond program is valued at approximately $19.5 billion with two primary funding sources: local bonds and matching funds from State bonds. Approximately 89 percent of total program funding is provided by the two sources. Other sources site related costs, design, project management, other project costs, and additional include developer fees, Certificates of Participation (COPs), and special funding estimated cost to complete projects. Approximately 92 percent of funds are used sources such as Federal Emergency Management Agency (FEMA) grants, local for direct costs. The indirect costs include program management, non-Facility sources of matching funds, etc. Services Division support, and other costs. Uses of funds are reported in three major budget categories: direct project costs, Detailed lists of construction and repair and modernization projects are provided in indirect costs, and program reserve. The direct project costs include construction, the Strategic Execution Plan. chapter eleven: cultural resources growth&infrastructure2015

City of Los Angeles Department of City Planning - Office of Historic Historic-Cultural Monument Report (HCMs) Resources (OHR) In 1962, the City of Los Angeles enacted the Cultural Heritage Ordinance, which allows the designation of buildings and sites as individual local landmarks called The Office of Historic Resources in the Department of City Planning coordinates “Historic-Cultural Monuments” (HCMs). The Ordinance establishes the designation the City of Los Angeles’ historic preservation activities. The mission of the Office criteria, which are contained in the definition of a Monument in the Ordinance. The Ordinance also identifies the procedures for the Cultural Heritage Commission of Historic Resources is to create a comprehensive, state-of-the-art, and balanced and Historic-Cultural Monument designations. Currently, the City has over 1,100 historic preservation program for the City of Los Angeles. The key goals of the Historic-Cultural Monuments. Office are: to complete a pioneering citywide historic resources survey; to achieve The Office of Historic Resources (OHR) provides a Historic-Cultural Monument “Certified Local Government” status in historic preservation (approved in 2007); to Report that lists historic resources in each of the City of Los Angeles’ 35 integrate historic preservation fully into Los Angeles’ planning process; to serve Community Plan areas. OHR maintains a database of all HCMs. as an expert resource on preservation for the Department of City Planning and for other City departments; to provide responsive customer service in conducting 54 historic preservation reviews; and to create additional incentives and creative partnerships for historic preservation. chapter eleven: cultural resources growth&infrastructure2015

SANTA Historic Preservation Overlay Zones (HPOZs) CLARITA

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R EL

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ST DEVONSHIRE ST A LL BE RA R APPERSON ST T E Stonehurst VAN NUYS BLVD T

OGA AVE

N H T

A C R

O W BALBOA BLVD T N LASSEN ST LASSEN ST LASSEN ST LASSEN ST LASSEN ST LASSEN ST SAN E LASSEN ST LASSEN ST LASSEN ST W TUJUNG E A A CA RLETA NYON BLVD

E FER

MARILLA ST T AV V VE

A L A A

OSBORNE ST R VE E A

time period that have kept most of their original design features. HPOZs are I U

E NANDO ROAD SOUTHWEST RDWY

N K R

MASONA LOU E T

CORBIN AVECORBIN V WILBUR AVE ST S Y HAS A L

A WOODMAN AVE L ELZAHAVE H L C BE Z A A T PLUMMER ST PLUMMER ST PLUMMER ST PLUMMER ST R BRANFORD S PLUMMER ST PLUMMER ST PLUMMER ST PLUMMER ST R N N PLUMMER ST E Y O T O N SHELD B D SEPULVEDA BLVD L LV V E B D IRCL E C AV EY A LL G A D V NORDHOFFST NORDHOFF ST N ROA NYON ROAD ANYO CA L UJUN C TUNA NA A T LA TU L LA TU LA TUNA CA

O N B SUNLAND BLVD YO RAD N N R U O E A C AD I A AN S RLE YO AD L N RO V E EY ST T A A A A V RD A V E VE E NFO

O ST T BRA VE N

A DO

O PARTHENIA S T Y PARTHENIA ST EL PARTHENIA ST PARTHENIA ST PARTHENIA ST E PARTHENIA ST SH S L PARTHENIA ST TUXFORD ST D PARTHENIA ST

E LIN PENROSE ST

FA D L

B WOODLEY AVE

V established and administered by the Los Angeles City Planning Department E ROSCOE BLVD

RESEDA BLVD

V G

N ATHERN A AVE TR ST L

S N STRA O THERN ST STRATHERN ST E

ISE AVE ISE N

Y Y

OGA AVE N O

N N A

O E

V A

A AVELINDLEY C

MASONAVE WILBUR HASKELL AV

SHOUP AVESHOUP

CORBIN AVECORBIN

R CLYBO INGOMAR ST T S

NNETKA AVE T

TAMPA AVE TAMPA ST AGG ST

A B

A I L

D WI V

WH TUJUNGA AV O D LA CANADA

N OODLAKEA SATICOY ST SATICOY ST SATICOY ST SATICOY ST SATICOY ST UR A SATICOY ST W SATICOY ST SATICOY ST SATICOY ST SATICOY ST SATICOY ST P H FLINTRIDGE A N A

VE B E Y O

V V E E A L E V L T

T N

A VE C T

A N A N U Y L ON P R BL S VD T

HAZELTINEA

KESTERAVE AV VALJEA

E C

SHERMAN WAY A N SHERMAN WAY

O SHERMAN WAY

A A

V (in concert with the City Council). The Department reviews proposed exterior E

VAN NUYSVAN BLVD VAN V OWEN ST A

VANOWEN ST VANOWEN L ST VANOWEN ST VANOWEN ST VANOWEN ST VANOWEN ST VANOWEN ST VANOWEN ST VANOWEN ST VANOWEN ST VANOWEN ST VANOWEN ST E VANOWEN ST VANOWEN ST A VANOWEN ST

V N

A K O Van Nuys

N E

E R

T S

I Y

FALLBROOKAVE H

A I M

VI C CTORY BLVD VICTORY BLVD R B BURBANK

CORBIN AVECORBIN

E L V

T D

LVEDA BLVDLVEDA

A L

E E SEPU C K OXNARD ST OXNARD ST O LV LYBOURN A

N AVE N L OXNARD ST

X AV X

A D OXNARD ST OXNARD ST OXNARD ST OXNARD ST

O OXNARD ST

ENG

CANOGA AVE HITSETT AVE

COL

W A V TUJUNGA AVE V

A CAH E LL E

LOUISEAVE BALBOA BLVD Y AVELINDLEY

WOODMA C BURBANK BLVD IR GLENDALE C BURBANK BLVD BURBANK BLVD BURBANK BLVD BURBANK BLVD L BURBANK BLVD alterations and additions to properties located within designated HPOZ districts. E D B LV L B V ANK D URB B CHANDLER BLVD CHANDLER BLVD

C L Y B MA O HIDDEN GNOLIA BLVD MAGNOLIA BLV D U MAGNOLIA BLVD MAGNOLIA BLVD R

MAGNOLIA BLVD D VE N

C LV A

B VE A

T N HILLS E O

GA G TS

E A U

WH V

H R E I

A V

C E VEN AVE R TURA S ID BLV E D D CAMARILLO ST R KESTER E RIVERSIDE DR

V E

A V

T T A U

J N

R U

D A

E AVEE

U N

N M

V G

TI D N L A V E

VE VALM L FOR V A M B A B Y V SAN FERNANDO ROAD

U N A E PASADENA A L HAZEL V

H H O E D A

O T AR ROAD A E LL X A S

T AV E D M N OO FUL FA D D RPAR T R R K ST MOORPARK ST VE MOORPARK S E E T MO ORPARK ST

TS S D

WH FOR R

R D

LE A L Y V D

A R V I N S L TA B D AW LV A T L EY VIS U S ALL TA LV E SEROAD V B D R BLVD CAHUENGA R R U O O E F G C OLF L COLO C RA AGOURA A DO N Y BLVD HILLS O D

N V

B B L CALABASAS YOSEMIT V M E D R D A H R YO A SEMITE DR B C A HU E N

G F I A G UEROA B L BLVD V YORK D ST

4 The City currently has 30 designated HPOZs: Adams-Normandie, Angelino Heights, 6 E 1 U 5 YO E R N U K B E LE ROCK BLVD N LVD G E V EA AV EL PA A

SO E V D

R 4

A 5

R T B

U 4 N D 6 O

E E M EN U E R V E

A N R V E AV

V T E SAN

D ON V T A

E M E ED T A PI A R R G G D A

N L OWENA V SOUTH I R A MARINO N V E Highland A I Y R E R N T LOS FELIZ BLVD CHER U I E A ST N A D V ST U G T E FLET 5 O T 0 VI PASADENA N R Park - M L GE S S N Whitley E MONTE

O I E D OU A M E E V N GEOR Y T E Hollywood S D N AV Garvanza U N

T R B RION AV E

Heights S E A A N AVE

FRANKLI R V 6 E 0 L T E U YP S

C N V H Grove H U R

L L X AV X E O D E RIS

V E L VIA MA O

FRA I 5 NKLIN A 2

R W H

LC O

G WI

T HO LLYWO OD BLV D A W D

D A L VE DALE BLVD O A O SUNSET BLVD Y R S A I C W C Y Spaulding Y

N L P O OLL Balboa Highlands, Banning Park, Carthay Circle, Country Club Park, Gregory I C FOUNTAIN AVE E R M FOUNTAIN AVE R GLEN E FOUNTAIN AVE ON P S A R FOUNTAIN AVE LT M

Square S AV E

WI A ENU T

E V N

V E 43 HIGHLAND AVE HIGHLAND BRONSON AVE BRONSON A O

VINE ST VINE E

A E D R V M V Y A BL WEST M FIGUEROA ST SUNSET SANTA MONICA BLVD FFIN R D D V D L GRI N

B TO LV

E G HOLLYWOOD T E IN V K

S T

A A N L

X U GA B E R H

O E N

C W V

E Y

L L

U I A

G S H

VIRGIL AVE E

A W V C Melrose A R

FAIRFAX AVE FAIRFAX M

D L AVE D MELROS U A N E AVE N

TE I O T V MELROSE AVE MELROSE AVE Y E T R D D L ALHAMBRA O Hill G

A A A IN M WILTO N P L S T P B M WA T A N A U BEVERLY P U S AVENUE H N A TADI

G G S CRESCENT HEIGHTS BLVD HEIGHTS CRESCENT A HILLS E D 26 LV LISAD N B C PA E E S K A E LA Lincoln N D I AVE R R VE E P IL

Y D S V C A

D N VE A O A LA R BEVERLY BLVD Heights R

N A L E D RA B N TE

B L

E M I S

L S E PLE MB A A

HIGH

V Miracle V S H E

VIRGIL AVE

OV A E 3RD ST T

D AL

D R L

D Hancock NORTH BROADWAY Y E BURTON WAY E

H Mile G

LA BREAAVE LA S L T E 3RD ST Angelino E Ain Mar Vista Tract, Hancock Park, Harvard Heights, Highland Park-Garvanza, D N Park V

R B N A N

L AVE

E North T I V

V S F D D

Windsor F

3RD ST R 3RD S T Heights G I X IN

R GR

FA E

E XFO P V

V R

S L

I N A O S OR Square P T T A EMP H Y A

FA 3 L M RD T E S H AIN L T N T A N Y S T S

ON T T D A E S I L R P LT R A Y A E O A L 6T H ST WI O M I V N S G A D

A T T D 6TH T A D ST V ADO S S S R VALLEY BLVD E E 6TH ST O O S T A R O E LL L D R G 6 I S TH B L N AVE H R A I ST N N O A H VAR E P

B A IO

Carthay E NI ST Z

O N A WILSHIRE BLVD ET BLVD V U V V S N E A A R L A AL A GH S V S R 3RD ST I E NS D HI I N N 7TH ST M G A YA SU W Circle L T D C H Windsor NEW O E 7T R

MARENGO ST INDIANA ST V N G I 8TH N E L T ST H S U H 8TH ST 8THS AVE D A R T T T C S B Y ST E V S U S P South AS N E MANNI Wilshire A T A A A 6TH ST C T AI R Village EL S A R N U E X M W IC K L I E C B NG N V B H O PICO BLVD Carthay IC G SRTH AV AVE O E Park E O M N NO Z ST MARENGO ST T E E PE ST A T D A B O T V T L 7TH H 2ND ST E TA V PRIN S S B AN D ST S P L 5TH ST R A V S

L J OV AMES M. WABASH AVE I D 8TH 3RD E S Country ERLAND AVE TE A SAN VICENTE BLVD MP ST ST ST LE ST T

D WO E NTE MAR D R E MO R V WESTWOOD O E N A E D 4 S BL W ST T A V E H AVE VD O E D N Club Park A Pico S A FL T R T X N RE BLVD T OLIV WAY C CE O A S

F M PICO BLVD PICO BLVD HILL ST M A MONTEREY HI N T R

R T S BOY E I I

B S S S C A - Union H L A Y BROAD E S VD F L VE N I L Z E O Hollywood Grove, Jefferson Park, Lafayette Square, Lincoln Heights, Melrose Hill, A EAV A G V WILS SEPULVEDA BLVD N E PARK B N PIC L T 7

ST T A R RMO A H O S E Harvard LVD BL S S O CE B T O VENICE BLVD VENI VD E L 5TH S A 1S A 4TH ST D T ST

La Fayette VE VENICE BLVD ER O V T Heights V R A BARR 9 E D T T Square T H 4TH S S N S I BLVD U N VD VENI E T GTO G P A P C I O A HOO E B R H C N LVD F IF Western T AV VD G

I E VE C V W TON BL S E A 6TH ST A ESTWO BERTSON T 4 C E T TH NA O BL B I S S O UN O T S

D E R E Heights E S 8TH S T RE A DAHO DY N I IV S 7THV ST S OND LO A L V WER E T A S T D O O L M T A R D BL A WASHING O E S

R L N

H RED F G L T T

N S W V O A ARLINGTON AVE NO University AVE 7TH ST D X A A

Y O S E F

R E A O R E MAN L T F West Adams Terrace APL D T A A 3RD ST

M V N M E E IN R ADAMS BLVD Park N E G I V WH AVE Adams - P E A ITTIE A NA E R T N 14TH L IO F C BLVD Y N A ST

O T A T B L BLVD Normandie S B 1 A S UNDY DR N ST 6TH OVE HILL S A MOTO I ST

Jefferson IND 30T ST R A JE H AIN RLAN D FFERSON ST NA V BLVD M E JEFFERSON BLVD JEFFERSON BLVD RE D Park JEFFE 8T O V SAWTEL R H L BL S ST

BLVD

O NAL A

N TIO D D E NA L V AVE B T V E L S A 15T T

BL TON B V H ST L ALAMEDA ST

MS G R L D S VD AL RODEO ROAD A P RODEO ROAD R WE T

N O

SHAW LO E E

CULVER BLV ARLIN D C RO F T Miracle Mile North, Pico-Union, South Carthay, Spaulding Square, Stonehurst, D NO RMANDIE AVE E E N O AY V RO WESTERNAVE AD W AV O L E D

ER S EXPOSITION BOULEVARD S/R ST B 37T OA H ILL

CR S BR A T H JE HOOP FF WASHINGTONB SANTA G ER AVE E LV SO D E N BL

N VD

INDIANA ST

LA BREAAV LA MONICA I 39 F SANTA

Gregory TH C ST MAIN ST MAIN

Ain Mar A L MARTIN LUTHER KING, JR BLVD D Vista Tract LV B E

T V

R A E E

H AV CULVER IM T E S S C

O T E E R R D S S L V TO E A V CKER A

L V

VERNO N AVE VERNON AVE VERNON AVE R

B E

CITY E

E OO

B IC C H

N E OO

H E N G

V AVE E

N VERNON T E

S AVE CENTRAL

A ND CITY OF LINCO I WTELLE 48TH S T 48TH S T N AV O

N E L

B T

V MAIN ST MAIN L ST PEDRO SAN

LN BLVD L G V A

NORMA A D COMMERCE

51ST ST O

RLIN E A T A 51ST ST V V P A E ROSE OM

C University Park, Van Nuys, Vinegar Hill, West Adams Terrace, Western Heights, M A PA IN S C T NGTON BLVD 54TH ST IF I I AB H C BO T AV KI ING NNE G E Y BL LEN VD WAS LEW C OE OO A D V SHORT AVE E BL SLAUSON AVE VD MAYWOOD VENICE WAY R Y AL A L W A D O R A O N A L A D L D I N

I E

V M H A

E R

S I ST

S D GAGE AVE GAGE AVE

R E

GAG E AVE E

N D A V V BL N HYDE PARK A

OOV O

ORM H V HUNTINGTON

I A

D O L PARK C E D BLV N ST P O LE A S A CIF ER TE FLORENCE AVE IC P F L A F VE EA J Y BELL A

V I D S T LV A D B D R A LV I B R R P Whitley Heights, Wilshire Park, Windsor Square, and Windsor Village, and 52nd T O E S

VER R

L V T R U L E C B 79TH S T 79TH ST

V U L D V ST MAIN BELL C D V OO

L CENTRAL AVE

AVALON BLVD AVALON B ST PEDRO SAN

LVD A GARDENS

B R

L E

IJ BROADWAY

T E

LOYO A A

L S

S CUDAHY INGLEWOOD E MANCHESTER AVE N MANCHESTER AVE

V F AL

M VE

OUT A

E E

H A D

N VE

Y T W S R PK E ST EST R 92ND ST

NORM

N H E WESTC I 92ND ST

V 55 ARBOR VITAE ST A

AIRPORTBLVD

96T H ST SOUTH GATE

CENTURY BLVD A CENTURY BLVD

L V

Place. HPOZ areas range in size from approximately 50 parcels to more than PL PERSHING I PTON S

T C IONBLVD

A G

D E

GRAMERCY E N

L E

I M DR 108TH ST 108TH ST 108T H ST C 108TH ST A DOWNEY R A

MINGTONAVE

FIGUEROA ST 111T H ST I

IMPER IAL HWY IMPERIAL

S HWY

EDRO

AI O AN

S M

R 120TH ST E

V LYNWOO D 3,000 properties. HAWTHORNE EL SEGUNDO EL SEGUNDO BLVD

CITY OF LOS ANGELES 135T H ST

ROSECRANS AVE

PARAMOUNT Historic Preservation Overlay Zone LAWNDALE GARDENA MANHATTAN BEACH BELLFLOWER ALONDRA BLVD COMPTON

GARDENA BLVD

Legend ST D 2N

El Pueblo de Los Angeles Historical Monument Authority 18 E

V V

A A

182ND ST E

D T

HERMOSA N

A N

R O

Adams - Normandie Miracle Mile North BEACH N

E V Angelino Heights Pico - Union 190TH ST

E AV E

Balboa Highlands South Carthay A

NORM LAKEWOOD DEL AMO BLVD Banning Park Spaulding Square

TORRANCE BLVD Carthay Circle Stonehurst CARSON REDONDO Country Club Park University Park BEACH CARSON ST

The El Pueblo de Los Angeles Historical Monument Authority is a department of A

Gregory Ain Mar Vista Tract Van Nuys A 223RD ST

R 223RD ST

O N

Hancock Park Vinegar Hill TORRANCE WESTERNAVE Harvard Heights West Adams Terrace

MA Highland Park - Garvanza Western Heights R

O the City of Los Angeles that manages 22 historic buildings surrounding Plaza N Hollywood Grove Whitley Heights SIGNAL LOMITA BLVD HILL

Jefferson Park Wilshire Park E

LOMITA V

AVALON BLVD PALOS VERDES A T N O ESTATES M R Banning La Fayette Square Windsor Square E WIL V T

MIN F Park S I

GTO G A

U D N BLN

E E

VD I ST R M I ST O A L Lincoln Heights Windsor Village R A D A E S S VERD T PALOS ANAHEIM ST H E

N BRO

FRIE ROLLING R AD

Y Park. El Pueblo is governed by the El Pueblo Board of Commissioners that was S AV Melrose Hill AV F HILLS E E O

ESTATES D

Los Angeles City Boundary A HARRY BRIDGES BLVD V E

G V L A B F

F N

Freeway E O Y MONT DR S WEST S B I T G S ROLLING N H Major Streets JO LONG HILLS D BLV BEACH CAPITOL DR AN

E CE V O

A VE N E A R ONT SID established in 1992 by the Los Angeles City Council. The nine Commission E FR S EA RANCHO T T S

E FERRY ST

PALOS W SUMMERLAND AVE M

VERDES I D R

L L

B E 1ST ST 1ST ST

R S

T STE

E B

H D

5TH ST EN

C A

U R 7TH ST 7TH ST H

YMO

WE 9TH ST Vinegar

13TH ST Hill

Data Sources: IFI

T A S 19TH ST P

L.A. City Boundary - DPW, Bureau of Engineering ; County Roadways and County Names - 2010 Thomas Brothers Maps, Inc. V members are appointed by the Mayor of Los Angeles. The Commission A N ALI 2 CAT 5TH 22ND ST ST P Disclaimer: AS EO DEL The City of Los Angeles is neither responsible nor liable for any inaccuracies, errors or omissions with respect to the mater ial contained on this map. This map and all materials MAR contained on it are distributed and transmitted "as is" without w arranties of any kind, either express or implied, including without limitations, warranties of title or implied warranties of merchantability or fitness for a particular purpose. The City of Los Angeles is not responsible for any special , indirect, incidental, or consequential damages that PASEO DEL MAR may arise from the use of, or the inability to use, the map and/or the materials contained on the map whether the materials c ontained on the map are provided by the City of Los Angeles, or a third party.

PAS E O D EL M A R

City of Los Angeles Department of establishes policies, sets lease rates, and provides long-term oversight for the 44- City Planning

Geographic Information Miles Systems 0 0.5 1 2

Copyright © 2014 Department of City Planning All Rights Reserved acre Monument including five museums, 28 historical buildings, and over 10,000 Michael LoGrande, Director - Los Angeles Department of City Planning Prepared by: Systems , GIS and Graphics Division - January, 2014 historical artifacts. chapter eleven: cultural resources growth&infrastructure2015

Los Angeles Department of Cultural Affairs (LADCA) support DCA’s special programming and facilities. DCA also invests in LA’s creative community by granting approximately $2.3 million annually to 295 artists and nonprofit As a leading, progressive arts and cultural agency, DCA empowers Los Angeles’ arts and cultural organizations through its long-established Grants Administration vibrant communities by supporting and providing access to quality visual, literary, Division. The Division also curates and promotes the City’s arts and cultural events musical, performing, and educational arts programming; managing vital cultural through development and collaboration with strategic partners, design and production centers; preserving historic sites; creating public art; and funding services provided of creative catalogs, publications, and promotional materials, and management of the by arts organizations and individual artists. department website visited by over 3 million people annually. DCA provides arts and cultural programming through its Community Arts Division, Formed in 1925, DCA promotes arts and culture as a way to ignite a powerful managing numerous neighborhood arts and cultural centers, theaters, historic sites, dialogue, engage LA’s residents and visitors, and ensure LA’s varied cultures and educational initiatives. are recognized, acknowledged, and experienced. DCA’s mission is to strengthen ■■ DCA manages and programs 22 Neighborhood Arts and Cultural Centers including: the quality of life in Los Angeles by stimulating and supporting arts and cultural 10 Arts and Cultural Centers, 4 Theaters, 2 Historic Sites, and 6 Galleries. activities, and ensuring public access to the arts for residents and visitors alike. ■■ DCA oversees an additional 12 Public/Private Partnership Arts Facilities.

DCA advances the social and economic impact of arts and culture through ■■ DCA also manages 3 Prop K facilities in development. grantmaking, public art, community arts, and strategic marketing and development. 56 DCA creates and supports arts programming, maximizing relationships with other Impact of Department of Cultural Affairs Facilities and Community Arts Program city agencies, artists, and arts and cultural nonprofit organizations to provide 2015-16 excellent service in neighborhoods throughout Los Angeles. ■■ Number of people served at DCA-managed Community Arts programs: 221,202

■■ Number of people served at DCA-managed arts and cultural centers: 64,832 Cultutal Affairs Impact Profile ■■ Number of people served at DCA-managed theaters: 65,959 DCA’s operating budget and managed portfolio totaled over $36 million in fiscal year ■■ Number of people served at DCA-managed art galleries: 58,406 2014/15. It consisted of: $12.3 million from the Private Arts Development Fee Program (ADF); $9.8 million in Transient Occupancy Tax funds; $6.76 million in City related and ■■ Number of people served at public-private partnership community arts centers: indirect cost allocations; $3.7 million in one-time City funding; and $3.5 million in funds 57,323

from the Public Works Improvements Arts Program (PWIAP) in addition to private and ■■ Number of people served by guided tours of Watts Towers: 12,957 public funds raised from foundation, corporate, government, and individual donors. ■■ Number of people served by guided tours of Hollyhock House: 19,048 DCA significantly supports artists and cultural projects through its Public Art Division by administering a portfolio that totaled $15.8 million in PWIAP and ADF funds in FY14/15. Of this amount, typically 15% to 20%, or between $2.4 and $3.2 million, was attributable to artists’ fees. DCA’s Marketing and Development Division has raised $35 million over the last 14 fiscal years to re-grant to LA-based artists and arts and cultural organizations, and to chapter twelve: libraries growth&infrastructure2015

The Los Angeles Public Library (LAPL) 2015-2020 Strategic Plan outlines six main goals which include:

provides free and easy access to information and learning opportunities for infants, ■■ Cultivate and inspire young readers

children, teens, and adults. The LAPL can be accessed through the Central Library ■■ Nurture Student Success in downtown Los Angeles, eight regional branch libraries, 64 community branches, ■■ Champion literacy and lifelong learning ■■ Contribute to L.A.’s economic growth four bookmobiles, and the Internet. ■■ Stimulate the imagination

Los Angeles Public Library Strategic Plan 2015-2020 ■■ Strengthen community connections and celebrate L.A The Los Angeles Public Library (LAPL) Strategic Plan is a blueprint that identifies Los Angeles Public Library Branch Facilities Plan 2007 the library’s strengths and opportunities, goals, objectives, and activities and initiatives to provide new facilities, technology, materials, and programs. The The Los Angeles Public Library (LAPL) Branch Facilities Plan was initially adopted by the Board of Library Commissioners in 1988. The Facilities Plan was the most significant infrastructure blueprint in the history of the Los Angeles Public Library. It guided the construction, maintenance, and 57 organization of public libraries and set specific standards to define service areas and the size of branch facilities. Based on the Plan, 90 percent of the library infrastructure was replaced in a fifteen-year period. The new and renovated facilities more than doubled from 700,000 square feet to more than 1,400,000 square feet in the City of Los Angeles.

In 2005, the Los Angeles Public Library began to plan for the future by analyzing current and future library services and facilities needs and population growth projections to the year 2030. Based on the library’s service and facility needs assessments and public input, the LAPL prepared a revised Branch Facilities Plan. The new Plan was approved by the Board of Library Commissioners on February 9, 2007.

The 1988 Branch Facilities Plan’s specific standards consisted of two components: a Criteria for New Libraries (formerly Site Selection Guidelines) and a List of Projects. chapter twelve: libraries growth&infrastructure2015

Facilities Criteria for New Libraries The Criteria for New Libraries are standards for the size and features of branches based on location and the population served in each community. The Criteria for New Libraries proposes building larger libraries than proposed in the 1988 Branch Facilities Plan. The recommended library sizes are 12,500 square feet facilities for communities with less than 45,000 population and 14,500 square feet facilities for communities with more than 45,000 residents. It also recommends that when a community reaches a population of 90,000, a second branch library should be considered for that area

Proposed Project List The proposed List of Projects identifies facility status of existing library branches and the need for new branch libraries in communities without libraries. The list includes: 58 ■■ 2 renovations – Atwater and Echo Park; ■■ 3 new buildings on same sites – Benjamin Franklin, Eagle Rock, and West Los Angeles

■■ 6 relocations with new buildings on new sites – Angeles Mesa, Felipe de Neve, Granada Hills, Robert L. Stevenson, Van Nuys and Vermont Square;

■■ 8 new libraries in areas that currently do not have a library – Arleta, East Valley/ Valley Glen, Lake Balboa, Mission Hills, Mulholland, Southeast Los Angeles, West Hills and West San Pedro. chapter thirteen: parks growth&infrastructure2015

City of Los Angeles Department of Recreation and Parks ■■ Regional/large urban park land is the only category of which the City does not own the gross majority of total acreage; much of the non-City owned acreage is The Department of Recreation and Parks maintains and operates more than 400 attributable to the Santa Monica Mountain Conservancy, the Angeles National Forest, Topanga State Park, and Santa Anta Susana Pass State Historic Park sites for recreational use. The Department establishes, operates and maintains Based on these inventories, the service level for all park land is 9.231 acres per parks, swimming pools, public golf courses, recreation centers, museums, youth 1,000 persons; however, this number is drastically skewed by the large number of camps, tennis courts, sports programs and programs for senior citizens. It also regional/large urban park land (89.5 percent of all acreage falls into the regional/ large urban park classification). supervises construction of new facilities and improvements to existing ones.

2009 Citywide Community Needs Assessment The service levels for all four park classifications are: ■■ Mini Parks - 0.013 acres per 1,000 persons The Department of Recreation and Parks conducted the Citywide Community Needs Assessment as the first step in the preparation of a Citywide Recreation ■■ Neighborhood parks – 0.198 acres per 1,000 persons

and Parks Master/Strategic Plan and a Five-year Capital Improvement Plan. ■■ Community parks – 0.759 acres per 1,000 persons The Needs Assessment identifies, quantifies, and preliminarily prioritizes the ■■ Regional and large urban parks – 8.261 acres per 1,000 persons tremendous need for recreation and open space in the City. A high level review ■■ Total parks – 9.231 acres per 1,000 persons 59 was also performed of the Department’s facilities in an attempt to address the various facilities needing improvements to meet current and future needs, prevent Preliminary recommended service level guidelines for future maintenance problems, and offer positive alternatives to an increasingly park classifications are: dense and urbanized population. ■■ Mini parks – 0.10 acres per 1,000 persons

■■ Neighborhood parks – 1.50 acres per 1,000 persons Parks and Open Space ■■ Community parks – 2.00 acres per 1,000 persons There are more than 36,000 acres of all public parks and open space, which ■■ Regional and large urban parks – 8.00 acres per 1,000 persons include Recreation and Park lands and county land within the city-limits.Total acreages by category are: ■■ Total parks – 11.60 acres per 1,000 persons

■■ Mini parks – 50.46 total acres; 94.7 percent of total mini park acreage inventoried Any recommended guidelines in the Needs Assessment are preliminary only and need is City owned additional research and analysis to determine final guidelines, goals, and objectives.

■■ Neighborhood parks – 773.72 total acres; 94.0 percent of total neighborhood park acreage inventoried is City owned

■■ Community parks – 2,966.43 total acres; 87.3 percent of total community park acreage inventoried is City owned

■■ Regional and large urban parks – 32,288.98 total acres; 38.3 percent of total regional/large urban park acreage inventoried is City owned chapter thirteen: parks growth&infrastructure2015

Public Recreational Assets and Amenities Commissioners (Board) only for the acquisition of park land or for the development Inventories and service levels of major assets and amenities are listed below. of park and recreation facilities Service levels are based on inventories for all public recreational assets and amenities. Inventories include only those assets and amenities owned by the The Department of City Planning (DCP) is leading an initiative (Park Program) to Recreation and Park Department and the Los Angeles County. review and update the General Plan policies and City ordinances that regulate the City’s park fee programs. The key objective of the Park Program is to increase ■■ Playground – 383 total; 1 structure per 10,205 persons park acreage and park access citywide, with a focus on expanding resources ■■ Swimming pools – 58 total; 1 site per 67,388 persons available in underserved communities. The scope of the Park Program includes ■■ Splashpad – 9 total; 1 site per 434,280 persons the creation of a Park Advisory Committee, stakeholder outreach, and the completion of various technical analyses (e.g. existing conditions analysis, nexus ■■ Picnic areas – 286 total; 1 site per 13,666 persons study, financial analysis, etc.). ■■ Baseball/softball fields – 253 total; 1 field per 15,449 persons ■■ Rectangular fields (football, soccer, lacrosse, et al.) – 170 total; The Fee Update Program comes largely in response to three key issues: an outdated 1 field per 22,991 persons fee structure, limited expenditure abillity, and lack of land dedication and park access. ■■ Basketball courts – 212 total; 1 court per 18,436 persons The proposed ordinance will moderinze the fees, recalibrating the cost of park

■■ Tennis courts – 321 total; 1 court per 12,176 persons development, establishing a new impact fee for all new net residential development 60 (including aparments and condominiums). The new ordinance will also increase the ■■ Volleyball courts – 32 total; 1 court per 122,141 persons allowable radius of park development from residential development sites, encouraging ■■ Dog parks – 9 total; 1 site per 434,280 persons greater flexibility. ■■ Skate parks – 9 total; 1 site per 434,280 persons 50 Parks Initiative ■■ Community/cultural center space (square feet) – 1,502,000 square feet; 0.38 square feet per person As part of an effort to equitably distribute access to parks for City residents, the

■■ Recreation/fitness center space (square feet) – 2,101,000 square feet; Department of Recreation and Parks began implementing a long-term initiative to 0.54 square feet per person meet the needs of a growing metropolis. The initiative requires partnership with Federal, State, and Local agencies as well community groups, non-profits, private Quimby Fee Update Program individuals, and local businesses. The purpose of the initiative of the initiative is to substantially increase the number of parks and facilities available across the City, Pursuant to various City ordinances, some, but not all, residential development with specific focus on densely populated neighborhoods and communities that projects in the City are required, as a condition of approval, to either dedicate lack sufficient open space and recreational services. The benefits of the initiative land for recreation and park purposes or pay a fee in-lieu. The in-lieu fees include an increase in quality of life for community members as well as stabilizing collected through these ordinances are variously called “Quimby Fees”, “Park neighborhoods by providing the public infrastructure required to avoid urban blight. Fees”, or “Finn Fees.” These in-lieu fees are paid to the Department of Recreation and Parks (RAP) and may be expended by the Board of Recreation and Park chapter fourteen: airports growth&infrastructure2015

The Los Angeles World Airports (LAWA) LA/Ontario International Airport (ONT) LA/Ontario International Airport (ONT) is a medium-hub, full-service airport The Los Angeles World Airports (LAWA) is a proprietary department of the City of with commercial jet service to major U.S. cities and through service to many Los Angeles, under the management and control of a seven-member Board of international destinations. ONT is located in the Inland Empire, approximately 35 miles east of downtown Los Angeles in the center of Southern California. The Airport Commissioners appointed by the Mayor and confirmed by the City Council airport is the centerpiece of one of the fastest-growing transportation regions in and receives no funding from the City’s general fund. LAWA operated three the United States. ONT’s service area includes a population of six million people airports in the Los Angeles Air Trade Area: Los Angeles International Airport (LAX), living in San Bernardino and Riverside Counties and portions of north Orange County and east Los Angeles County. In 2015 4.2 million passengers used the LA/Ontario International Airport (ONT), and Van Nuys Airport (VNY). LAWA also airport and 509,809 tons of air freight were shipped. maintains LA/Palmdale Regional Airport (PMD). Van Nuys Airport (VNY) Van Nuys Airport (VNY) ranks as one of the world’s busiest general aviation airports, located in the heart of the San Fernando Valley. Dedicated to noncommercial air travel, VNY averages over 217,000 takeoffs and landings 61 annually. VNY has two parallel runways – one with full instrument landing system – and a FAA tower. The main runway is 8,000 feet in length and the training runway is 4,000 feet long. VNY has a rich history in aviation, hosting record breakers and celebrities over its 86 years in service.

In addition, more than 100 businesses are located on the 730-acre airport, including four major fixed-base operators (FBOs). These operators provide aircraft Los Angeles International Airport (LAX) storage and parking, aviation fuel, aircraft sales, flight instruction, aircraft charter Los Angeles International Airport (LAX) is the fifth busiest airport in the world and and aircraft maintenance. Some of the FBOs also serve as major leaseholders of second busiest in the United States, offering 692 daily flights to 85 domestic cities airport property, subletting land and buildings to other airport tenants. VNY also and 928 weekly nonstop flights to 67 cities in 34 countries on 59 passenger air serves as home to numerous companies that provide aviation support activities carriers. such as aircraft repairs, avionics, interior work and other specialized functions.

In 2014, LAX served nearly 70.7 million passengers, processed more than two million tons of air cargo valued at over $96.3 billion, and handled 636,706 aircraft operations (landings and takeoffs). chapter fourteen: airports growth&infrastructure2015

Project Fact Sheets of the Project located east of the CTA, including a state-of-the-art, Consolidated Rental Car Facility (CONRAC), new public parking facilities, and multiple locations Los Angeles World Airport (LAWA) currently has a multi-billion-dollar capital for passenger pick up and drop off. In addition, the APM system would include a improvement program underway at Los Angeles International Airport (LAX). On the connection to the Airport Metro Connector (AMC) transit station to be located at 96th Airports Development Group website, LAWA provides a comprehensive fact sheet Street/Aviation Boulevard. The AMC transit station is planned by Metro as a separate for each project in the capital improvement program. Each fact sheet presents and independent project. The APM system will provide passengers with access to the a project description, traveler benefits, traveler impacts, environmental impacts, regional transit system. The Project is expected to complete Project Approval in fourth construction dates, cost and funding. quarter of 2016 and begin construction in 2017. It is expected to be completed no later than 2023.

Highlights of Major Projects Currently Under Construction at LAX ■■ The Terminal 1 Renovation involves an undertaking by Southwest Airlines to ■■ The LAX Landslide Modernization Project (Project) consists of several primary renovate the nearly 30-year-old terminal to improve its interior, its outdoor aircraft components. At the centerpiece is an Automated People Mover (APM) system, which parking ramp area, and the traffic flow through the Central Terminal Area. Terminal would provide free, fast, convenient, and reliable access to the Central Terminal Area 1 opened in 1984 and is in need of modernization to accommodate the needs of (CTA) for passengers, employees, and other users of LAX, 24 hours a day. The APM a technology-rich, post 9/11 world. The upgrades include: a new state-of-the-art would be built completely above grade without diminishing existing roadway capacity. consolidated security screening checkpoint; a fully automated checked baggage The APM systems would connect to the passenger terminals in the CTA with a inspection and sorting system; an integrated passenger waiting room/concessions 62 pedestrian walkway located above the existing roads and curb areas in the CTA. The program; refurbished arrivals/baggage area; replacement of the passenger APM would transport passengers between the CTA and the other main components boarding bridges; renovations to airline support office space; relocation of the main entrances towards the west end of the building to ease traffic congestion; new ramp pavement and hydrant fuel system improvements.

■■ The Elevator, Escalator, and Moving Walkway Modernization is a $270-million project that will replace or refurbish 212 outdated systems with modern units throughout the airport. New escalators, elevators, and walkways will speed travelers to their gates and baggage-claim areas in a safe and efficient manner with energy- saving, sustainable technology. Replacement of all units is scheduled for completion in 2016.

■■ The $118-million Curbside Appeal and Roadway Improvement Project will provide a new, dramatically upgraded look for LAX with the installation of modern LED (light emitting diode) street lighting, wayfinding components, and new canopies for Terminal 3 and 4. The project will also include traffic safety and roadway improvement measures including and Upper/Departures Level retrofit and traffic improvements to World Way South and Center Way. Project components include: installation of custom-made art deco LED light poles; sleek, metallic silver canopies in front of terminal facades evoking the glory days of aviation; an LED light band running the length of the Central Terminal chapter fourteen: airports growth&infrastructure2015

facility, new elevators and escalators, and new passenger amenities such as lounges and dining options reflecting Los Angeles culture and cuisine are also a part of the undertaking. Major portions of this project were completed in June 2015.

Airports Development Executive Management Program Status Report (Monthly) The Airports Development Group of the Los Angeles World Airport (LAWA) prepares monthly Program Status Reports to provide updates on the capital improvement projects. These reports present project description followed by the master program schedule, a financial section with budget, cash flow and change orders, owner-controlled insurance program (OCIP), and a subcontractor utilization summary report.

Los Angeles International Airport Master Plan 2004 Area and covering a portion of the upper roadway edge. The program will enhance the The Los Angeles International Airport (LAX) Master Plan is a modernization plan 63 appearance of LAX and improve vehicular movement and safety on the roadway. that accounts for the growth of the airport since 1984. The Draft LAX Master Completed Projects at LAX Plan and Draft Environmental Impact Statement and Environmental Impact Report were published in 2000-2001, which included three project alternatives: A, B, ■■ The New Tom Bradley International Terminal (New TBIT) Project is a $1.9-billion project that now provides greater capacity to the existing facility’s west and C. The Draft documents was publicly circulated for public input. LAWA then side with the addition of new gates to accommodate new-generation aircraft and developed a new alternative, Alternative D, with public comments taken into a Great Hall for dining, retail shopping and passenger amenities beyond passenger account. The Alternative D is a regional approach alternative for the LAX Master security screening. The project was completed in 2015. Plan that represents the communities’ priorities and increases safety and security of the airport. ■■ The Central Utility Plant Replacement Project is a $424-million project that replaced the dated, 50-year-old existing Central Utility Plant (CUP) with a modern, energy-efficient facility with state-of-the-art computerized management systems. The Final LAX Master Plan provides the basis for a broad policy statement The new CUP enhances passenger comfort, and reliability of utility service regarding the conceptual strategic framework for future improvements at LAX and safety within the newly renovated and modernized terminals. Project was and as working guidelines to be consulted by LAWA as it develops future projects completed in March 2015. under the Master Plan. The following documents are regulatory entitlements and/or mitigation measures that implement Alternative D: the LAX Plan, the LAX ■■ The Terminal 5 Renovation Project is a $229-million renovation of Terminal 5 that Specific Plan, the Airport Layout Plan, the Tentative Tract Maps, the Mitigation now improves passenger service and security with a new in-line baggage-screening system, as well as expansion and streamlining of the federal passenger-screening Monitoring and Reporting Program, and the LAX Master Plan Program checkpoints and international passenger-processing facilities. A new baggage claim Relocation Plan. chapter fourteen: airports growth&infrastructure2015

LAX Plan 2004 LAX Master Plan Program Relocation Plan The LAX Plan is the City of Los Angeles’ general plan for the airport that sets The Relocation Plan addresses the acquisition of properties and relocation goals, policies, objectives, and programs for long-term development. The Plan of businesses and residents, if any, associated with Alternative D. The ensures that the use of airport is consistent with the vision established by Los Angeles World Airports (LAWA) will adopt a residential and business Alternative D. The LAX Plan establishes a land use policy framework. relocation plan in compliance with federal, state, and local law prior to the commencement of acquisition.

LAX Specific Plan 2013 Los Angeles International Airport Specific Plan Amendment Study The LAX Specific Plan establishes zoning and development regulations and The Specific Plan Amendment Study (SPAS) identifies and evaluates potential standards consistent with the LAX Plan for the airport and LAX Northside. It also alternatives to the projects that were previously analyzed as part of the LAX establishes procedures for processing future projects and activities under the LAX Master Plan Program required further evaluation prior to implementation. Master Plan Program. Los Angeles International Airport Traffic Airport Layout Plan Generation Report August 2015 The Airport Layout Plan consists of a series of drawings that illustrate the layout 64 of existing facilities at LAX and proposed facilities, consistent with Alternative Per Section G, Monitoring and Reporting, of the Los Angeles International Airport D. Its goal is to serve as a record drawing for the airport and a guide for future Specific Plan, Los Angeles World Airports (LAWA) is required to prepare an annual development. Traffic Generation Report. This traffic report shall identify “the current number of Trips being generated by LAX, the number or Trips anticipated to be generated at Tentative Tract Maps the completion of the any Master Plan Project(s) in development at the time of the The Tentative Tract Maps’ primary purpose is to vacate public streets that report, the Trips proposed to be generated following the implantation of the Master would no longer be necessary if Alternative D is approved and to provide for the Plan as informed by current and Project-based Trip counts, and the number of orderly and proper abandonment or relocation of utilities that may be affected. It Trips anticipated to be generated by on-going Master Plan construction activities.” consolidates parcels that are no longer necessary. This study is the eleventh Traffic Generation Report to be completed since the Los Mitigation Monitoring and Reporting Program 2014 Angeles City Council’s approval of the LAX Master Plan Program in December 2004. The Mitigation Monitoring and Reporting Program (MMRP) ensures compliance with the proposed mitigation measures identified in the Final Environmental The Environmental Impact Report (EIR) for the LAX Master Plan forecasted 8,286 Impact Report (EIR). It describes the method and timing of implementation, net new trips during the airport peak hour at full build-out and after implantation monitoring frequency, and actions indicating compliance. of mitigation measures. chapter fourteen: airports growth&infrastructure2015

The typical design day used for the LAX Master Plan is a Friday in August. The total number of trips for the airport peak hour of 11 am to noon is as follows:

1996 Airport Peak Hour Volume (Base Year) 17,725 trips

2014 Airport Peak Hour Volume 16,386 trips

2015 Airport Peak Hour Volume (Projected from 2004 EIR) 26,011 trips

These volumes show that the August 2015 airport peak-hour volume does not exceed 8,236 additional trips above the base-year total of 17,725 trips and is in fact 1,339 trips less than the 1996 base year volumes.

The results of the August 2015 traffic volume study also reveal that there were 12,598 trips recorded at LAX during the 8 am to 9 am peak hour and 14,250 trips in the 5 pm to 6 pm peak hour. This represents 620 more trips during the 65 morning peak hour in August 2015 than during the 1996 base year.

Aviation Activity Analysis Report 2013 Airport photos: Courtesy of Los Angeles World Airports (LAX) The Los Angeles World Airports (LAWA) prepares an annual Aviation Activity Analysis per Section 7 Subsection G, Monitoring and Reporting, of the Los Angeles International Airport Specific Plan. The Analysis Report identifies the number of passengers, volume of air cargo, and aircraft operations at the Los Angeles International Airport (LAX).

Statistics Summary ■■ In 2014, the total passenger volume was 70.7 Million Annual Passengers (MAP), a 5.62 percent increase compared to 2013.

■■ The total cargo volume in 2014 was 2 Million Annual Tons, an increase of 3.90 percent compared to 2013.

■■ The number of commercial aircraft operations (landings and takeoffs) totaled 578,002 in 2014, a 3.38 percent increase from 2013. chapter fifteen: harbor growth&infrastructure2015

The Port of Los Angeles Annual container counts for Port of Los Angeles are measured in twenty-foot equivalent units (TEUs), a standard measurement used in the maritime industry The Port of Los Angeles is located in San Pedro Bay 20 miles south of downtown for measuring containers of varying lengths. In Fiscal Year (FY) 2015, the Port of Los Angeles, the gateway for international commerce. The Port of Los Angeles Los Angeles handled 8.2 million TEUs, a 1.2 percent decrease from FY 2014. The Port ranked 1st place in the United States and 16th in the world in the container covers 7,500 acres of land and water along 43 miles of waterfront. It has 24 volume ranking. passenger and cargo terminals, including automobile, breakbulk, container, dry and In CY 2012, the Port’s top five containerized imports were furniture (412,057 liquid bulk, and warehouse facilities. The Port is also home to the nation’s cruise TEU), apparel (327,070 TEU), auto parts (318,808 TEU), electronic products passenger complex, the World Cruise Center. This seaport features record-setting (217,707 TEU), and footwear (145,905 TEU). The top five containerized exports in CY 2012 were wastepaper (332,054 TEU), animal feeds (197,013 TEU), scrap cargo operations as well as environmental initiatives, security measures, diverse metal (196,845 TEU), cotton (108,700 TEU), and resins (68,309). recreational and educational facilities, and Los Angeles’ waterfront destination. The Port of Los Angeles’ top trading partners in CY 2012 were China/Hong Kong The Port of Los Angeles is a proprietary department of the City of Los Angeles. It ($138 billion), Japan ($46 billion), South Korea ($17 billion), Taiwan ($13 billion), is self-supporting and does not receive taxpayer dollars. The Port is directed by and Vietnam ($10 billion). 66 a five-member Board of Harbor Commissioners, whose members are appointed by the Mayor and approved by the Los Angeles City Council. The Port derives its The Port of Los Angeles has a significant economic impact on the region as well fees from shipping and other services and is considered a landlord port, leasing as the nation with total operating revenue of $409.8 million and net income of property to tenants who, in turn, operate their own facilities. $101.9 million in FY 2012. The Port generates about 994 jobs at the City of Los Angeles Harbor Department. In California, there are about 1.2 million jobs related to the Port of Los Angeles and about 3.6 million jobs throughout the United States.

The Port Master Plan August 2014 The Port Master Plan is a long-range plan that establishes policies and guidelines for future development within the coastal zone boundary of the Port of Los Angeles. The California Coastal Act of 1976 requires a Port Master Plan, which should respond to the demands of international and domestic waterborne commerce, navigation, and fisheries.

The original Port Master Plan was first approved and certified by the Los Angeles Harbor Commission in 1980. Since then, there have been twenty amendments to the original Master Plan. chapter fifteen: harbor growth&infrastructure2015

In February 2014, the Los Angeles Board of Harbor Commissioners approved the new Port Master Plan and its supporting Final Environmental Impact Report. The new Plan reflects all recent land use planning and projects, replaces outdated language, and provides an easy to understand land use plan. In addition, the new Plan contains reorganization and revisions to the goals and policies guiding coastal permitting, permitting guidelines and procedures, and the land use plan. Both documents include responses to comments received during the public comment period. The new Master Plan is subject to certification by the California Coastal Commission.

Demand The Master Plan provides information about long-term cargo forecast, prepared jointly by the Port of Los Angeles and the Port of Long Beach, which forecasts demand through 2030 for container, dry bulk, liquid bulk, and general cargo.

■■ A long term cargo forecast in 2007 projected that the ports of Los Angeles and Long Beach would grow at approximately 6 percent per year through 2030, trend- 67 averaged. However, this forecast was not adjusted for the Great Recession in 2008. Planning Area The new cargo forecast in 2009 adjusted for the Great Recession. The overall The new Master Plan reduces the number of planning areas from nine to five long-term growth rates for the ports of Los Angeles and Long Beach are forecast planning areas: San Pedro, West Basin/Wilmington, Terminal Island, Fish Harbor, to be 5.5 percent per year through 2020 and 4.7 percent per year through 2030. and Waterways. Four of the planning areas address the land areas of the Port The combined total twenty-foot equivalent unit (TEU) container volume in 2030 is within the Coastal Zone, while the fifth addresses the water area of the Port. forecast to be 34.6 million TEU for the two ports, or approximately 17.3 million TEU The Master Plan provides general overview, planning framework, and proposed each. projects for each planning area. ■■ Dry bulk export tonnage demand is projected to increase at an average annual rate of 1.2 percent over the forecast period to 2030. Dry bulk import tonnage Transportation Infrastructure and Programs demand is projected to increase at an average annual rate of $3.9 over the forecast The Port of Los Angeles developed infrastructure and programs to provide a variety period, with the annual rate of growth declining over time. of transportation modes that link destinations within the Port and to surrounding ■■ Liquid bulk export tonnage is projected to grow slowly by 1.3 percent through the communities. The four programs and infrastructure are waterfront promenade, Port. Liquid bulk import tonnage is also projected to grow slowly by 1.9 percent. bike paths, California Coast Trail, and trolley line. ■■ General cargo export tonnage is projected to grow at an average annual rate of The waterfront promenade has a general width of 30 feet and provides access to 2.5 percent through 2030. The demand for import general cargo tonnage through the waterfront with views of the Port. The Port has approved various projects and the Port is projected to increase at an average annual rate of 4.0 percent through plans to provide over 10 miles of waterfront promenade and pedestrian pathways. 2030. Automobile imports are the top general cargo category today and they are projected to see demand growth remain at 3 percent annually through 2030. chapter fifteen: harbor growth&infrastructure2015

Port of Los Angeles Adopted Annual Budget Fiscal Year 2015-2016 The Los Angeles Harbor Commission adopted an annual budget of $1,001.1 million for Fiscal Year 2015-16. The adopted budget includes $263.2 million for Capital, $354.0 million as the unappropriated balance, $241.4 million in operating expenses, $97.5 million in restricted cash/future commitments, and $45 million in debt repayments/non-operating expenses. The total capital spending includes one of the largest annual Capital Improvement Programs (CIPs) in Port history: $198.8 million or 19.7 percent of the total budget. The CIP supports the Port’s objective to develop and maintain its infrastructure. In FY 2015-16, 4,890 direct and indirect jobs are projected to be created, of which 3,200 are attributed to capital spending.

The Port, in coordination with the City of Los Angeles Department of City Planning, In FY 2015-16, 62 percent of the CIP Budget or $122.8 million is earmarked for has developed bicycle access throughout the outer edges of the Port. The bicycle terminal development projects. About 3 percent of the CIP Budget or $6.1 million paths range from designated bike lanes within streets to multipurpose pathways is funded for Los Angeles Waterfront Projects. Approximately 22.5 percent of the 68 that accommodate bicycles along the promenade. Adopted CIP Budget or $44.8 million is for transportation improvement projects. And 0.7 percent or $1.3 million has been budgeted in the CIP Adopted Budget for The California Coastal Trail is a network of public trails along the 1,200-mile security projects. California coastline. The Port promenade is linked to the Coastal Trail’s upper and lower coastal trails.

Development Guidelines and Policies The Master Plan outlines the development guidelines, process for issuing coastal permits, and coastal development permit policies. Information about application procedures, permit types and general procedures, public hearing, board action, revocation, reapplication, and approval can be found in the document.

The Port of Los Angeles Strategic Plan 2012-2017 The Strategic Plan is a visioning document that aligns the broad spectrum of activities of the Port of Los Angeles. The Plan outlines both Port-wide priorities and objectives and Bureau-specific initiatives. Each initiative is paired with metrics that will be used to measure the Port’s performance and success.