NORTHEAST SAN FERNANDO VALLEY

SUSTAINABILITY & PROSPERITY

Revision 4 - June 2016 STRATEGY

REVISION 4 - JUNE 2016

NORTHEAST SAN FERNANDO VALLEY SUSTAINABILITY & PROSPERITY STRATEGY

OL LH LAN U D M

IN E STITUT MULHOLLAND INSTITUTE

This is a project for the San Fernando Valley Council of Governments, City of Los Angeles and City of San Fernando, with funding provided by the Southern California Association of Governments’ (SCAG) Sustain- ability Communities Planning Grant Program. SCAG assists Southern California cities and other organizations in evaluating planning options and stimulating development consistent with the region’s goals. Sustainable Communities tools support visioning efforts, infi ll analyses, economic and policy analyses, and marketing and communication programs. This report was prepared in fulfi llment of Agreement No. 15-001-B46, Project No. 065-0137E.01: Sustainable Communities Strategies Pilot Projects in the SCAG Region by SCAG. The contents of this report refl ect the views of the author who is responsible for the facts and accuracy of the data presented herein. The contents do not necessarily refl ect the offi cial views or policies of SCAG, the City of Los Angeles, the City of San Fernando or the San Fernando Valley Council of Governments. This report does not constitute a standard, specifi cation or regulation. SCAG shall not be responsible for the sponsors’ future use or adaptation of the report. © Copyright 2016, Southern California Association of Governments and Mulholland Institute as to original ma- terials. Derivative materials may be subject to prior copyrights. [email protected] • 818-712-9500

REVISION 4 - JUNE 2016 PROJECT TEAM PROJECT DIRECTOR ROBERT L. SCOTT, EXECUTIVE DIRECTOR, MULHOLLAND INSTITUTE PROJECT MANAGERS MARCO ANDERSON, REGIONAL PLANNER, SOUTHERN CALIFORNIA ASSOCIATION OF GOVERNMENTS JOHN BWARIE, EXECUTIVE DIRECTOR, SAN FERNANDO VALLEY COUNCIL OF GOVERNMENTS PROJECT COORDINATOR STACY ANDREWS, MULHOLLAND INSTITUTE SENIOR ASSOCIATE MICHAEL SHIRES PHD, PEPPERDINE UNIVERSITY, SCHOOL OF PUBLIC POLICY SENIOR ARCHITECT RICHARD W. THOMPSON FAIA AICP, URBAN PLANNER, ASSEMBLEDGE+ ARCHITECTS TRANSPORTATION ASSOCIATE HILARY NORTON, PRESIDENT/CEO, FIXING ANGELENOS STUCK IN TRAFFIC (FAST) PROJECT ADVISORS PETER C. MCCARTY - CIVIC ORGANIZATION LIAISON MICHAEL SILVA, AIA SAN FERNANDO VALLEY, FORM ARCHITECTURE INC. NAT WILSON, AIA, AICP, LEED AP - ARCHITECT, CAL STATE UNIVERSITY NORTHRIDGE DAVID J. MURRAY - EARTH SYSTEMS INC. PROJECT INTERNS SHEELA BHONGIR, CHRIS CLARK, KEVIN KHOURI AND XAVIER SIBAJA STRATEGIC PARTNER ORGANIZATIONS Southern California Association of Governments • City of Los Angeles • City of San Fernando San Fernando Valley Council of Governments • The Valley Economic Alliance • Mulholland Institute American Institute of Architects SFV • Boys & Girls Club of the SFV • Discovery Cube Los Angeles • FAST Fixing Angelenos Stuck in Traffi c • Galpin Motors • Greater San Fernando Valley Chamber of Commerce Habitat for Humanity • MEND Meet Each Need with Dignity • Mission Valley Bank • Museum of the SFV San Fernando Valley Green Team • UltraGlas • United Chambers of Commerce of the San Fernando Valley Vaughn Next Century Learning Center • VEDC Entrepreneur Center ADVISORS AND CONTRIBUTORS1 Joel Fajardo - Mayor, City of San Fernando Steve Fukushima - California State Senate, 18th Dist. Hon. Robert Hertzberg - California State Senator, 18th Dist. Gail Goldberg - Executive Director, Urban Land Institute, L.A. Hon. Patty Lopez - State Assemblymember, 39th Dist. Gretchen Hardison - Environ. Aff. Off. Los Angeles DWP Hon. Lydia Grant - Commissioner, City of Los Angeles, Board of Kevin James - Commission President, L.A. Dept. of Public Works Neighborhood Commissioners Suzanne Llamas - Vaughn Next Century Learning Center Hon. Alvin F. Durham Jr. - City of San Fernando, Planning and Preservation Commissioner Vanessa May - Liaison, Lake View Terrace/Foothill Trails NCs Hon. Theale “Stormy” Haupt - City of San Fernando, Priya Mehendale - City of Los Angeles, Dept. of City Planning Planning and Preservation Commissioner Veronica Padilla - Executive Director, Pacoima Beautiful Hon. David Honda - Commissioner, City of Los Angeles, North Monte Perez - President, Los Angeles Mission College Valley Area Planning Commission (Fmr), D.S. Honda Construction Kenn Phillips - President/CEO The Valley Economic Alliance Hon. Mel Wilson - LACMTA/Metro Board of Directors (Fmr), Mel Humberto Quintana - Assoc. Planner, City of San Fernando Wilson and Associates, Realtors Bart Reed - Executive Director, The Transit Coalition Rev. Karl Cruz - Pastor, Victory Outreach International Max Reyes - Asst. Dir., Gov. and Comm. Relations, CSUN Rev. Zedar Broadous - Evangelism Ministry, Calvary Baptist Ch. Brian Saeki - City Manager, City of San Fernando Denise Allevato - Field Offi ce Mgr., CA Employment Dev. Dept. Liliana Sanchez - President Dalla 3 Graphics Rapael Andrade - Owner, Myke’s Cafe Ron Schultz - Founder, Entrepreneurs4Change, Author Martha-Diaz and Severyn Aszkenazy - Aszkenazy Dev. Inc. Jaqueline Serrano - Tony Cardenas, 29th Congressional Dist. William Beal - Managing Director, Redbridge Development Alexandra Simons-Koch - Vaughn Learning Center Kafi Blumenfi eld - CEO, Discovery Cube, Los Angeles Daryl Smith - CEO, Ashton & Associates Eveline Bravo-Ayala - California State Senate, 18th Dist. Karen Swift - Community Relations Manager, LACMTA/Metro Yvonne Chan PhD - Founder, Vaughn Next Century Learning Ctr Leandro Tyberg - President, Primestor Development Inc. Warren Cooley - Managing Director, VEDC Entrepreneur Center Deborah deCesare - Dean of Academic Affairs and Economic Cover Photos: Yucca (Hesperoyucca whipplei) blooms Development, Los Angeles Valley College in Hansen Dam Recreation Area, in and around Hansen Dam and Big Tujunga Wash, Copyright: Michael Wrin / Donna Deutschman - CEO, Habitat for Humanity, SFV/SCV Shutterstock.com; Northeast San Fernando Valley Pan- orama, Richard Thompson; Transit Hub, Metro/LACMTA 1 Partial list ii Page WWW.NORTHEASTSTRATEGY.ORG TABLE OF CONTENTS Executive Summary ...... 1 Section 1- Introduction to the Strategy ...... 7 Pacifi c Electric and Related Rail ...... 9 Goals of the Strategy ...... 10 Challenges Facing the Northeast Valley ...... 12 Section 2 - Sustainability ...... 14 The SCAG RTP/SCS ...... 16 Existing Conditions ...... 18 Section 3 - Prosperity Through Economic Development ...... 21 Section 4 - Planning Targets ...... 27 Profi le of Target Areas ...... 28 Sylmar/San Fernando Metrolink Station Area ...... 30 San Fernando Road and Mall Area TOD ...... 32 Van Nuys Boulevard - Pacoima Center TOD ...... 34 Panorama Mall and Shopping Area ...... 36 Sun Valley Remediation Area ...... 38 Other Critical Areas ...... 40 Industrial/Manufacturing Zoned Properties...... 42 Section 5 - Land Use and Planning ...... 43 Section 6 - Transportation ...... 51 East San Fernando Valley Transit Corridor ...... 56 Feeder Systems...... 60 Section 7 - Transit-Oriented Districts ...... 63 Town Centers ...... 63 Town Center and TOD Features ...... 67 Mobility Enhancement Areas ...... 69 Section 8 - Sustainable Community Building ...... 70 Section 9 - Employment, Industries, Careers and Jobs ...... 75 Education Careers & Training ...... 83 Section 10 - Industry Clusters ...... 84 Green Goods and Services ...... 87 Section 11 - Concerns and Strategies ...... 92 Health and Wellness ...... 93 Environment & Remediation ...... 94 Recreation and Amenities ...... 98 Resources and Opportunities ...... 100 Section 12 - Overarching Strategies ...... 101 Goals and Metrics ...... 104 Appendix A - Environmental Mapping of the Region ...... 107 Appendix B - Transit Alternatives ...... 128 Appendix C - Pacifi c Electric Red Car Line Map ...... 130 Appendix D - Regional Educational Institutions ...... 131 Appendix E - Main Street Magic ...... 132 Appendix F - About This Project ...... 136 Appendix G - Outreach Strategy ...... 137 Appendix H - Sources for Grants and Subventions ...... 142

REVISION 4 - JUNE 2016 Page iii TABLE OF FIGURES

Fig. 1 - The Three Pillars of Sustainability ...... 14 Fig. 42 - Clean Economy by Industry ...... 91 Fig. 2 - SFV COG Subregion - Projected Growth ...... 17 Fig. 43 - Community Needs Index - Scores ...... 92 Fig. 3 - San Fernando Valley Census County Division ...... 19 Fig. 44 - Landfi lls, Excavations, Facilities ...... 94 Fig. 4 - Share of Local Communities Working in Area ...... 23 Fig. 45 - Total Environmental Burden ...... 95 Fig. 5 - Centers, Sustainable Community Strategy ...... 26 Fig. 46 - Sustainable Parking Lot Treatment - Concept ...... 97 Fig. 6 - Sylmar/San Fernando Metrolink Station Area ...... 30 Fig. 47 - Sustainable Storm Water Management - Concept ...97 Fig. 7 - Sylmar/San Fernando Metrolink Station Area Profi le .31 Fig. 48 - Attractions and Assets ...... 99 Fig. 8 - Sylmar/San Fernando Metrolink Station Area ...... 32 Fig. 49 - Per Capita Vehicle Miles Traveled 2035 ...... 105 Fig. 9 - San Fernando Rd. and Mall Area Profi le ...... 33 Fig. 50 - Share of Housing in HQTA Transit Areas 2035 ...... 105 Fig. 10 - Van Nuys Blvd. - Pacoima TOD Area Concept ...... 34 Fig. 51 - Average Auto Trip Length 2035 ...... 105 Fig. 11 - Van Nuys Blvd - Pacoima TOD Area Profi le...... 35 Fig. 52 - Percent Change in Mode Share 2035 ...... 105 Fig. 12 - Panorama Mall and Shopping TOD Area Concept ...36 Fig. 53 - New Multi-Family Housing 2035 ...... 105 Fig. 13 - Panorama Mall and Shopping Area TOD Profi le ...... 37 Fig. 54 - Pollution Burden ...... 108 Fig. 14 - Sun Valley Remediation Area Profi le ...... 39 Fig. 55 - Environmental Cleanup Sites ...... 109 Fig. 16 - Industrial/Manufacturing Zoned Properties...... 42 Fig. 56 - Groundwater Threats Indicator ...... 110 Fig. 17 - Van Nuys Blvd. and San Fernando Rd. Concept ...... 48 Fig. 57 - Hazardous Waste Generators & Facilities ...... 111 Fig. 18 - Zoning Map, Sylmar/San Fernando Metrolink ...... 50 Fig. 58 - Solid Waste Sites & Facilities ...... 112 Fig. 19 - EVTC Alternative 4, Median-Running Light Rail ...... 56 Fig. 59 - Ozone Concentration ...... 113 Fig. 20 - Characteristics - East Valley Transit Corridor ...... 57 Fig. 60 - Diesel Particulate Matter ...... 114 Fig. 23 - Light Rail, Median Running LRT, Alternative 4 ...... 59 Fig. 61 - PM 2.5 Fine Particle Pollution ...... 115 Fig. 22 - Light Rail Transit Confi gurations ...... 59 Fig. 62 - Traffi c Density Indicator ...... 116 Fig. 24 - Possible Pacoima/San Fernando DASH/Tram ...... 60 Fig. 63 - Pesticide Use ...... 117 Fig. 25 - Possible Panorama City/Sun Valley DASH/Tram...... 60 Fig. 64 - RSEI Chemical Releases & Toxic Exposure ...... 118 Fig. 27 - Concept for Intermodal Mobility Hub ...... 61 Fig. 65 - Drinking Water Contaminants Index ...... 119 Fig. 26 - City of San Fernando Project Area Map ...... 61 Fig. 66 - Asthma ...... 120 Fig. 28 - Mobility Hub Feature Chart ...... 62 Fig. 67 - Low Birth Weight ...... 121 Fig. 30 - Walkable Section of a Town Center ...... 67 Fig. 68 - Linguistic Isolation ...... 122 Fig. 29 - Parking Spaces Shielded with Solar Panels ...... 67 Fig. 69 - Sensitive Population Characteristics...... 123 Fig. 31 - Curbside Pocket Parks Concept ...... 68 Fig. 70 - Children & Elderly Percent of Population ...... 124 Fig. 32 - Curbside Pocket Parks Expanded Concept ...... 68 Fig. 71 - Unemployment ...... 125 Fig. 33 - Vehicle Enhanced Network (VEN) Map ...... 69 Fig. 72 - Poverty ...... 126 Fig. 34 - Fastest Growing Occupations ...... 76 Fig. 73 - Less Than High School Education ...... 127 Fig. 35 - Occupations with the Most Openings ...... 77 Fig 74 - Alternative 1 - Curb-Running Bus (BRT) ...... 128 Fig. 36 - Sylmar/San Fernando Metrolink TOD Area ...... 78 Fig 75 - Alternative 2 - Median-Running Bus (BRT) ...... 128 Fig. 37 - San Fernando Mall Area ...... 79 Fig 76 - Alternative 3 - Low-Floor Light Rail (LRT) ...... 129 Fig. 38 - Van Nuys Boulevard - Pacoima Center TOD Area ....80 Fig 77 - Alternative 4 - Light Rail Transit (LRT) ...... 129 Fig. 39 - Panorama Mall and Shopping Area TOD ...... 81 Fig. 78 - Pacifi c Electric Red Car Line Map ...... 130 Fig. 40 - Sun Valley Remediation Area ...... 82 Fig. 79 - Regional Educational Institutions ...... 131 Fig. 41 - Green Jobs Overview and Ratios ...... 90

iv Page WWW.NORTHEASTSTRATEGY.ORG EXECUTIVE SUMMARY The Northeast San Fernando Valley Sustainability community economy, reduces commutes, and cuts & Prosperity Strategy addresses all three pillars of the overall Vehicle Miles Traveled (VMT). sustainability—Environment, Economy, and Equity. Community colleges such as Los Angeles Mission, Livable communities and opportunities for prosper- Valley, Pierce and Glendale are a ready resource ity are the key goals for the Northeast Strategy. to support these initiatives. In addition to skills, The next several decades will see the investment disciplines and certifi cations, they also specialize of billions of dollars in mobility, affordable hous- in laying the necessary foundation for students to ing, environmental remediation and infrastructure transfer to four-year institutions. projects in Los Angeles County. As one of the most overlooked and underserved areas of the county, In the broader commute-shed, the Northeast Valley the Northeast Valley has to be ready with vision, is blessed with a number of world-class institutions: planning and civic leadership able to benefi t fully Caltech, Cal Arts, UCLA, USC, Pepperdine, Loyola, from these resources. Woodbury, a host of specialty schools, and the Val- ley’s own Cal State Northridge. Northeast residents Metro’s plan to ease traffi c is expected to be on need the wherewithal to participate fully in these the November 2016 ballot, and will impose a new resources—thereby cultivating the future brain trust 40-year 1/2 cent sales tax in Los Angeles County, for local economic development. expected to generate $120 billion for transportation and infrastructure. In addition the proposition would As the Northeast subregion improves, communities extend the existing Measure R half-cent sales tax. and residents should be able to grow with it—not be A portion of this could fund Light Rail Transit (LRT) displaced. One way to achieve this is the cultivation on the East Valley Transit Corridor1 instead of Bus of home-grown entrepreneurship and innovation. In Rapid Transit (BRT). It would also contribute to addition to educating employees, schools and other converting the Metro Orange Line from BRT to LRT institutions need to focus on the one-in-ten or one- and support additional projects for grade separa- in-twenty locals with potential to start new home- tions at key intersections. grown businesses and industries. Under Assembly Bill 32 (AB 32) and Senate Bill The fi ve target area centroids (see Figure 5) typify 375 (SB 375), state Cap-and-Trade funds are the serious demographic and economic challenges becoming available for projects that reduce Green- in the Northeast subregion. They have generally house Gas (GHG) emissions. The central goal: lower incomes, and a higher level of transit depen- dency. The areas are also uniquely positioned to Linking land use and transportation planning improve their mobility and with it, their quality of life. to support community sustainability A great deal of progress has been made in the As governmental leadership evolves, there will be Southern California region over the last several opportunities to create unifi ed economic, environ- decades, with smart growth, public transportation mental and mobility initiatives. By unifying around a and environmental protection. After many years and common set of goals, Northeast communities can lengthy processes, the Southern California Associa- provide the necessary civic vitality to drive agendas tion of Governments’ (SCAG) sustainability program and garner the crucial support of elected offi cials. comes down to a few core principles: mobility, liv- The cycle of economic success begins by fueling ability, prosperity and sustainability. the Northeast Strategy with the application of hu- man capital; the development of seed funding; the accumulation of fi nancial capital; and the leveraging of these elements to make a long- term difference. From an economic development perspective, unique business and industry clusters must be established—clusters that are community- friendly and also able to provide well-paying employment and careers. Local residents should be able to access the education, and develop the skillsets needed to fi ll these positions. Hiring locally fuels the Community Workshop- Vaughn Next Century Learning Center

1 The East Valley Transit Corridor will extend from the Sylmar/San Fernando Metrolink Station to the Van Nuys Orange Line Station. (See Figure 19)

REVISION 4 - JUNE 2016 Page 1 TRANSPORTATION NETWORKS STRATEGIES AND SOLUTIONS To its residents, the Northeast Valley has seemingly • Funding for East Valley Transit Corridor as been last in line for transit and infrastructure, in- Light Rail Transit cluding sidewalks, curbs, street lighting, street trees • Extension of Existing bus routes and circuits and other essential improvements. The recently- adopted San Fernando Valley Mobility Matrix identi- • Extended timetables to cover shift-workers fi es some of these needs. It was created by the Los and manufacturing employees Angeles County Metropolitan Transportation Au- • Need for DASH/Trams to feed into the Metro thority (Metro) in concert with stakeholders and the network San Fernando Valley Council of Governments. • Security, amenities and facilities at stations and stops CHALLENGES • Street and sidewalk maintenance and repair • Urban sprawl-based growth patterns • Bike lanes, curb extensions, streetscape • Poor planning for land use and complemen- and human-scale walking enhancements tary transportation • Street lights for safety and security • Lack of meaningful public transit or trans- portation alternatives for reducing VMT • Inter-modal connections, bicycle lockers and station accommodations • Many low-wage residents unable to afford private vehicles • Funding through assessment districts, parking districts and Business Improvement • Need for fi rst- and last-mile solutions, espe- Districts (BIDs) cially for seniors and transport of goods • Streets and sidewalks in poor condition or confi gured poorly for active transportation1 • Students unable to conveniently access educational institutions and opportunities

1 Walking, bicycling and other forms of non-motorized travel

Articulated bus departs from the Sylmar/San Fernando Metrolink Station

2 Page WWW.NORTHEASTSTRATEGY.ORG • Focus primarily on destination feeders • Sidewalk repair and upgrading • Bike lanes and local bikeway networks Education and Encouragement • Public awareness programs to shorten commutes, reduce wasted time and the costs of travel • Focus on transit hubs and institutions • Promote Safe Routes to School • SCAG encouragement and safety cam- paigns Successful Implementation • Must represent the long-term vision and Northbound rails at the Sylmar/San Fernando Metrolink Station land-use challenges Mode Shift to Public Transit • Meets federal, state and regional criteria Shifting drivers from automobiles to public transit for demand, confi guration and emissions not only reduces congestion, but it also reduces the • Able to attract funding a long-range plan- amount of vehicle traffi c on freeways and surface ning horizon, 20+ years into the future streets, providing downstream congestion reduc- • Is fi nancially-constrained—where revenues 2 tion benefi ts. equal costs Light Rail and Conversions • Meets SB 375 GHG requirements Building the East Valley Transit Corridor as a rail High Quality Transit Areas line and converting the Orange Line to grade-sep- Planning around High Quality Transit Areas arated light rail service would increase speed, ef- (HQTAs) is the future focus of Transit-Oriented De- fi ciency and capacity markedly. Thus, making these velopment (TOD). Done properly, this can help to options much more attractive to drivers. improve local economies, and foster local employ- Regional Trip Strategies ment within neighborhoods. Van Nuys Boulevard, San Fernando Road, Foothill Boulevard, Maclay • Embrace public transit and active transpor- Avenue and Roscoe Boulevard present some of tation the best opportunities for HQTAs. • Create a regional bikeway network Appropriate DASH/Tram circuits can also help to • Develop fi rst- last-mile strategies to fi ll the transport local workers to local jobs. The level of gap from home to trunk lines, and last-mile service must be truly useful, and provide a mean- in particular, to serve heavily-traveled desti- ingful alternative to personal vehicle trips. nations. Local Transit Integration Strategies • Livable transit corridors and centers • Car-share and bike-share facilities and lock- ers • Adopt SCAG’s “Livable Corridors” strategy. • Implement SCAG’s Neighborhood Mobility Areas Short Trip, First- and Last-Mile Strategies • First- last-mile connections • Use of technology and telecommuting to replace common trips and private autos New housing in the far north of the San Fernando Valley

2 Source: Victoria Transport Policy Institute < http://www.vtpi.org/>

REVISION 4 - JUNE 2016 Page 3 LAND USE AND PLANNING A key goal of this strategy is to integrate transporta- • Develop “Complete Communities” with a full tion, land use, housing and environmental planning array of amenities and opportunities. with economic development that will heighten pros- • Plan for housing and jobs near transit. perity in the region. Further, to develop an overrid- • Seek equilibrium in localized jobs-housing ing strategy for “Location Effi ciency” to complement balance to reduce travel demand. transit modes and technologies being identifi ed and brought online by SCAG and Metro. By rethinking • Plan for changing demand in types of hous- the basic urban form of our communities, we can ing—extended families and intergeneration- enjoy the dividends of reduced fuel consumption, al confi gurations. less environmental impact, shorter travel times and • Continue to protect and preserve existing, a resultant increase in quality time. stable, single-family neighborhoods. • Avoid density outside centers and corridors. CHALLENGES • Protect and develop higher-end manufactur- • Poor planning in much of the region for land ing industries that still dominate in the Valley. use and complementary transportation • Leverage the potential for expansion into • Sprawl-based, low-rise growth patterns more green- and clean-tech industries. • Large industrial tracts with low-density • Ensure adequate access to open space, employment and little or no residential use, and take care to preserve habitat. reduce potential for transit ridership and increase distance-based demand HOMELESSNESS AND HOUSING • Homeless population, vagrancy, shortage of CHALLENGES housing and lack of affordability • Homeless population, vagrancy and short- • Challenges to preserving access to existing age of housing housing and maintaining current affordability • Low and declining housing affordability • Need to add housing capacity to accommo- • Lack of a variety of housing stock date a projected increase in population • Overcrowding of neighborhoods STRATEGIES AND SOLUTIONS • Excess demand on resources and infrastruc- • Incorporate local input, civic participation ture and feedback on future growth. STRATEGIES AND SOLUTIONS • Make the case for substantial service im- Any sustainable community must have a jobs- provements to the Northeast Valley in addi- housing balance. To support the economy, hous- tion to the East Valley Transit Corridor BRT/ ing should be available in a variety of levels, from LRT and the existing Metrolink service. executive to blue collar and workforce. • Identify strategic areas for Compact Devel- • Add housing capacity to accommodate a opment, and infi ll investment. projected increase in population. • Structure planning around development of • Housing innovation: small lots, greater el- Town Centers and public transportation. evations, “granny fl ats,” extended family and • Mixed-use planning particularly near transit intergenerational formats • Create Town Centers with a complete range • Entitlement exemptions and variances to of amenities and opportunities. increase production and speed the process • Adopt community-friendly Specifi c Plans, • Enhanced housing production policies bonuses, variances and incentives for devel- • Preserve the supply of affordable housing. oping sites along transit corridors. • Preserve access to existing housing and • Take advantage of SB 375 incentives and maintain current levels of comparative af- exemptions under CEQA1 that apply to proj- fordability. ects that are RTP/SCS2 compliant. • Support economic development and em- • Develop nodes on transit corridors, joint-use ployment policies that enhance resident’s strategies and partnerships around stations. ability to remain in their homes. 1 California Environmental Quality Act • Protect the rights of renters and owners. 2 RTP/SCS 2012-2035, Regional Transportation Plan/Sustainable • Impact fees on new market-rate develop- Communities Strategy, Southern California Association of ments Governments, Los Angeles, CA 2012

4 Page WWW.NORTHEASTSTRATEGY.ORG ECONOMIC DEVELOPMENT AND JOBS STRATEGIES AND SOLUTIONS CHALLENGES • Intervene and assist with more viable • Aesthetically-challenged main streets, gate- commercial tenant mixes and “Complete ways and corridors Streets.”4 • Insuffi cient retail/shopping facilities • Develop capital in the subregion by inviting • Perception of high crime quality investment. • Residents work and shop elsewhere. • Shop locally—patronize local merchants and service providers. • Shrinking manufacturing sector • Develop a “Culture of Education” focused on • Inadequate built industrial space careers, excellence and prosperity. • Obsolete commercial and retail space • Encourage local innovation. • Shortage of capital and business revenues • Cultivate home-grown entrepreneurship. • Lower-than-average median incomes • Showcase unique local assets throughout • Below average educational attainment the greater region. • Poor alignment of employment skills, prepa- • Seek outside capital and trade. ration and education • Promote safety and security in centers. • Expensive and time-consuming develop- ment and redevelopment process • Cultivate subregional industry clusters. • Need to conform to AB 32 and SB 375 CLUSTERS while improving employment and the local Industry will be attracted to an area if: economy 1. The local area provides unique strategic • Risk of gentrifi cation and displacement advantages over other locations. NORTHEAST VALLEY ADVANTAGES3 2. There is a concentration of similar or com- • Eligibility for economic development initiatives petitive fi rms or organizations. • Existing goods movement infrastructure 3. The educational institutions are supportive of their needs. • Proximity to transportation infrastructure: freeways, airports, rails and ports 4. The local institutional knowledge base provides resource advantages. • Geographic location - proximity to major metropolitan business clusters and markets 5. The quality of life is excellent as an attrac- tion for qualifi ed employees. • Access to regional services, supply chains, and the Los Angeles central business dis- 6. Cost of living is within bounds. trict 7. Real estate availability is consistent with • Proximity to the largest regional consumer needs. market in the United States Some of the Competitive Clusters prevalent in the • Local market of over 400,000 residents Los Angeles County region are: • Strong regional economic base • Construction • Proximity to world-class educational re- • Entertainment and Media sources • Apparel Manufacturing • Diverse subregional labor pool • Aerospace Manufacturing • Young families and ambitious workforce • Information Technology • Comparatively affordable housing • Analytical Instruments • Health Services • Access to a variety of regional cultural, rec- reation and entertainment facilities • Medical Devices Manufacturing • Pharmaceuticals Manufacturing • Equestrian lifestyle communities and facilities • Leisure, Hospitality and Tourism • Low-density development of rural communi- • Insurance ties • Financial Services • Potential industry, cluster development and • Business Services ultimate re-purposing of remediation sites • Trade and Logistics

3 Economic Development Assessment & Strategy, Los Angeles Eco- 4 Centers that offer safe access for all users, including pedestrians, nomic Development Corporation, Valley Economic Alliance, Mulhol- bicyclists, motorists and transit riders of all ages and abilities land Institute, Sherman Oaks, CA, 2003

REVISION 4 - JUNE 2016 Page 5 ENVIRONMENT AND GREEN INDUSTRY • Underserved and disenfranchised residents and communities Sustainable Lifestyles and Clusters • The Valley makes up 65 percent of the land This strategy seeks to couple economic growth with area of the City of Los Angeles, but only 47 environmental betterment in a positive way, show- percent of its population—it lacks a legisla- ing that economic expansion and environmental tive majority for self-determination. quality can be compatible and mutually supportive. • The Northeast Valley has 15 percent of the CHALLENGES city’s land, and 11 percent of its population. • Deteriorated infrastructure from heavy truck • Competition with dozens of other Los Ange- traffi c and long-term industrial demands les neighborhoods for limited resources • Higher than average health problems • Shortage of City of Los Angeles personnel • Health impacts from traffi c and industrial focused exclusively on the Northeast Valley uses • Inadequate code enforcement in residential STRATEGIES AND SOLUTIONS and heavy industrial areas For a community development strategy to be suc- • Lack of lighting, curbs, gutters, storm drain- cessful, it must be carried forward by local com- age and landscape in many areas. munity leaders who have a vested interest in their • Need to conform to AB 32 and SB 375 neighborhoods and “Town Centers”— those whose lives are the most affected. STRATEGIES AND SOLUTIONS • Reduce travel demand for commuters by • Assemble human capital in the form of improving localized jobs-housing balance stakeholders and civic organizations. and increasing availability of public trans- • Collaborate among interested groups to portation. develop proactive consensus on principles. • Implement “Smart Growth.” • Establish persistent and ongoing programs for • Foster economic revitalization and expan- civic implementation. sion by retrofi tting existing businesses and • Raise seed capital suffi cient to fi eld a grant- structures to reduce pollutant output and writing team with limited administration. water consumption. • Increase energy effi ciency, attract new • Aggressively pursue foundation grants green businesses and promote local invest- through a not-for-profi t fund of the Commu- ment and job creation. nity Foundation of the Valleys or The Valley Economic Alliance. • Prevent additional pollution growth, through traffi c mitigation, transportation planning, • Aggressively pursue government grants and zoning and land use actions. subventions through the San Fernando Val- • Work to develop Green Goods & Services ley Council of Governments, or a participat- industries, clusters and practices in ways ing jurisdiction. that improve employment and the local • Provide guidance and support for local initia- economy. tives early in the decision-making process. • Attract existing green industries to take • Recruit credible and proactive advocates. advantage of the area’s manufacturing and • Take ownership of issues where you are in aerospace capacity. favor–not just opposition. CIVIC AND POLICY ENGAGEMENT • Preserve what is good and be willing to Enlightened Activism make it better. • Fully and aggressively participate in local CHALLENGES government by organizing and allocating • One of the densest population regions in responsibilities in the most effi cient fashion. Los Angeles County • Monitor business and residential opportuni- • Congestion, commute times/fl ows ties, and be prepared to intervene in positive • Time taken to develop improvements ways. • Redevelopment without the CRA5 • Seek out responsible investment in the com- munity to fulfi ll unmet needs. • Public policy disconnects and inequities 5 Community Redevelopment Agency

6 Page WWW.NORTHEASTSTRATEGY.ORG SECTION 1- INTRODUCTION THE REGIONAL CONTEXT Southern California grew up fi rst around a vast TO THE STRATEGY network of rail lines, including two signifi cant Pa- Demographic and Political Challenges cifi c Electric lines serving the San Fernando Val- ley, connecting it with Downtown Los Angeles. The The Northeast San Fernando Valley Sustainability & Prosperity Strategy is a highly-ambitious endeav- lines gave shape to the roads and access among or that covers an area the size of Cleveland, with an community centers during the fi rst decades of the even greater population—half a million residents. twentieth century. Canoga Park was established As substantial as the Northeast region is, there is at the terminus of one line running west, while the a tendency for it not to be recognized as a quarter City of San Fernando was situated at the end of the of the fi fth largest metropolitan area in the United northeast line. Both lines connected to over 1,100 States—the San Fernando Valley (Valley). miles of interurban coaches and streetcars that blanketed the Southern California Area. As the ubiquity of the automobile edged out the public transit rail lines, freeways and more highways began to appear, forming the new backbone for circulation in Southern California. Los Angeles was eventually dubbed the “car capital” of the world— the fi rst such major city primarily dependent on the family car. Freeways connected to arterials, and arterials connected to secondaries and collectors. This near-perfect grid confi guration created a matrix of sorts, upon which an endless stream of single- family neighborhoods could be attached.

Civic coalition of San Fernando Valley transit leaders and stakehold- As the greater Los Angeles area grew to connect ers meet in Van Nuys with Orange County and then to San Diego County, a massive, and seemingly endless, megalopolis GEOGRAPHY OF THE NORTHEAST VALLEY was created. Each of the millions of vehicles on the The San Fernando Valley is generally accepted1 road had a different pair of origins and destinations to be divided North and South by Roscoe Boule- (O&Ds). The stage was thus set for an eventual vard and split East and West by the Interstate 405 crisis in circulation—what came to be known as freeway. “gridlock.” Congestion worsened, making it diffi cult to travel, especially during peak morning and eve- Included in the Northeast San Fernando Valley ning commutes. (Northeast), the communities fall primarily within the municipal boundaries of the City of Los Ange- As time wore on, traffi c congestion became the les. The Northeast also includes the entire City of primary issue dealt with in the planning pro- San Fernando and several unincorporated sections cess. There was a great deal of debate between the County of Los Angeles. These areas are subject residents, developers and local jurisdictions. to each jurisdiction’s General Plan. Unfortunately, by the time the problem was fully In addition, land use within the City of Los Angeles recognized, commuting patterns had become is governed by a series of 35 individual Community well-established and the only solution appeared to Plans. Northeast plans include: Arleta-Pacoima, be more and wider streets. The California Environ- Mission Hills-Panorama City, Sun Valley-La Tuna mental Quality Act (CEQA) of 1970 became the Canyon, Sunland-Tujunga-Lakeview Terrace-East tool of choice to test the adequacy of mitigation and La Tuna Canyon, and Sylmar. impacts on transportation, traffi c, greenhouse gas emissions, air quality, noise and other automobile- The named communities of the City of Los Angeles related factors. in the Northeast Valley are Arleta, Lake View Ter- race, Mission Hills, North Hills, Pacoima, Panorama CEQA has been regularly invoked to protect neigh- City, Shadow Hills, Sun Valley, Sunland, Sylmar, borhoods and open spaces. But, for the most Tujunga, and a nominal portion of the Angeles Na- part GHGs were not a leading issue until climate tional Forest. change took to the global stage. See also Appendix F, About This Project

1 Source: United Chambers of Commerce, San Fernando Valley, as part of their San Fernando Valley Mapping Process, c.1993

REVISION 4 - JUNE 2016 Page 7 WHAT SETS THE NORTHEAST VALLEY APART These environmental challenges have been exac- erbated by the densifi cation of nearby housing in Introduction to the Subregion recent years and by unpermitted multiple tenancy. While the Northeast San Fernando Valley is often They will likely be compounded by future plans for thought of as a monolithic area, a more careful more in-fi ll construction and mixed uses. analysis reveals a cluster of unique and distinct communities. Within the area are a great variety of demographic profi les, lifestyles, cultures and local features. From recycling centers to landfi lls—from hiking and equestrian trails to crowded urban thor- oughfares; the area is a microcosm of the greater Southern California region. Tucked away in the northeast corner of a natural valley—surrounded on all four sides by mountains, and separated from the Los Angeles basin by the massive Santa Monica Mountain range—the Northeast can be easy to overlook. However, its infrastructure defi ciencies and aesthetic challenges are not so easily ignored. In spite of these constraints, the residents tend to be quite outspoken when it comes to matters of local public policy. They generally feel shortchanged in terms of return on their tax dollar investments. They also feel that an ineffi cient political structure works against them. Cactus in bloom on the face of Hansen Dam By every measure, the Northeast Valley is a region ROOTS OF THE REGION of great need—and great opportunity. Large swaths The principles of this Sustainable Communities of housing built after WWII were designated for low- Strategy (SCS) can only be fully embraced if they income minority residents at a time when restrictive covenants prevented their settling elsewhere in the include ways to re-think the urban form and history region. To compound the problem the area was of this potentially-vibrant region. prone to fl ooding and runoff from the San Gabriel This once-rich farmland of olives and citrus gave Mountains, making it very rich in alluvial sand and way to middle class neighborhoods at the end of gravel deposits. This led to extensive surface mining World War II, and was absorbed into the vast subur- aggregates and excavation. Sand and gravel pits ban landscape of the San Fernando Valley. dotted the landscape. Owing to the modesty of the housing, and proxim- These virtually unlimited resources, coupled with its ity of heavy industry and aggregates, the Northeast ready access to rail lines and highways, positioned the Northeast well to benefi t from the post-war became the de facto center of affordable housing demand for materials and supplies needed to grow for the region. the economy and infrastructure of Los Angeles. Unfortunately, some of the same industries and This also gave rise to the Northeast as a logical activities that provided post-war job opportunities, center for other heavy industry as well. also had a dramatic effect on the quality of life, and Unfortunately, as the sand and gravel played out, the residents of the region. One of the pillars of this the dredging left gaping ravines behind, whose strategy is to build on an Environmental Justice only practical use was as landfi lls—at a time when agenda being ably led by a cadre of local non- remediation was not a priority. This brought with profi ts. it more truck traffi c, pounding the pavement into Unknown to many Angelenos are the somewhat loose chunks, and the accompanying dust, dirt and secluded equestrian communities still situated in odor of dumped and spilled refuse. Not only are the the foothills of the San Gabriel Mountains and up pits home to the region’s waste, but some of the into the western Angeles National Forest. Foothill adjacent mountain canyons—once pristine—have Boulevard comprises the main thoroughfare of the also been pressed into service, fi lled for all time communities of Sunland-Tujunga, and once was the with metropolitan waste. main highway prior to the construction of the Foot- hill Freeway, Interstate-210 in the early 1970s.

8 Page WWW.NORTHEASTSTRATEGY.ORG PACIFIC ELECTRIC AND RELATED RAIL HISTORIC STONEHURST Historical Perspective Valley residents treasure their rural areas. The Stonehurst neighborhood is comprised of 92 homes In the late 1800s, the Pacifi c Electric and related in the Sun Valley community of the Northeast Valley. rail lines established a network of streetcars and Many of the structures were built between 1923 interurban coaches that included over 1,100 miles and 1925 by Dan Montelongo, a local artisan and of track, and covered an area of California from the stonemason, using stone selected from the nearby City of San Fernando and Redlands on the north washes and the foothills of the Tujunga Valley. The to Balboa Island and Corona on the south—span- neighborhood boasts the highest concentration in Los Angeles of homes utilizing native river rock as ning four counties: Los Angeles, Orange, San a primary building material. 4 Bernardino, and Riverside. The highest point was near the peak of Mount Lowe at 5,600 feet and was The preservation and acknowledgement of these constructed in 1896 as a scenic attraction. existing residences is very important to the com- munity. The promise of freeways and family cars ultimately led to the demise of the entire system. The ethos of public transportation systems has been revived in the last several decades, mostly because of worsening traffi c congestion. “We are going back to the future in terms of transit development here,” said Hasan Ikhrata, CEO of the Southern California Association of Governments, in a reference to the old Pacifi c Electric Red Car network that used to crisscross the region. “It may take 50 to 100 years to change people’s behavior.” The Red Cars came to the San Fernando Valley in

December of 1911. (See map, Appendix C) Lines Historic Stonehurst homes are constructed of local river rocks emerged from the Los Angeles Basin through Cahuenga Pass; traveled west on the median of The Stonehurst Community is generally bounded Chandler Boulevard; and then turned north, up by Sunland Boulevard, Wentworth Avenue and what is now Van Nuys Boulevard. The tracks split Chivers Avenue. There is strong support for the at Sherman Circle, with one route heading west protection of these unique and historic structures. out Sherman Way to Owensmouth (Canoga Park), Stonehurst and La Tuna Canyon are planned to be and the other continuing up Van Nuys Boulevard to preserved as rural open space communities that Parthenia Avenue. This second line angled west to act as a buffer between urban areas and the wild- Sepulveda Boulevard, taking another turn north— lands. up to Brand Boulevard east, and terminated in the SAN FERNANDO MISSION City of San Fernando. The Owensmouth line closed down in 1938, and some remaining segments lasted until 1952. Besides decommissioning the Red Cars, Los Ange- les County also rejected a 1963 proposal from the Alweg Group2 to put in a 41.8 mile monorail system with 40 stations at a cost of $123 million, or about a billion of today’s dollars. The cost per mile in today’s dollars would have been about $24 million. The fi rst phase of the system would have served the San Fernando Valley, Wilshire Blvd. and Los Angeles’ Civic Center.3 Mission San Fernando Rey de España, the seventeenth of 21 mis- sions established by Father Junipero Serra 2 Alweg Company built the original Disneyland Monorail 3 Source Alweg Group Proposal to Los Angeles County, 1963 4

REVISION 4 - JUNE 2016 Page 9 GOALS OF THE STRATEGY FOCUSED OPPORTUNITIES Community-Based Implementation This strategy ultimately focuses on fi ve primary commercial centers, and recognizes other areas The Southern California Association of Govern- with great potential for longer-term development ments (SCAG) Sustainability Planning Grant Pro- and renewal. The planning team has adopted fi ve gram (formerly known as Compass Blueprint Grant line, point and area features upon which to focus Program) was established as an innovative vehicle future strategies, analyzing demographics and for promoting local jurisdictional efforts to test local conditions within a uniform half-mile band or radius planning tools. Since starting in 2005, 133 projects around each of the subject “centroids.” have been completed through the program, with The Northeast Valley is a populous, complex region another 69 projects to be completed by the end of that combines bedroom communities, employment 2016. After many years and lengthy processes, the centers, major transportation and transit arteries program comes down to a few core principles: and hubs; and a diverse and varied population. For this Sustainable Communities Strategy to serve • Mobility as a model for other locales, it must succeed in • Livability the Northeast San Fernando Valley. In this way, • Prosperity success here is an indicator of what is possible in many parts of the broader region. • Sustainability Applying the subsequently enacted mandates of The area is representative of the overall region’s AB 32 and SB 375, we have arrived at a primary lower-SES population, and of its history. With the strategic goal: north Valley serving as the de facto urban growth boundary during one of the Southern California’s Linking land use and transportation planning greatest periods of growth (1945 to 1975), it also to support community sustainability exemplifi es the makeup of communities, local —developing an overriding strategy for economies and urban developments that character- “Location Effi ciency” to complement transit ize many areas of the City of Los Angeles’ urban modes and technologies being identifi ed landscape. and brought on line by SCAG and Metro. To understand how this dynamic plays out in the By rethinking the basic urban form of our Northeast Valley, it is necessary to sharpen focus communities, we can enjoy the dividends on the region and understand how a sustainable of reduced travel times, and reduced fuel communities strategy can unfold in practice to ben- consumption. The result is less environmental efi t those who live in typical local areas. Toward that impact, and more time to enjoy an improved end, this analysis focuses on fi ve specifi c centers quality of life. within the Northeast Valley to serve as starting points. With this focus, we can better understand the opportunities and challenges that implementa- tion of the SCS goals represents. These communities were selected for two reasons: (1) they typify in many ways the serious demo- graphic and economic challenges in the region ex- perienced by many of its most vulnerable residents; and (2) their current level of transit opportunity and status of their infrastructure is quite typical of the Northeast Valley region—largely dependent on buses and automobiles for travel. They also repre- sent some of the best prospects for creating new infrastructure and opportunity within the region as they show what is possible with new transit initia- tives and economic development programming. Sylmar/San Fernando Metrolink Station - Northbound Antelope Valley Line

10 Page WWW.NORTHEASTSTRATEGY.ORG FIVE FOCAL AREAS LOCATION EFFICIENCY 1. Half-mile radius around the Sylmar/San Simply stated, the goal of the SB 375 Sustainable Fernando Metrolink Station Communities Strategy is to improve Location Ef- 2. Half-mile band along San Fernando Road, fi ciency and thereby reduce the length and frequen- primarily in the City of San Fernando cy of automobile and light truck trips. A reduction 3. Half-mile band along Van Nuys Boulevard in VMT will necessarily reduce the amount of GHG in Pacoima emissions. Contemporary Lifestyle Centers provide a park-once experience by providing a variety of 4. Half-mile band area along Van Nuys Bou- goods, services, dining and recreation all within one levard that makes up the Panorama Mall, easily walkable area. The use of public transporta- Panorama Plaza, Plaza del Valle tion is being encouraged by policy makers, as well 5. Combined half-mile radii around signifi cant as what is known as “Active Transportation,” broadly “Remediation Areas” of the industrialized defi ned as human powered travel: walking, bicy- portions and landfi ll/surface mining opera- cling, and other non-motorized means. tions in Sun Valley The fi rst four of these areas are included on the With better planning in our Town Centers, we can assure a full range of amenities and assets close path of the proposed East Valley Transit Corridor, to our homes and neighborhoods, and in many while the fi fth has the potential to be a critical com- cases accessible by transportation alternatives. ponent of a regional economic plan; one that would By re-industrializing local manufacturing, we can greatly advance the goals of the Sustainable Com- reduce toxins, pollution and blight—at the same munities Strategy. time preserving the economic base, cultivating em- The team based the demographic analysis on ployment, and promoting prosperity through quality different geographies depending on the topic and well-paying careers. the quality of data available. In the City of Los As technology takes us ever closer to a preference Angeles, the named community, community plan for renewable energy resources, innovations such area and Neighborhood as Plug-in Electric Vehicles Council jurisdiction is very (PEVs) allow for the mobile relevant. State and county consumption of alternative data provide meaningful fuels—alternatives that are qualitative and quantitative generated from fi xed renew- benchmarks for the subject able sources, such as solar, communities. The subject wind and geothermal. Im- communities share geog- provements are on the hori- raphy and are contained zon for the effi ciency of PEV within an actual topographi- batteries in terms of power cal valley surrounded on all to weight ratios, and overall sides by mountains. They range between charges. share infrastructure, trans- Charging stations for PEVs portation, modes of media are still not as abundant as and communication, and they ideally could be. But, enjoy cultural relationships High-capacity articulated Metro Liner vehicle serving the Panorama this too seems to be improv- with one another. Mall on Van Nuys Boulevard ing rapidly. Thus, the San Fernando Valley Census County Aside from the transportation framework around Division5 (CCD) is the most relevant geography for which the region grew, there are other complica- the Valley’s larger questions involving public policy, tions with the existing urban form of Los Angeles. governance, sustainability and economic strate- Much of the commercial zoning is shallow, and the gies. The Valley region encompasses the cities of streets of business districts are often too narrow for Burbank, Calabasas, Glendale, San Fernando; and meaningful streetscape improvements. These limi- that area of the City of Los Angeles north of Mulhol- tations can discourage some of the more advanced land Drive. tenants and hinder streetscape initiatives.

5 Census County Divisions (CCDs) and equivalent entities are statis- tical geographic entities established cooperatively by the U.S. Cen- sus Bureau and officials of state and local governments for reporting census data that have stable boundaries and recognizable names. The San Fernando Valley CCD was established in 2005

REVISION 4 - JUNE 2016 Page 11 CHALLENGES FACING THE ANALYSIS Woven into the fabric of virtually all communi- ORTHEAST ALLEY N V ties, is the desire to create a sustainable quality Important Overarching Challenges of life—one that meets the needs of residents and • Poor planning for land use and complemen- businesses. Safety, security and healthy surround- ings are paramount. Residents also need access to tary transportation quality education, careers and opportunities—pro- • Sprawl-based low-rise growth patterns viding incomes and building human capital—es- • Public policy disconnects and inequities sentials for economic prosperity. Culture, recreation • Underserved and disenfranchised residents and an aesthetically pleasing natural environment and communities round out the equation. What results is a physically and intellectually stimulating setting for families to • Lack of meaningful public transportation or grow and prosper. alternatives for reducing vehicle miles trav- eled While these are laudable goals, all too often, com- • Homeless population, vagrancy, shortage of munities lapse into obsolescence. They fall into dis- housing and lack of affordability order and a downward spiral of disinvestment. As communities deteriorate, properties become less • Insuffi cient industrial vacancy for attraction desirable—and comparatively less expensive. As of new businesses, careers and occupations a result, theirs is the housing stock that becomes • Need to conform to AB 32 and SB 375 in a more affordable as it loses value. This is the default way that improves employment and the local condition in many underserved communities. It is economy the lack of desirability that causes one area to be • Lack of local capital in Northeast communi- more moderately priced than another. ties Purveyors of goods and services lose their incen- • Educational defi ciencies and lowered ex- tive to offer quality, and instead focus on lower pectations prices to appeal to more price-conscious demo- • Aesthetically challenged main streets, gate- graphic. They are apt to defer maintenance on their premises and to join in the confusion of signage ways and corridors and gimmicks that are the signature of blighted • One of the densest population regions in commercial centers. First-rate stores and shopping Los Angeles County areas tend to lapse into second-rate uses. As a re- • Diffi culty preserving access to existing sult, they are not as apt to serve the community or housing and maintaining its current relative offer as complete an array of goods and services. affordability Lower Socioeconomic Status (SES) refers to com- • Need to add housing capacity to accommo- munity demographics—an individual’s or family’s date a projected increase in population economic and social position in relation to others, based on income, education, and occupation.6 When there is a concentration of poverty of this type, the entire community suffers from lack of income and lack of capital. The lack of discretion- ary income tends to drive out businesses that offer higher quality goods and services. The lack of basic income will drive out the remaining businesses— those that offer core goods, services and ameni- ties—essential to feed, clothe and shelter families. As a result, those who can least afford it, are forced to travel great distances to fi nd goods of any qual- ity, to fi nd healthy foods, and to enjoy amenities that most communities take for granted. Often, busi- nesses will surface in these neighborhoods who sell Clients of MEND, Meet Each Need with Dignity line up for assistance inferior goods at infl ated prices. with food, clothing, health care and other essential services

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12 Page WWW.NORTHEASTSTRATEGY.ORG As a result of community deterioration, homeown- • Recruit credible and proactive advocates. ers are often motivated to move out, and rent their • Take ownership of issues where you are in residences. If this occurs in larger numbers, it can favor–not just opposition. unwittingly expand the population of shorter-term • Preserve what is good and be willing to residents who have much less interest in the condi- tion or future of their neighborhoods. make it better • Fully and aggressively participate in local These are the challenges facing many of the com- government by organizing and allocating munities and pockets of population in the Northeast responsibilities in the most effi cient fashion. Valley. • Monitor business and residential opportuni- ties, and be prepared to intervene in positive ways. • Seek out responsible investment in the com- munity to fulfi ll unmet needs. • Embrace public transit and active transpor- tation. • Focus on compact “last-mile” destinations for most effi cient use of public transporta- tion. • Create Town Centers with a complete range Residents complain of an over-concentration of liquor outlets, of shopping, amenities and opportunities. unsavory loitering, and unsightly conditions, along Foothill Boulevard; • Intervene and assist with more viable tenant here is a liquor store only a few yards from the Discovery Cube, Los Angeles, and the Lake View Terrace Library mixes • Support mixed-use planning particularly STRATEGIES AND SOLUTIONS near transit. For a community development strategy to be suc- • Develop capital in the subregion by inviting cessful, it must be carried forward by local com- quality investment. munity leaders who have a vested interest in their • Shop locally - Patronize local merchants neighborhoods and “Town Centers”— those whose and service providers. lives are the most affected. • Develop a Culture of Education Focused on • Establish a continuous and ongoing alliance Careers and Prosperity. for civic implementation • Encourage local innovation. • Collaborate among interested groups to • Cultivate local entrepreneurship. develop proactive consensus on principles • Establish subregional industry clusters • Establish persistent and ongoing programs for • Showcase unique assets and points of dif- civic implementation. ference • Assemble human capital in the form of stakeholders and civic organizations. • Raise seed capital suffi cient to fi eld a grant- writing team and limited administration. • Aggressively pursue foundation grants through a not-for-profi t fund of the Commu- nity Foundation of the Valleys or The Valley Economic Alliance. • Aggressively pursue government grants and subventions through the San Fernando Val- ley Council of Governments, or a participat- ing jurisdiction. • Provide guidance and support for commu- nity-friendly local initiatives as early in the process as possible. Sifting through discards in the Northeast Valley

REVISION 4 - JUNE 2016 Page 13 SECTION 2 - SUSTAINABILITY Environment, Economy, and Equity Earlier defi nitions of sustainability focused primarily on the environment. Recent practitioners are view- ing sustainability through a more holistic lens. The goal is to balance the elements of environment, economy, and an equitable society—not on one element at the expense of the others.

HEALTHY ENVIRONMENT Environmental Justice is one of the cornerstones of sustainability. The environment can be defi ned in numerous ways. It may be the condition of local landscape and streetscape, homelessness, poverty, or pollution of air and water. Environmental sus- tainability can also involve local and regional open spaces, recreational areas, lakes and beaches; and, in general refer to conservation of wild lands, Fig. 1 - The Three Pillars of Sustainability woods, and forests. were in more intense uses: construction, storage, Getting to the root of environmental problems, freight, mining, auto wrecking, and heavy manufac- leads us to questions of causation. Lower SES turing. families tend to cluster in modestly-priced housing, which is, by defi nition, less desirable in terms of As the sand and gravel pits played out, the logical the housing itself—or in its location. The real estate use for the resultant excavations was as landfi lls, market is all about “location.” This is even more the where they served ably through the latter 20th case when it comes to the lower end of the housing Century. market. Lower- to moderately-priced housing tends The city-owned Lopez Canyon Landfi ll was closed to be situated in undesirable locations; near heavy down with decades of capacity remaining. But, the industry, polluting sources and noise nuisances. surrounding communities were growing more and The Northeast has more than its fair share of rail more dense, and the stakeholders more resistant to lines, storage lots, freeways and major highways; noxious uses. The infrastructure was decaying, and run down and deteriorating neighborhoods, crime- residents were being subjected to an intolerable prone areas, and areas lacking in infrastructure. parade of truck traffi c, odor and pollution of their air Many areas are without street lights, street trees, and water. What remains is the task of how best to curbs, or fl ood control, and are lacking in street and remediate decommissioned sites and repurpose sidewalk maintenance. them for activities that will improve aesthetics, help While industry is benefi cial for the jobs it produces, create jobs, and build additional capital within the certain types of heavy, toxic and obsolete industries community. have more of a detrimental effect on the broader ROBUST ECONOMY community than they return in economic benefi t. Others, such as storage-only facilities return very A sustainable community economy is one that has little in the way of jobs, and provide little or no eco- a reasonable proportion of jobs to residents and nomic benefi t to surrounding communities. housing. Workforce housing cannot be supported without adequate family incomes, and families can- When compared to the greater region, the North- not be maintained without quality jobs and careers. east offered more open space and agricultural land well into the 20th Century. It was rich in sand, gravel When a community is out of balance, the result will and other aggregates, and its industrial foundations be blight, high resident turnover, vagrancy, crime, despair, and displacement. On the other hand,

14 Page WWW.NORTHEASTSTRATEGY.ORG many communities have been brought to equilib- rium, only to fi nd that their traditional residents have been displaced by what is commonly referred to as “gentrifi cation.” It is a hollow victory indeed, to reshape a community, and fail to include its core population. Stakeholders need to be made aware of the role they themselves can play in improving the local economy. Support for local businesses keeps capi- tal and incomes circulating within the community. It maintains the availability of goods and services in each neighborhood. More importantly, it stimulates home-grown innovation and entrepreneurship. Improvised residence in Panorama City shopping area Active encouragement of community-friendly devel- opment can also help in the attraction and retention of much-needed quality businesses and well-paying employment-producing industry.

SOCIAL EQUITY One of the most effective approaches to sustain- ability is to emulate the efforts of others who have successfully dealt with the topic—what are referred to as “best practices.” In the case of redevelopment and renewal of underserved communities, the big- gest risks are leaving behind certain populations and displacing others. It is a hollow victory indeed if the elevation is not as inclusive as possible. In this context, our strategy embraces the notion of “Op- portunity Urbanism.” The fi rst step is to gain an un- derstanding of the history and culture of the current population. Assess challenges and weaknesses in each community. Education is an important metric in underserved communities. There will always be debates on causation, whether it is the defi cient education that causes the poverty, or whether the poor simply The Panorama Towers is one of two such buildings planned in the community’s 1960s heydays. Only the first was built. This promi- cluster in neighborhoods where services are lack- nent feature has been boarded up since being damaged by the Northridge earthquake in 1994.

ing. On balance, both are true. While one genera- tion might be forced into a lower socioeconomic geography, the next generation—their children— can also be caught up in the cycle of underperfor- mance. Chronic underperformance in the commu- nity lowers expectations, and can create a sense of exclusion. The only long-term cure for this situation is to de- velop a “culture of education.” Emerging age groups must realize the value of education and careers to their future prosperity and well-being. It is the social responsibility of the community to cultivate oppor- tunities and promote prosperity and sustainable lifestyles for all. Plaza del Valle open air market in Panorama City

REVISION 4 - JUNE 2016 Page 15 • Secures federal funding for transportation HE T SCAG RTP/SCS projects 2012-2035 Regional Transportation Plan/ • Meets federal requirements Sustainable Communities Strategy • Is based on a long-range planning horizon, Regional Sustainable Communities Strategies 20+ years into the future (SCSs) are being developed to help California meet • Is fi nancially-constrained in that revenues its climate goals and the requirements of Senate equal costs Bill 375 (SB 375). The state mandates of Assem- • Meets regional emission standards (Confor- bly Bill 32 (AB 32) and SB 375 require that land mity) use and transportation planning be viewed in a • Meets state requirements whole new way. AB 32, California’s Global Warm- • Addresses SB 375 by meeting state GHG ing Solutions Act of 2006,1 gives the California Air requirements Resources Board (CARB) authority over sources This Northeast Strategy takes these factors into of GHG emissions, including cars and light trucks. account, and is based upon the Northeast Valley’s According to the CARB, transportation accounts for existing conditions, strengths, weaknesses, oppor- some 40% of GHG emissions, with cars and light tunities and challenges. It also considers existing trucks accounting for almost three-quarters of those policies, input received from public, private and emissions (30% overall). volunteer individuals, and invites comment from Local jurisdictions are now required to conform to public outreach including federal, state, and lo- targets set by the CARB for reduction of GHG emis- cal governments and agencies. It is produced with sions from these mobile sources. Under the 2012 the assistance and oversight of the San Fernando SCS, the initial target for the year 2020 is an eight Valley Council of Governments, the City of Los percent reduction, and for the year 2035 is a 13 Angeles, the City of San Fernando, the public, and percent reduction—as contrasted to the 2005 base leaders from Neighborhood Councils in the affected year.2 communities. Plan implementation is expected to result in region- An important goal is to demonstrate that not only al benefi ts to mobility, economy, health and sustain- are these GHG initiatives economically neutral, ability. SCAG’s conforming and complementary plan but, addressing these needs can actually result in is also expected to play a major part in helping Cali- economic improvement, additional employment, fornia reach its GHG reduction goals: reductions in aesthetic enhancement, and an improved quality of per capita transportation emissions of nine percent life. This strategy should not be an imposition, but a (9%)by 2020 and sixteen percent (16%) by 2035. benefi t for the residents embracing it. Benefi ts of the 2012-2035 RTP/SCS: Implications of changing demographics in the six- 1. Mobility county SCAG region are, as defi ned by SCAG:3 2. Economy • Increased demand for housing choices in 3. Location Effi ciency central cities and mixed communities with 4. Cost Effectiveness shopping, health services, church and trans- The State of California has imposed planning man- portation options dates on regional and local jurisdictions to reduce • Surplus of large-lot homes and increased GHG emissions to established target levels. SB 375 demand for small-lot homes mandates integrating transportation planning with • Increased demand for health care and so- land use that: cial services • Represents the long-term vision and accom- • Downward pressure on tax revenues panying investment framework to address • Changing transportation preferences regional transportation and land use chal- lenges and opportunities within a region

1 California Greenhouse Gas Reduction, Global Warming Solutions Act of 2006, AB 32 and Regional Planning Coordination SB 375 (Steinberg) 2 The 2016 RTP/SCS is anticipated to result in an 8 percent reduc- tion in emissions by 2020, an 18 percent reduction by 2035, and a 3 < https://scag.ca.gov/calendar/Documents/demo24/Panel4- 22 percent reduction by 2040 as compared to 2005 levels. PamOConnor.pdf>

16 Page WWW.NORTHEASTSTRATEGY.ORG ROLE OF THE SOUTHERN CALIFORNIA ASSOCIATION OF GOVERNMENTS The Southern California Association of Govern- ments (SCAG) is the Metropolitan Planning Orga- nization (MPO) for a six-county Southern California Region. Their planning provides information and guidelines to cities and counties to improve and coordinate their efforts toward housing needs and sustainable community development. SCAG is the largest Metropolitan Planning Organi- zation and Council of Governments (COG) in the United States. SCAG territory covers over 38,000 square miles, six counties, 191 cities and over 18 million residents. The SCAG region comprises the California State Senate, President Pro Tem Daryl Steinberg ad- dressing the Southern California Association of Governments 16th largest economy in the world, and takes re- Regional Council regarding Senate Bill 375 (2008) sponsibility for over 10,000 lane miles of freeway. The Southern California Association of Govern- ments region comprises more than half the popu- SAN FERNANDO VALLEY lation of the State of California, and is projected COUNCIL OF GOVERNMENTS SUBREGION to add four million residents and 1.7 million jobs Projected Population Growth by 2035.4 The 2012-2035 RTP/SCS sets forth the 2008 2020 2035 region’s transportation and sustainability investment 2,005,000 2,145,000 2,346,000 strategy for protecting and enhancing quality of life and economic prosperity through this period. Projected Household Growth 2008 2020 2035 The Northeast San Fernando Valley Sustainability & Prosperity Strategy is intended to complement 677,000 752,000 836,000 SCAG’s 2012-2035 Regional Transportation Plan/ Source: Southern California Association of Governments (SCAG) Sustainable Communities Strategy. Fig. 2 - SFV COG Subregion - Projected Growth The San Fernando Valley Council of Govern- ments (SFV COG)—a subregion of SCAG—was 2012–2035 Regional Transportation Plan/Sustain- established in 2010, in part to provide a vehicle for able Communities Strategy, a long-range plan that Valley-based concerns and programming. It has improves overall mobility, reduces GHGs and en- been adopted as SCAG’s 15th planning subregion, hances the quality of life for the region’s residents. and also designated as a subregion of the Los An- geles County Metropolitan Transportation Authority Approved by state and federal agencies in June (LACMTA [Metro]) through which it has developed 2012, the plan includes $180 billion in transporta- the San Fernando Valley Mobility Matrix. tion projects for Los Angeles County. The 2012- 2035 RTP/SCS is guided by, and incorporates all The San Fernando Valley COG’s regional geog- projects from Metro’s own Long-Range Transporta- raphy includes the San Fernando Valley Census tion Plan. County Division portions of the City and County of Los Angeles, the entire cities of Burbank, Glendale, A Metro proposition expected to appear on the San Fernando and Santa Clarita. November 2016 ballot, would provide up to $120 billion to fund many of the projects in the Regional SCAG undertakes a variety of planning and policy Transportation Plan. This is in addition to such other initiatives on behalf of the greater region, in co- federal, state and local funds as may become avail- ordination with its members and stakeholders. able. SCAG worked with Metro, elected offi cials and local jurisdictions in Los Angeles County to develop the

4 SCAG 2012-2035 RTP/SCS, Growth Projections, p.10 - Period covered is 2008-2035

REVISION 4 - JUNE 2016 Page 17 became an island, surrounded on all four sides by XISTING ONDITIONS E C the ever-expanding City of Los Angeles. Northeast San Fernando Valley Valley residents live in every type of housing, rang- The northeast San Fernando Valley, as defi ned, ing from post-WWII bungalows and higher-density 5 covers 189 (78) square miles and in 2013 was multi-family complexes to sprawling ranch style 6 home to 407,129 residents. It is located in the estates. Overall public inputs suggest these resi- geographic San Fernando Valley, an urban-subur- dents cherish their single-family neighborhoods and ban region of nearly two million residents. To many, suburban lifestyle more than almost anything else. the area is simply referred to as “The Valley.” And in this role it has developed an iconic status for its Originally built as higher-end housing, many of the entertainment industry and pop culture roots. area’s mid-century neighborhoods feature large homes set on estate-sized rural properties, par- THE SAN FERNANDO VALLEY ticularly in the hills and equestrian areas. Celebrity- The San Fernando Valley (Valley) is topographi- owned ranches were commonplace in the Valley in cally defi ned by mountain ranges on all sides, and the early 20th Century. Many are still in residence is bordered on the south by Mulholland Drive—a to this very day. scenic highway that traverses the ridges of the The Valley was home to John Wayne, Bob Hope, Santa Monica Mountain range. Over 65 percent of W.C. Fields, Kevin Spacey, James Cagney, Roy the Valley’s land and 80 percent of its population Rogers & Dale Evans, Lassie, Lucille Ball & Desi is situated in the City of Los Angeles. The state- Arnez, Marilyn Monroe, Natalie Wood, Steve Mc- designated San Fernando Valley Statistical District7 Queen, Clint Walker, Robert Taylor & Barbara Stan- circumscribes the area that is within the jurisdiction wyck, Andy Devine, and a host of other movie and of the City of Los Angeles. The Valley makes up 47 television stars. It served as a convenient getaway percent of the City’s population and 65 percent of for nearby Hollywood and the studios to the south- its land area. The Northeast Valley has 11 percent east. Its ridges, trails and mountains were also a of the City’s population and 15 percent of the land. natural backdrop for any number of movies and There are six cities included in the federally-desig- television shows. nated San Fernando Valley Census County Divi- sion: Burbank, Calabasas, Glendale, Hidden Hills, CHANGING LANDSCAPE Los Angeles and San Fernando. Not included in the The general consensus favors enhancement of CCD are the neighboring cities of Agoura Hills and the Northeast’s main thoroughfares, corridors and Westlake Village, as they are situated to the west commercial centers as the key strategy for bringing of Calabasas between the Valley and the Ventura in new employment and prosperity, along with retail County line. and visitor activity. Residents want to shorten the distance they have to travel to access a full array In 1874, San Fernando became the Valley’s fi rst of amenities. They want to work toward a variety of organized community, thus earning the title “First shopping, dining, recreation and entertainment op- City of the Valley.” San Fernando lays claim to portunities—available locally. having “accessible city services, a responsive city government, low business taxes and a range of Communities change over time, and risk decline programs for all ages.” San Fernando, at 2.4 square and obsolescence if they lack a vision or lose miles, has a rich cultural history and a population of their sense of direction. Northeast stakeholders 23,830.8 are enthusiastic about enhancing their communi- ties. The key, they all agree, will be in collaborative The Valley was annexed by the City of Los Ange- implementation—coordinating existing assets and les in 1915 as part of an expanding water system. opportunities, maintaining dialog with one another, Nearly all of the Northeast communities were with persistent focus on the goals and strategy. included. The City of San Fernando opted out, and UNDERSERVED COMMUNITIES 5 For data consistency, includes a 111 square mile census tract that Owing to its rural and industrial background, the comprises a major watershed in the Angeles National Forest Northeast Valley has not received the investment in 6 U.S. Census Bureau, 2013 American Community Survey (ACS), public infrastructure and amenities enjoyed by other 5-Year Area Analysis of Census Tract Block Groups, Mulholland Institute, 2016 communities in the City of Los Angeles. The area 7 See California Government Code, Section 11093 has had to endure extremely heavy truck traffi c in serving the mining, excavation, landfi ll and major 8 U.S. Census Bureau, 2013 American Community Survey (ACS), 5-Year Area Analysis of Census Tract Block Groups, Mulholland industrial needs of the region. Institute, 2016

18 Page WWW.NORTHEASTSTRATEGY.ORG The City of San Fernando is the notable exception. drive down values and the morale of residents in Their independence has allowed their stakeholders the adjacent communities. to engage in hands-on local government. The ben- The Northeast San Fernando Valley is a diverse efi ts of being home to the County Courts, San Fer- area, with a very high proportion of minority nando Regional Pool Facility and the improvements residents. In part, this is due to its history and the on Maclay Street are but three examples of bringing origins of housing in the area. It is also a product quality development to a local Town Center. of the comparatively modest housing costs. A large In the Los Angeles portion, many of the streets— number of residents are fi rst generation immigrants; particularly residential—have little or no lighting at others are entry-level homeowners; and many have night, and lack street trees to give relief from the familial ties in the neighborhoods of the Northeast. heat island effect during peak summer tempera- At 72.4 percent, the Northeast Valley has 30 per- tures. There has been insuffi cient street mainte- cent more Hispanic/Latino population than the nance, a lack of proper sidewalks in many areas, Valley as a whole at 42.3 percent. The African and insuffi cient attention paid to stormwater runoff American population at 3.2 percent is less than and capture. the Valley generally at 3.8 percent. Asian popula- The area demographics indicate a high propensity tion Valley-wide stands at 11.0 percent contrasted for the use of public transportation. Unfortunately, to 7.6 percent in the Northeast. The Northeast is a except for the Sylmar/San Fernando Metrolink sta- noteworthy enclave for emerging populations, and tion, there are no major dedicated rail lines other an excellent “accelerator” for minority businesses. than bus routes. These demographic trends add to the rich tapestry of life in Valley communities. The Northeast’s medi- VALLEY DEMOGRAPHICS an family income at $58,338 tends toward the lower With the demographic shifts of the last several range when compared to the Valley-wide median of decades also come changes in the social and $74,590. The percent in poverty9 is at 15 percent economic fabric of each neighborhood. Differing versus 11.4 percent in the overall Valley.10 cultures, lifestyles, preferences and needs place ever-changing demands on suburban centers. In some—particularly poorer—neighborhoods this 9 $23,550 Poverty Level for a family of four in Los Angeles County results in crime, clutter and deterioration. These 2013 conditions leave an unavoidable impression on 10 U.S. Census Bureau, 2013 American Community Survey (ACS), 5-Year Area Analysis of Census Tract Block Groups, Mulholland visitors and passers-by. And more importantly, they Institute, 2016

Fig. 3 - San Fernando Valley Census County Division Source: San Fernando Valley Economic Research Center, Daniel Blake, PhD; Cal State University Northridge; Mulholland Institute

REVISION 4 - JUNE 2016 Page 19 NORTHEAST VALLEY DISADVANTAGES • Competition with other Los Angeles neigh- borhoods for limited resources • Poverty and lack of capital • Absence of personnel focused exclusively • Perception of high crime on the Northeast Valley • Poor aesthetics 11 • City of Los Angeles gross receipts tax. NORTHEAST VALLEY ADVANTAGES • Expensive and time-consuming develop- • Strong regional economic base ment and redevelopment process • Local market of over 400,000 residents • Low housing affordability • Proximity to the largest consumer market in • Lack of a variety of housing stock the United States • Shortage of modern commercial and indus- • Geographic location - proximity to major trial space metropolitan business centers and markets • Overabundance of obsolete commercial and • Potential industry, cluster development and retail space re-purposing of remediation sites Access • Insuffi cient retail/shopping facilities to regional supply chains, service provid- ers and the Los Angeles central business • Shrinking manufacturing sector district • Lack of services and other amenities • Close to important business clusters • Inadequate social, cultural and entertain- • Existing goods movement infrastructure ment amenities • Proximity to transportation infrastructure: • Poor image and economic attraction freeways, airports, rails and ports • Lack of a workforce preparedness • Diverse regional labor pool; professional, • Higher ratio of poor educational attainment general and semi-skilled • Lack of coordinated public, non-profi t and • Proximity to a variety of world-class educa- private approach to reaching potential tion and training resources • Deteriorating infrastructure from heavy truck • Young families and labor force traffi c and industrial demands • Eligibility for economic development initia- • Inadequate code enforcement in residential tives and heavy industrial areas. • Comparatively affordable housing • Lack of lighting, curbs, gutters, storm drain- • Access to a variety of regional cultural rec- age and landscape in many areas. reation and entertainment facilities • Low-density development and rural commu- nities • Equestrian lifestyle communities and facili- ties

CHALLENGES • Commute times/fl ows, distance from center • Time taken to develop new projects • Creating opportunity without redevelopment agencies • Dense population compared to county

OPPORTUNITIES • East Valley Transit Corridor, as proposed • Remediate and re-purpose industrial sites • Promote economic justice

San Fernando Mall’s deserted storefronts compound a less-than- • AB 32 and SB 375 resource potential optimal tenant mix • San Fernando Valley Council of Govern- ments as a resource vehicle

11 Economic Development Assessment & Strategy Los Angeles Economic Development Corporation, Valley Economic Alliance, Mulholland Institute, 2003

20 Page WWW.NORTHEASTSTRATEGY.ORG litter accumulates. Eventually, people even start SECTION 3 - PROSPERITY THROUGH leaving bags of trash—or breaking into cars.1 ECONOMIC DEVELOPMENT Aesthetic decline is easy to recognize, and it makes Commercial Revitalization a statement about the larger community—one that drives away customers and visitors. We have all Economic stagnation is the primary reason why seen people cringe at the thought of visiting certain communities decline, especially in their commercial run-down communities. The same effect applies to areas. The reason is simple: residents and visitors those who might invest or locate businesses in the are repelled when an area is not well maintained or Northeast Valley. They are less likely to invest in a is unsafe. Decline breeds further decline, and the community that appears to be declining. soul of the community gradually slips away. Enlightened decision-making is the key to using Consider a building with a few broken windows. If public policy decisions for the betterment of the the windows are not repaired, the tendency is for overall community. Not all decisions are easy, and vandals to break a few more windows. Eventually, most involve some sort of trade-offs. Location is ev- they may even break into the building. Or, consider erything in real estate, and the more wisely we can a sidewalk. Some litter accumulates. Soon, more use properties near existing assets, the better.

1 James Q. Wilson and George L. Kelling, “Broken Windows” The Atlantic Monthly, (March 1982)

Streetscape improvements

REVISION 4 - JUNE 2016 Page 21 Although the community surveys from this process Improved air quality—replacing vehicular trips with show a high degree community loyalty overall, non-motorized or public transit trips. many negative perceptions still exist. Stakeholders need to be empowered, to heighten their dedica- Confl icts with existing plans and policies pose tion to local stewardship. Public areas, streets and challenges for implementation of Complete Streets sidewalks, deserve the same care as residents give strategies. For example, each local jurisdiction has to their own front yards. an adopted General Plan that includes a circulation element. Many of these plans were developed prior COMMERCIAL CENTERS to the California Complete Streets Act of 2008 and In addition to the Transit-Oriented Development primarily focus on prioritizing auto travel. Although envisioned in the RTP and the SCS, the Northeast Valley has signifi cant opportunities in the creation of commercial activity centers. Both San Fernando and Panorama City have signifi cant offi ce space that could be used to leverage their markets. The relative labor costs associated with entry-level workers in this region, could be an advantage and an excellent starting point if proper training infrastructure and career development were made available. Both communities are great examples of what may be possible, especially in implementing Pedestrian-Oriented Development (POD).

COMPLETE STREETS The California Complete Streets Act of 2008 and 2014 directs Caltrans to: The San Fernando Mall has the necessary configuration, streetscape and location, next to the Sylmar/San Fernando Metro- The Department provides for the needs of trav- link Station, to become an ideal Transit Oriented District elers of all ages and abilities in all planning, programming, design, construction, opera- a number of jurisdictions within the county have tions, and maintenance activities and products updated their circulation elements to be consistent on the State Highway System.2 with state law, many local jurisdictions have yet to do so. This is complicated by the fact that local Caltrans develops integrated multimodal projects in jurisdictions may face tight budgetary constraints. balance with community goals, plans, and values. Motorists, bicycles, pedestrians, and transit trav- COMMERCIAL DEVELOPMENT elers are facilitated by creating complete streets beginning early in system planning, and continuing Nowhere is Northeast Valley’s diversity more evi- through project delivery, maintenance, and opera- dent than in the business districts, and the Central tions. Business Districts (CBDs) along the Van Nuys Complete streets provide increased transportation Boulevard and San Fernando Road corridors. With and travel choices, giving people the option to avoid an eclectic mix of shops and restaurants, these traffi c congestion. They increase the overall capac- boulevards are a showcase of retail, culinary, and ity of the transportation network by providing ac- ethnic diversity. cessible and effi cient multimodal travel options, and connections between residences, schools, parks, Commercial properties certainly involve more than public transportation, offi ces, and retail destinations. retail, but it is the retail corridors that serve as gate- From a private sector perspective, complete streets ways to each community. This is the fi rst impres- provide a framework for commerce and community sion of the area, how visitors and passers-by judge activities. A full array of goods, services and ameni- it—and what might attract them to return, to shop ties is important, as is the need for aesthetically- and to spend time in the area. This, in turn provides pleasing streetscape and adequate infrastructure. employment, vitality and economic prosperity for Vibrant civic spaces attract patrons and visitors. local residents and businesses. Very important to this strategy is what effect com- plete streets have on reduction of GHGs and In the Northeast Valley there is excellent potential for redevelopment through community and private- 2 Caltrans, Deputy Directive-64-R2

22 Page WWW.NORTHEASTSTRATEGY.ORG investor partnerships. Stakeholder organizations Smaller local jurisdictions, such as San Fernando, can join with private developers to revitalize the are considered to be more nimble and user-friendly connection with the local community. Groundwork where higher quality community-friendly projects is needed in advance, establishing working rela- are concerned. tionships with local residents, organizations and Traffi c in Los Angeles County makes it diffi cult to Neighborhood Councils. Those interested in invest- recruit employees from distant areas. However, with ing in community renewal and commercial develop- funding from Propositions A and C, and Measure ment are thus able to develop invaluable allies to R, Metro has been able to develop an impressive assist them in the entitlement and permitting pro- network of transit options, especially suited for cess. commuters. Transit-Oriented Development is key to The Northeast Valley is situated along the Metrolink future realization of the promise of these projects. Antelope Valley rail line. There are two main rail In spite of recent drought conditions, water is lines that were originally zoned and developed as relatively abundant and provides quality from well- the Valley’s main industrial corridors. These clus- managed systems. San Fernando’s water supply ters extend from Chatsworth to Glendale, and from comes primarily from dedicated wells. Imported Glendale to Sylmar. water is purchased from Metropolitan Water District Although no longer as dependant on rail as they (MWD) of Southern California to supplement the once were, these manufacturing corridors support local ground water supplies. There is also an emer- high-wage service and production employment for gency connection to the City from the Los Angeles many local residents. In spite of losses to U.S. man- Department of Water & Power system. ufacturing, the County of Los Angeles and the San Water and power are reasonably priced from the Fernando Valley still have strong industrial bases. city-owned Los Angeles Department of Water and Even in times of economic recession, the regional Power, and power from Southern California Edison industrial real estate market is robust, with a vacan- in San Fernando. cy rate at two percent in Q1 2016, compared to 1.5

Number of Number of Number of Percent of People Who Residents Residents Residents Study Area Commute to Working in Commuting Working in Area Area Elsewhere Area San Fernando 5,944 283 7,163 3.8% Pacoima 2,959 283 10,553 2.6% Panorama Mall 5,508 297 13,273 2.2% Sun Valley 13,864 379 6,933 5.2% Overall Total for Focus Areas 28,275 1,242 37,922 3.2%

Fig. 4 - Share of Local Communities Working in Area percent for the total Valley, and year over year, one REDUCING VEHICLE MILES T RAVELED BY percent for the east valley in Q1 2015. The asking BETTER MATCHING JOBS AND WORKERS price for Q1 2016 was 71¢/sq. ft. versus 69¢/sq. ft. Perhaps the primary mode of achieving the GHG 3 in Q1 2015. reduction goals of the SCAG RTP/SCS in the The lack of modern industrial space and the scar- Northeast San Fernando Valley will be through the reduction of vehicle trips throughout the region. To city of available industrially-zoned land is a major achieve this goal, destinations such as housing, barrier to effective business attraction. When this employment, amenities, and necessary services is added to lengthy and sometimes hostile entitle- should be brought into closer proximity to each ment processes, it tends to discourage investment. other. The new planning model is charged with

3 San Fernando Valley and Ventura County Market Report Q1 2015, reducing the number of vehicle trips that work- Q1 2016, Collier International ers who commute to and from these communities

REVISION 4 - JUNE 2016 Page 23 undertake. This can be done directly by shortening HIGH QUALITY T RANSIT AREAS (HQTAS) the distances between these destinations, or, alter- At the heart of many of the new opportunities for natively, by ensuring that public transit modes can provide the reliability, accessibility, affordability, and improving sustainability in the region is the devel- usability necessary to make these trips. opment and enhancement of the two High Quality Transit Areas (HQTAs) in the form of the East San Figure 4 shows the number of workers in each of Fernando Valley Transit Corridor (ESFVTC) and the focus areas who are working within the area the San Fernando Road Transit Corridor proposed they live. On average, only three percent of the residents in each of the fi ve centroids (and no more herein. These two transportation corridors present than 5.2 percent) actually work within the centroid signifi cant opportunities for unique economic devel- where they live. While this is driven in part by the opment strategies, although each one has its own idea that these are realistically “walkable” or “bike- set of unique features. able radii,” the reality is that increasing this number will produce precisely the kind of returns on our All fi ve of the focus areas in this strategy are con- economic investments that will promote more sus- nected by these corridors. Four of the fi ve areas are tainable communities. This jobs-housing balance is closely aligned with Transit-Oriented Development: an important goal of the SCS, and of this strategy. (1) the Sylmar/San Fernando Metrolink Station Even for those workers who commute outside their area; (2) the San Fernando Road and Mall Area immediate areas, the key is to ensure that the num- TOD; (3) the Van Nuys Boulevard – Pacoima Cen- ber of these workers who live in High-Quality Transit ter TOD area; and Panorama Mall and Shopping Areas (HQTAs) is maximized, so that their commute Area TOD. The economics of opportunity in each of can be handled by the transit infrastructure rather than private vehicle trips. Not only will this advance these areas is discussed in detail in Section 4. the goals of transportation demand management by reducing vehicle trips, but it will also result in lower STRATEGY FOR BUILDING ECONOMIC GHG emissions because of less vehicle miles trav- OPPORTUNITY eled. The overarching goal of this project is to implement Often the approach when this set of issues arises, the vision of SCAG’s RTP/SCS by “focusing the is to focus on jobs-housing balance where the num- majority of new housing and job growth in high- ber of housing units and employment opportunities quality transit areas—and other opportunity areas are measured and the results compared. What is in existing main streets, downtowns, and commer- lost in that approach in this case is the 97 percent cial corridors, resulting in an improved jobs-housing of individuals who live in one community and work balance and more opportunity for Transit-Oriented in another. In this analysis, the attention is on the jobs-resident mix, where the attributes of workers Development.” who live in each area are compared to the employ- One of the necessary foundations for implementing ment opportunities present there. this goal is the identifi cation, creation, and mainte- To achieve a better jobs-worker balance, this nance of High Quality Transit Areas (HQTAs). The strategy identifi es approaches that can allow for Los Angeles County Metropolitan Transportation better alignment between the skills of the workforce Authority has recently designated a critical part residing in each centroid and employers who are seeking those skills. This involves two basic strate- of the needed overall transit infrastructure in the gies: (1) through land use planning, by creating Northeast San Fernando Valley as a priority proj- mixed-use spaces that will encourage local employ- ect—the East San Fernando Valley Transit Corridor. ment in their commercial sections; and (2) by estab- As proposed, a rail line will be constructed that will lishing nodes and workforce training infrastructure serve as an HQTA link for four of the fi ve focus ar- in key locations where the potential for attracting eas targeted in this strategy, providing key connec- new employers who can hire residents is maxi- mized. Since these types of spaces are limited, it is tions to Metrolink in the north, and the Orange Line crucial to also identify the key transit infrastructure to the south, as shown in Figure 19. that must be added to accommodate these employ- ment clusters.

24 Page WWW.NORTHEASTSTRATEGY.ORG Compact Development adjacent to Orange Line transit hub in Warner Center

REVISION 4 - JUNE 2016 Page 25 Fig. 5 - Centers, Sustainable Community Strategy

26 Page WWW.NORTHEASTSTRATEGY.ORG services. This will require pro-active intervention SECTION 4 - PLANNING TARGETS in order to help re-establish the full array of goods, Northeast San Fernando Valley Opportunities services and amenities sought by local residents. Given the extensive size and population of the The selection of Van Nuys Boulevard in Pacoima, Northeast Valley, the selection of initial target areas between Laurel Canyon Boulevard and San Fer- is key to the potential success of the endeavor. nando Road (Figure 11), is consistent with the Often the areas of greatest challenge are also the “Great Streets” program in the City of Los Angeles, areas of greatest opportunity. and with the Urban Land Institute’s “Healthy Cor- The project team selected fi ve initial “centroids” ridors” targets. It is a classic Southern California based on their profi le as centers, their proximity to “main street” and serves as the backbone for the existing or proposed transportation, their zoning, Pacoima Center TOD. This is an excellent oppor- or in the case of Sun Valley’s landfi lls and heavy tunity to demonstrate the importance of strategic industrial lands, their environmental challenges. civic, government and community alliances. For analysis, in each case the relevant study area The Panorama Mall and Shopping Area (Figure 13) adopted is a half-mile radius or band catchment came into being in the 1960s, one of the fi rst major area around each centroid. (Figure 5) shopping centers in the Southern California. Com- plementary shops occupied both sides of Van Nuys The half-mile distance has become accepted for Boulevard, and several square blocks with parcels gauging a transit station’s catchment area in the that are unusually deep. Over time, the mall was United States and is the de facto standard for the enclosed and stores were added. planning of U.S. Transit-Oriented Developments (TODs). This radius is loosely based on the dis- The original Broadway anchor was joined by a tance that people are willing to walk to transit. J.W. Robinsons, Montgomery Ward, and Orbachs, among others. The Macerich company recently sold Results support the use of a 0.5-mile catchment the Panorama Mall to Primestor, an aggressive area around transit for employment and population. company specializing in development and manag- It may turn out to be somewhat less for shopping ing properties in urban areas. and errands. These are good starting points for considering transit-oriented land use policy or col- The east side of the street features three major lecting labor-intensive data.1 blocks of inline stores, all with parking in the rear. And further to the north, in the second row, lies The selection of the Sylmar/San Fernando Metro- Plaza del Valle, an outdoor Latino-oriented market- link Station (Figure 7) is consistent with Metro’s place. The long-abandoned and boarded up Pan- round of grants to cities with planning zoning orama Towers offi ce building has recently been sold jurisdiction over the areas surrounding Metrolink and is undergoing renovation as well. Stations. The Sun Valley Remediation Area (Figure 14) is The City of San Fernando covers roughly half the the most environmentally challenged, and is com- area around the station and was awarded a grant posed of decommissioned landfi lls, storage areas, for the creation of a “Station Area Plan” to better auto wrecking, and heavy industry. The long-term accommodate Transit-Oriented Development. This potential of repurposing some of these properties is station will also be the terminus of the proposed excellent. East Valley Transit Corridor, making it an ideal TOD prospect. It would be useful to have a complementary plan for the semi-circle in the City of Los Angeles as well. Because of their proximity, the Metrolink Station half-mile radius falls almost entirely within in the San Fernando Road and Mall Area TOD centroid (Figure 9). The Mall portion of San Fernando Road already has a hardscape in place that can be en- hanced at minimal expense. Over the past several decades, the tenant mix on San Fernando Road has lost some of its appeal by no longer offering a complete array of goods and

1 Guerra, Erick; Cervero, Robert; Tischler, Daniel “Half-Mile Circle- Does It Best Represent Transit Station Catchments?” Transportation The San Fernando Mall already has the necessary configuration for Research Record: Journal of the Transportation Research Board, a Transit-Oriented District, but is in need of intervention to become a 1981 complete street with a balanced tenant mix

REVISION 4 - JUNE 2016 Page 27 Northeast Valley housing and industry, with the snow-capped San Gabriel Mountains in the background

to ensure that signifi cant numbers of housing units ROFILE OF ARGET REAS P T A are added that would be affordable for senior citi- Opportunities Abound zens and workforce. METROLINK STATION AREA The bottom chart on the Metrolink Station profi le The Sylmar/San Fernando Metrolink Station area is is perhaps the most instructive. It shows worker- a relatively low-density employment location at this employer balance for the neighborhood surrounding time. There are just 822 jobs in the immediate area the Metrolink Station. Specifi cally, if a line is above of the station, while there are some 3,250 residents the zero axis, it indicates how many more residents who are currently employed. The current employer work in an industry than are employed in that indus- base in the area engages a somewhat older profi le try. It serves as a crude indicator of areas where an than the resident worker population provides, and employer, if they were to relocate to the community, nearly a third of the local jobs (32 percent) are in would have ready access to a very local labor pool manufacturing, with another 17 percent in construc- with immediate proximity to their business. So the tion. These sectors account for half of all employ- largest of the lines above the line represent areas ment in the area, and retail trade only accounts for that community leaders should target in their plan- 8.3 percent. ning as they build out the Station Area Plan. Creat- ing opportunity for employment in these sectors is Examining the workforce profi le of the local resi- most likely to generate the greatest opportunities dents, there are a signifi cant number (more than for gains in sustainability. one in eight), who currently work in retail. The Station Area Plan needs to create and attract new SAN FERNANDO ROAD AND MALL AREA TOD retail employers and will also create a concomitant The chart at the bottom of the San Fernando Labor opportunity for employment of these local resi- Market Characteristics diagram shows two types dents. Another area with signifi cant employment by of opportunities. The fi rst two roughly parallel those residence is health care and social assistance. As identifi ed in the discussion of the Sylmar/San Fer- plans go forward to develop new housing around nando Metrolink Station area. Specifi cally, as the the immediate station area, efforts should be made

28 Page WWW.NORTHEASTSTRATEGY.ORG HQTA areas are rezoned and developed, particular Large cohorts of the residents in the area currently emphasis should be focused on creating new retail work in manufacturing, retail trade, and health ser- and health care, and social assistance opportuni- vices, so new employment opportunities along the ties, which show as large net positive lines on the corridor that emphasize these sectors would very chart, as an outlet for the unaddressed demands for easily fi nd employable residents who would meet those types of career opportunities. The shortfalls their workforce requirements. identifi ed in these sectors represent an opportunity to access a local labor market for the new positions Waste management and recycling also accounts for that will become available. a signifi cant number of the employed residents. But, many of those jobs are likely concentrated near the This diagram, however, also includes several landfi ll operations further south in Sun Valley. large negative employment shortfalls, especially in manufacturing—that is to say, sectors where there This is a case, however, where being in a High are local employment opportunities, but the local Quality Transit Area (HQTA) can allow these work- residents in the workforce do not show patterns of ers to specialize in that nearby industry while living employment. These, too, represent an opportuni- in Pacoima—as long as the connection down San ty—an opportunity, through education, development Fernando Road is reliable and available at the of skillsets, training and specialized industry pro- times necessary to accommodate the demands of grams to retrain and retool local workers to be able the industry. to work in those jobs well into the future. SUN VALLEY REMEDIATION AREA An effective workforce development center co- While the jobs in the area are largely in manufac- located in these areas and working in partnership turing (29.9 percent), construction and wholesale with the actual fi rms, would create short, medium, trade (11.8 percent each), and transportation and and long-term employment opportunities for local warehousing (10.3 percent), the workforce is em- residents to pursue. With a surge in development in ployed in predominantly heath care and social as- the region, builders, if properly encouraged, could sistance (15.3 percent), retail trade (12.5 percent) also hire more local workers thus decreasing trans- and manufacturing (12.2 percent). portation demand and congestion. This represents a perfect opportunity for local Workforce Investment Sun Valley is one of the areas where the income Boards, The Valley Economic Alliance, the Valley mismatch appears the greatest, with some 47.8 Economic Development Center, and similar organi- percent of the jobs paying more than $40,000 a zations. year, but only 31.3 percent of the residents earn- ing that much. This points to a skills mismatch for VAN NUYS BOULEVARD - PACOIMA CENTER TOD manufacturing jobs—especially for the higher- Manufacturing, Accommodations and Food Ser- skilled, higher-wage jobs. vices each account for another 400 jobs or so. In order to bring these two groups into closer align- Interestingly, because the jobs-housing mix is such ment—and encourage fi rms to hire local residents that the number of jobs is only about one-third instead of people from outside the community— of the active workforce in the area, an economic more workforce training programs and opportunities development model that brings in nearly any kind of are needed. Local industries would be better served employment would be readily able to fi nd workers in by targeted occupational centers and classes. the resident population. The bars below the line in Sun Valley’s economic Overall, the share of college graduates in this com- profi le point to the rich range of opportunities that munity is disproportionately small relative to em- exist at this time for local residents, and transit- ployment. So, new businesses would likely be those connected residents, to seek employment in these requiring fewer employees with advanced educa- industries. For example, in manufacturing, in 2013 tions, or those companies offering educational or there were 4,258 jobs in the Sun Valley area, but occupational opportunities. That is not to say that only 893 residents who were working in the fi eld. the entire Valley, which remains quite accessible, Sun Valley is one of the region’s premier employ- could not fi ll out the needed positions to complete ment centers and, as the education and wage the roster of higher tech, and expertise based en- profi les show, a great location for lower-skill, lower- terprises. wage workers.

REVISION 4 - JUNE 2016 Page 29 both a local vehicle access hub, through community SYLMAR/SAN FERNANDO bicycles (e.g. “Bike Share”) and rental vehicles, as METROLINK STATION well as a needed retail and entertainment loca- Station Area Plan tion. Retailers and restaurants who appeal to local markets and transit riders would provide a ready On the northern end of the detailed study areas is market. The North Hollywood station area to the the half-mile radius around the Sylmar/San Fer- south, at the intersection of the Red and Orange nando Metrolink Station. This specifi c area has Lines, should serve as an inspiration, with its sur- been included as part of Metro’s plans for spending rounding retail, grocers, restaurants, amenities and under a successor to Measure R-funded projects. consumer services. The current funds proposed for this project are $1.3 billion and the project delivery year is 2021 through This station area is at the northern nexus of that 2027 line and represents a key opportunity to demon- strate the possibilities in these types of communi- The proposal includes Specifi c Plans to connect ties of Transit-Oriented Development models. In the Metrolink rail lines in the north and the Orange addition to the Metrolink station, the East Valley Line in the south, through construction of a 9.2 mile Transit Corridor line will pass through four or more Light Rail Transit/Bus Rapid Transit down portions promising Town Centers. of San Fernando Road and Van Nuys Boulevard. Aside from providing transport from and within the As the anchor for the East San Fernando Valley Northeast, the line also will provide unprecedented Transit Corridor’s light rail line, and as an intermo- opportunities for bringing visitors, shoppers, busi- dal transfer point between light rail, heavy rail, and nesses and employment into the area—a boon to bus, this station area has the potential to serve as entrepreneurs and innovators.

SYLMAR/SAN FERNANDO METROLINK STATION AREA

Fig. 6 - Sylmar/San Fernando Metrolink Station Area SYLMAR/SAN FERNANDO METROLINK STATION CENTROID WITH HALF-MILE RADIUS/BAND

RESIDENT AREA PROFILE REPORT SYLMAR/SAN FERNANDO METROLINK STATION

Total Primary Jobs 2013 Count Share Total Primary Jobs 3,250 100.0%

Jobs by Worker Age 2013 Count Share Age 29 or younger 790 24.3% Age 30 to 54 1,843 56.7% Age 55 or older 617 19.0%

Jobs by Earnings 2013 Count Share $1,250 per month or less 620 19.1% $1,251 to $3,333 per month 1,497 46.1% More than $3,333 per month 1,133 34.9%

Jobs by NAICS Industry Sector 2013 Count Share Agriculture, Forestry, Fishing and Hunting 29 0.9% Mining, Quarrying, & Oil & Gas Extraction 1 0.0% Utilities 27 0.8% Construction 163 5.0% Manufacturing 451 13.9% Wholesale Trade 151 4.6% Retail Trade 419 12.9% Transportation and Warehousing 84 2.6% Information 93 2.9% Finance and Insurance 113 3.5% Real Estate and Rental and Leasing 57 1.8% Professional, Scientific, & Tech Services 178 5.5% Management of Companies & Enterprises 52 1.6% Administration & Support, Waste Management and Remediation 204 6.3% 790 3,218 Educational Services 258 7.9% Health Care and Social Assistance 463 14.2% Arts, Entertainment, and Recreation 42 1.3% 32 Accommodation and Food Services 253 7.8% Other Services (excluding Public Admin) 95 2.9% Public Administration 117 3.6% U.S. Census Bureau. 2015. OnTheMap Application. Longitudinal-Employer Household Dynamics Program. http://onthemap.ces.census.gov/ Jobs by Worker Race 2013 Count Share White Alone 2,673 82.2% Black or African American Alone 142 4.4% Employed and Living in the Selection Area American Indian or Alaska Native Alone 62 1.9% Asian Alone 312 9.6% Employed in the Selection Area and Living Elsewhere Native Hawaiian or Otr Pac Islander Alone 4 0.1% Two or More Race Groups 57 1.8% Living in the Selection Area and Employed Elsewhere Jobs by Worker Ethnicity 2013 Count Share Overlay Arrows do not Indicate Not Hispanic or Latino 1,134 34.9% Directionality of Flow Hispanic or Latino 2,116 65.1%

Jobs by Worker Educational Attainment 2013 Count Share Jobs by Distance - Resident Census Less than high school 728 22.4% Jobs by Distance - Home Census Block High school or equivalent, no college 481 14.8% to WorkBlock Census to Work Block Census Block Some college or Associate degree 685 21.1% 2013 Bachelor's degree or advanced degree 566 17.4% Count Share Educational attainment not available (workers aged 29 or younger) 790 24.3% Total Primary Jobs 3,250 100.0% Less than 10 miles 1,250 38.5% Jobs by Worker Sex 2013 Count Share 10 to 24 miles 1,209 37.2% Male 1,688 51.9% Female 1,562 48.1% 25 to 50 miles 472 14.5%

Greater than 50 miles 319 9.8% Fig. 7 - Sylmar/San Fernando Metrolink Station Area Profile SAN FERNANDO ROAD AND MALL AREA TOD

Fig. 8 - Sylmar/San Fernando Metrolink Station Area

The San Fernando Road and Mall Area TOD is in- the city lies within the focal area for this strategy. cluded as a study area for three important reasons: Within the San Fernando Road and Mall Area TOD (1) as a relatively small, incorporated city, it has , some 6,227 are employed in various occupa- access to the full range of planning and community tions while another 7,446 live in the community. governance tools available to cities in California— Yet of the nearly 7,500 individuals, only 283 work without the challenges of scale associated with in the immediate vicinity of their homes. Nearly all being a part of the much larger City of Los Angeles; of the residents work elsewhere (mostly toward (2) it is a key part of the community regional trans- the southeast), about half (45.9 percent) within 10 portation and economic infrastructure; and (3) it is miles of their homes. But more than half work more a founding Valley city with a clearly-defi ned cultural than 10 miles from their homes. Manufacturing and history, and a proud and dedicated population. retail trade account for more than one-fourth of jobs held by local residents, constituting 15.7 percent Taking into account the existing San Fernando Mall and 12.1 percent of their employment, respectively. streetscape and hardscape, a framework already Much of the available employment in the region exists. With some strategic implementation, the also tends to employ individuals with a slightly Mall could become a major iconic visitor attraction. higher level of formal education than predominates There are also some signifi cant opportunities for in the resident population. new commercial employment centers, both retail and commercial, within this area. Employment in the region is strongly anchored in manufacturing, comprising 26.3 percent of the The larger city of San Fernando represents another local jobs. Most of these workers commute to the opportunity circle within the region. Nearly all of region from other parts of the greater Valley region.

32 Page WWW.NORTHEASTSTRATEGY.ORG SAN FERNANDO ROAD AND MALL AREA TOD CENTROID WITH HALF-MILE RADIUS/BAND

RESIDENT AREA PROFILE REPORT SAN FERNANDO ROAD - MALL

Total Primary Jobs 2013 Count Share Total Primary Jobs 7,446 100.0%

Jobs by Worker Age 2013 Count Share Age 29 or younger 1,800 24.2% Age 30 to 54 4,270 57.3% Age 55 or older 1,376 18.5%

Jobs by Earnings 2013 Count Share $1,250 per month or less 1,436 19.3% $1,251 to $3,333 per month 3,614 48.5% More than $3,333 per month 2,396 32.2%

Jobs by NAICS Industry Sector 2013 Count Share Agriculture, Forestry, Fishing & Hunting 68 0.9% Mining, Quarrying, & Oil & Gas Extraction 1 0.0% Utilities 61 0.8% Construction 390 5.2% Manufacturing 1,167 15.7% Wholesale Trade 376 5.0% Retail Trade 904 12.1% Transportation and Warehousing 197 2.6% Information 209 2.8% Finance and Insurance 261 3.5% Real Estate and Rental and Leasing 122 1.6% Professional, Scientific, & Tech Services 355 4.8% Mgmt of Companies & Enterprises 113 1.5% Administration & Support, Waste 5,944 7,163 Management and Remediation 489 6.6% Educational Services 573 7.7% Health Care and Social Assistance 998 13.4% Arts, Entertainment, and Recreation 96 1.3% 283 Accommodation and Food Services 574 7.7% Other Services (excluding Public Administration) 250 3.4% U.S. Census Bureau. 2015. OnTheMap Application. Longitudinal-Employer Public Administration 242 3.3% Household Dynamics Program. http://onthemap.ces.census.gov/

Jobs by Worker Race 2013 Count Share White Alone 6,456 86.7% Employed and Living in the Selection Area Black or African American Alone 270 3.6% American Indian or Alaska Native Alone 120 1.6% Employed in the Selection Area and Living Elsewhere Asian Alone 473 6.4% Native Hawaiian or Otr Pac Islander Alone 16 0.2% Living in the Selection Area and Employed Elsewhere Two or More Race Groups 111 1.5%

Overlay Arrows do not Indicate Jobs by Worker Ethnicity 2013 Count Share Directionality of Flow Not Hispanic or Latino 1,935 26.0% Hispanic or Latino 5,511 74.0%

Jobs by Worker Educational Attainment 2013 Jobs by Distance - Resident Census Count Share Jobs by Distance - Home Census Block Less than high school 1,801 24.2% to WorkBlock Census to Work Block Census Block High school or equivalent, no college 1,179 15.8% 2013 Some college or Associate degree 1,547 20.8% Count Share Bachelor's degree or advanced degree 1,119 15.0% Educational attainment not available Total Primary Jobs 7,446 100.0% (workers aged 29 or younger) 1,800 24.2% Less than 10 miles 3,414 45.9%

10 to 24 miles 2,766 37.1% Jobs by Worker Sex 2013 Count Share

25 to 50 miles 889 11.9% Male 3,870 52.0% Female 3,576 48.0% Greater than 50 miles 377 5.1% Fig. 9 - San Fernando Rd. and Mall Area Profile VAN NUYS BOULEVARD - PACOIMA CENTER TOD

Fig. 10 - Van Nuys Blvd. - Pacoima TOD Area Concept

Van Nuys Boulevard in Pacoima is included as a in both commercial uses and residential popula- community because it captures the intersection tions, the demand for more retail, food, and com- between the new, proposed transit infrastructure of mercial services would likely rise. Again, the more the East Valley Transit Corridor and a community employees that can be hired from the local com- whose commercial hub is only partially accessible munities, the fewer commute trips are necessary. to the new transit line. As such, it represents an Given Pacoima’s surprisingly low local employment opportunity to evaluate ways that neighboring areas rates, signifi cant progress could be made quickly. can be better integrated into the transit-oriented infrastructure. Like the effects of U.S. railroads in the 19th Century, a convenient and reliable transit infrastructure can This stretch represents another area where the form the backbone of a prosperous community. The opportunities for transit-oriented, mixed-use de- idea of projecting local trade and commerce into velopment is ideal. This particular community has other communities, and moving people and goods nearly 11,000 residents who work in other areas of to distant locales is one that has been a long time the county. In fact only 283 of the more than 3,200 coming for the Northeast—since the dismantling of workers within the area live within its boundaries. the Pacifi c Electric Railway to San Fernando in 1938. The largest shares of workers are relatively evenly The Panorama Mall and Shopping Area is situated split between health care and social assistance, along the primary axis of the new light rail LRT/BRT educational services, and retail trade jobs—totaling corridor, and represents an opportunity to examine 500-600 each. the most traditional dimensions of Transit-Oriented Since the TOD models all call for mixed use spac- Development, in conjunction with retail and com- es, and these communities would see an increase mercial access.

34 Page WWW.NORTHEASTSTRATEGY.ORG VAN NUYS BOULEVARD - PACOIMA CENTER TOD CENTROID WITH HALF-MILE RADIUS/BAND

RESIDENT AREA PROFILE REPORT VAN NUYS BOULEVARD - PACOIMA CENTER

Total Primary Jobs 2013 Count Share Total Primary Jobs 10,836 100.0%

Jobs by Worker Age 2013 Count Share Age 29 or younger 2,886 26.6% Age 30 to 54 6,145 56.7% Age 55 or older 1,805 16.7%

Jobs by Earnings 2013 Count Share $1,250 per month or less 2,346 21.7% $1,251 to $3,333 per month 5,651 52.2% More than $3,333 per month 2,839 26.2%

Jobs by NAICS Industry Sector 2013 Count Share Agriculture, Forestry, Fishing and Hunting 106 1.0% Mining, Quarrying, & Oil & Gas Extraction 1 0.0% Utilities 49 0.5% Construction 622 5.7% Manufacturing 1,670 15.4% Wholesale Trade 519 4.8% Retail Trade 1,405 13.0% Transportation and Warehousing 348 3.2% Information 263 2.4% Finance and Insurance 333 3.1% Real Estate and Rental and Leasing 204 1.9% Professional, Scientific, & Technical Svcs 470 4.3% Mgmt of Companies & Enterprises 131 1.2% Administration & Support, Waste Management and Remediation 847 7.8% 2,959 10,553 Educational Services 673 6.2% Health Care and Social Assistance 1,490 13.8% Arts, Entertainment, and Recreation 157 1.4% 283 Accommodation and Food Services 917 8.5% Other Services (excluding Public Administration) 328 3.0% U.S. Census Bureau. 2015. OnTheMap Application. Longitudinal-Employer Public Administration 303 2.8% Household Dynamics Program. http://onthemap.ces.census.gov/

Jobs by Worker Race 2013 Count Share Employed and Living in the Selection Area White Alone 9,629 88.9% Black or African American Alone 561 5.2% Employed in the Selection Area and Living Elsewhere American Indian or Alaska Native Alone 177 1.6% Asian Alone 304 2.8% Living in the Selection Area and Employed Elsewhere Native Hawaiian or Otr Pac Islander Alone 29 0.3% Two or More Race Groups 136 1.3% Overlay Arrows do not Indicate Directionality of Flow Jobs by Worker Ethnicity 2013 Count Share Not Hispanic or Latino 1,736 16.0% Hispanic or Latino 9,100 84.0%

Jobs by Distance - Resident Census Jobs by Worker Educational Attainment 2013 Jobs by Distance - Home Census Block Count Share to WorkBlock Census to Work Block Census Block Less than high school 2,971 27.4% 2013 High school or equivalent, no college 1,723 15.9% Count Share Some college or Associate degree 2,050 18.9% Bachelor's degree or advanced degree 1,206 11.1% Total Primary Jobs 10,836 100.0% Educational attainment not available Less than 10 miles 4,760 43.9% (workers aged 29 or younger) 2,886 26.6% 10 to 24 miles 3,759 34.7% Jobs by Worker Sex 2013 Count Share 25 to 50 miles 1,380 12.7% Male 5,744 53.0% Greater than 50 miles 937 8.6% Female 5,092 47.0%

Fig. 11 - Van Nuys Blvd - Pacoima TOD Area Profile PANORAMA MALL AND SHOPPING AREA

Fig. 12 - Panorama Mall and Shopping TOD Area Concept

The Panorama Mall and Shopping Area have the hand, Retail Trade, and Health Care and Assistance potential for new commercial employment centers, each account for more than one-fourth of the jobs both retail and offi ce space, and promises to be within the area. Because of the close proximity of more accessible with the new transit line. The area a diverse set of employees, a large set of commer- already has a start, and a high potential for Pedes- cially and industrially zoned properties, and easy trian-Oriented Development. access to transportation on the new HQTA. Panora- ma City, a model suburb in 1950, grew up around a The Panorama Mall and Shopping Area is much General Motors plant, several large breweries and a like a bedroom community with more than 13,500 formidable industrial corridor. It is an ideal area for working residents, but only 5,805 jobs within its the pursuit and development of new green jobs and boundaries. It is also zoned with high-intensity advanced technologies. commercial spaces and even a signifi cant region of industrial uses. Workers on average leave the com- Panorama City has a unique combination of in- munity to go to work, with 64 percent traveling more dustrial space and commercial offi ce space that than 10 miles to their primary jobs (mostly to the could allow these fi rms to keep their manufacturing, southeast of the area) in the same major industry installation and assembly spaces nearer their busi- sectors as our other focus areas: Health Care and ness management and activities as fi rms grow. Social Assistance (15.2 percent), Retail Trade (13.8 percent), Manufacturing (10.6 percent), Accom- modations and Food Services (9.8 percent), and Waste Management and Remediation (8.4 percent). With the Mall and Mission Community Hospital at

36 Page WWW.NORTHEASTSTRATEGY.ORG PANORAMA MALL AND SHOPPING AREA CENTROID WITH HALF-MILE RADIUS/BAND

RESIDENT AREA PROFILE REPORT PANORAMA MALL AND TOD

Total Primary Jobs 2013 Count Share Total Primary Jobs 13,570 100.0%

Jobs by Worker Age 2013 Count Share Age 29 or younger 3,336 24.6% Age 30 to 54 7,709 56.8% Age 55 or older 2,525 18.6%

Jobs by Earnings 2013 Count Share $1,250 per month or less 3,083 22.7% $1,251 to $3,333 per month 6,504 47.9% More than $3,333 per month 3,983 29.4%

Jobs by NAICS Industry Sector 2013 Count Share Agriculture, Forestry, Fishing & Hunting 256 1.9% Mining, Quarrying, & Oil & Gas Extraction 8 0.1% Utilities 57 0.4% Construction 609 4.5% Manufacturing 1,432 10.6% Wholesale Trade 669 4.9% Retail Trade 1,872 13.8% Transportation & Warehousing 415 3.1% Information 339 2.5% Finance & Insurance 511 3.8% Real Estate and Rental & Leasing 246 1.8% Professional, Scientific, & Tech Services 787 5.8% Mgmt of Companies & Enterprises 177 1.3% Administration & Support, Waste 5,508 13,273 Management & Remediation 1,145 8.4% Educational Services 680 5.0% Health Care & Social Assistance 2,065 15.2% Arts, Entertainment, & Recreation 192 1.4% 297 Accommodation & Food Services 1,324 9.8% Other Services (excluding Public Administration) 505 3.7% U.S. Census Bureau. 2015. OnTheMap Application. Longitudinal-Employer Public Administration 281 2.1% Household Dynamics Program. http://onthemap.ces.census.gov/

Jobs by Worker Race 2013 Count Share White Alone 10,185 75.1% Employed and Living in the Selection Area Black or African American Alone 776 5.7% American Indian or Alaska Native Alone 214 1.6% Employed in the Selection Area and Living Elsewhere Asian Alone 2,094 15.4% Native Hawaiian or Otr Pac Islander Alone 39 0.3% Living in the Selection Area and Employed Elsewhere Two or More Race Groups 262 1.9%

Overlay Arrows do not Indicate Jobs by Worker Ethnicity 2013 Count Share Directionality of Flow Not Hispanic or Latino 5,280 38.9% Hispanic or Latino 8,290 61.1%

Jobs by Worker Educational Attainment 2013 Jobs by Distance - Resident Census Count Share Jobs by Distance - Home Census Block Less than high school 2,973 21.9% to WorkBlock Census to Work Block Census Block High school or equivalent, no college 2,207 16.3% 2013 Some college or Associate degree 2,742 20.2% Count Share Bachelor's degree or advanced degree 2,312 17.0% Educational attainment not available Total Primary Jobs 13,570 100.0% (workers aged 29 or younger) 3,336 24.6% Less than 10 miles 4,867 35.9%

10 to 24 miles 3,484 25.7% Jobs by Worker Sex 2013 Count Share Male 7,053 52.0% 25 to 50 miles 2,205 16.2% Female 6,517 48.0% Greater than 50 miles 3,014 22.2%

Fig. 13 - Panorama Mall and Shopping Area TOD Profile SUN VALLEY REMEDIATION AREA INDUSTRIAL CENTERS This is the one target area not directly served by Finally, there is the unique space that is Sun Valley, the current plans for light rail in the proposed follow- which represents a critical and unique asset to the on to measure Measure R on the November 2016 Northeast San Fernando Valley. There are almost ballot—Metro’s Plan to Ease Traffi c. At the same no other places within Los Angeles County that time, it is one of the key opportunity areas for devel- share Sun Valley’s endowment of industrially-zoned oping new employment for populations in the study properties with a solid proximity to a diverse and areas. As such, and with the potential for emphasiz- ambitious labor force. With proper connections to ing new employment built around green technolo- the other focus areas in the region through HQTAs, gies, environment, recycling, energy and water, it Sun Valley can access the full range of medium- represents a key resource for the region worthy of skilled workers to staff its industrial and manufac- additional analysis and inclusion. Additionally, the turing activities. challenges of building appropriate and adequate Sun Valley’s working resident vs. employer mix is transportation connections can be illustrative, as quite different than the other four areas—it is a the resources to build light rail arteries, such as net importer of workers. Nearly 14,000 workers those proposed in the East Valley Transit Corridor, commute to Sun Valley each day. Even as a major are limited. employment center, almost all of the community’s The existing mining, landfi lls and other heavy indus- 7,312 working residents leave each day to com- tries have been running their course, been decom- mute elsewhere (mostly toward Downtown LA) to missioned, or their real estate has become suf- work; with over half traveling more than 10 miles fi ciently valuable to warrant other uses. In this way per day. Only 379 individual workers remain within long-term thinking will provide reasonable transition the focus area where they live in Sun Valley. to more community-friendly enterprises.

Sun Valley Landfill and Remediation Area Hansen Dam and Tujunga Wash, Pacoima Spreading Grounds

38 Page WWW.NORTHEASTSTRATEGY.ORG SUN VALLEY REMEDIATION AREA CENTROIDS WITH HALF-MILE RADIUS/BANDS

RESIDENT AREA PROFILE REPORT SUN VALLEY REMEDIATION AREA

Total Primary Jobs 2013 Count Share Total Primary Jobs 7,312 100.0%

Jobs by Worker Age 2013 Count Share Age 29 or younger 1,841 25.2% Age 30 to 54 4,050 55.4% Age 55 or older 1,421 19.4%

Jobs by Earnings 2013 Count Share $1,250 per month or less 1,483 20.3% $1,251 to $3,333 per month 3,541 48.4% More than $3,333 per month 2,288 31.3%

Jobs by NAICS Industry Sector 2013 Count Share Agriculture, Forestry, Fishing & Hunting 62 0.8% Mining, Quarrying, & Oil & Gas Extraction 7 0.1% Utilities 49 0.7% Construction 368 5.0% Manufacturing 893 12.2% Wholesale Trade 337 4.6% Retail Trade 916 12.5% Transportation & Warehousing 215 2.9% Information 284 3.9% Finance and Insurance 241 3.3% Real Estate & Rental & Leasing 166 2.3% Professional, Scientific, & Tech Services 418 5.7% Mgmt of Companies & Enterprises 91 1.2% Administration & Support, Waste 13,864 6,933 Management & Remediation 543 7.4% Educational Services 471 6.4% Health Care and Social Assistance 1,117 15.3% Arts, Entertainment, & Recreation 114 1.6% 379 Accommodation & Food Services 582 8.0% Other Services (excluding Public Administration) 255 3.5% U.S. Census Bureau. 2015. OnTheMap Application. Longitudinal-Employer Public Administration 183 2.5% Household Dynamics Program. http://onthemap.ces.census.gov/

Jobs by Worker Race 2013 Count Share Employed and Living in the Selection Area White Alone 5,802 79.3% Black or African American Alone 388 5.3% Employed in the Selection Area and Living Elsewhere American Indian or Alaska Native Alone 108 1.5% Asian Alone 837 11.4% Living in the Selection Area and Employed Elsewhere Native Hawaiian or Otr Pac Islander Alone 24 0.3% Two or More Race Groups 153 2.1% Overlay Arrows do not Indicate Directionality of Flow Jobs by Worker Ethnicity 2013 Count Share Not Hispanic or Latino 2,712 37.1% Hispanic or Latino 4,600 62.9%

Jobs by Distance - Resident Census Jobs by Worker Educational Attainment 2013 Jobs by Distance - Home Census Block Count Share to WorkBlock Census to Work Block Census Block Less than high school 1,599 21.9% 2013 High school or equivalent, no college 1,133 15.5% Count Share Some college or Associate degree 1,475 20.2% Bachelor's degree or advanced degree 1,264 17.3% Total Primary Jobs 7,312 100.0% Educational attainment not available Less than 10 miles 3,199 43.8% (workers aged 29 or younger) 1,841 25.2% 10 to 24 miles 2,699 36.9%

25 to 50 miles 815 11.1% Jobs by Worker Sex 2013 Count Share Greater than 50 miles 599 8.2% Male 3,851 52.7% Female 3,461 47.3% REVISION 4 - JUNE 2016 Fig. 14 - Sun Valley Remediation Area Profile OTHER CRITICAL AREAS FOOTHILL BOULEVARD LAKE VIEW T ERRACE Those traveling along Foothill Boulevard in the Northeast area will pass by industrial buildings, a Lake View Terrace is an outlying area of the North- number of equestrian ranches, rural seclusion, and east Valley situated behind and to the east of the ultimately come to the Angeles National Golf Club. Hansen Dam basin, and is on the western edge of Angeles National Forest. It is mostly rural-suburban Angeles is the only Jack Nicklaus Designed golf and part of a larger equestrian community—one course in Los Angeles County and features an 18- of the few remaining in Los Angeles. Legend has hole, par 72 championship golf course The course it, that its name derived from the view of Hansen was ranked by Travel + Leisure Golf magazine as Dam’s Holiday Lake, 150 acre recreational lake and One of the Top 30 Best New Courses Worldwide park that was quite popular in the 1950s and 1960s. and One of the Top Ten Best New Public/Resort courses in the U.S. The dam was built in the late 1930s by the Army Corps of Engineers as part of fl ood control and The Spanish mission style clubhouse features an channelization system to protect communities that array of amenities including the Agave Bar & Grill, were previously prone to severe fl ooding from the along with event and banquet facilities.2 San Gabriel Mountains. 2 Lake View Terrace is now home to the new Discov- ery Cube Los Angeles, a scientifi c and ecological museum that, among other things allows students to learn more about the natural world around them—including the aquifer that lies under the Val- ley and serves up Owens Valley water to the City of Los Angeles. The area lacks many needed amenities such as adequate commercial, shopping and dining oppor- tunities. Because of its proximity to poverty areas, the community tends to attract the homeless and disaffected population. It is home to an overconcen- tration of alcoholic beverage outlets. Consequently, community stakeholders are working with public offi cials, law enforcement and social ser- On the green at Angeles National Golf Club vice organizations to make the area more attractive for community-friendly activities. ANGELES NATIONAL FOREST Stakeholders are recommending ways to curb The Angeles National Forest offers natural envi- these unattractive activities: ronments, spectacular scenery, developed camp- grounds and picnic areas, swimming, fi shing, skiing • Proper code enforcement and sanctioning and the solitude of quiet wilderness areas. Trails of property owners; and eviction of problem winding throughout the forest accommodate hik- tenants. ers, equestrians, mountain bikers and off-highway • Hiring of professional and effective private vehicle enthusiasts3 security. • More intermittent patrols of these areas by law enforcement with citing of offenders. • Outreach from social service agencies to the disaffected, homeless and inebriates. • Law enforcement to deter vagrancy by serial inebriates in the parks and bus stops. • Offering of programming for serial inebri- ates, including drug court.

3 ,http://www.fs.usda.gov/angeles>

40 Page WWW.NORTHEASTSTRATEGY.ORG Smokestack production facilities have slowly disap- INDUSTRIAL AESTHETICS peared from the landscape. Modern business parks and a limited number of clean industries have taken their place. Industrial growth sectors that provide well-paying employment are now, for the most part, community-friendly businesses. Even the more outdated solid waste businesses are converting to modern, fully-contained Materials Recycling Facili- ties (MRFs) and Transfer Station operations. The project area in Sun Valley is one of the less at- tractive and less “green” areas of the San Fernando Valley. Many heavy industrial fi rms are still located here, and it is important to understand the role they play in the larger economy. Nonetheless, diligence is required to try to attract clean, green and tech trades and industries—and to mitigate much of the pollution and damage done Disorganized signage, parking and activities - Unattractive utilities by the earlier emergence of the Los Angeles region.

Modern Industrial Buildings Industrial Screening

Logistics and goods movement - modernization needed Fig. 15 - Industrial screening - Branford Street

REVISION 4 - JUNE 2016 Page 41 INDUSTRIAL/MANUFACTURING ZONED PROPERTIES

Source: Mulholland Institute

Fig. 16 - Industrial/Manufacturing Zoned Properties SECTION 5 - LAND USE PRESERVING INDUSTRIAL OPPORTUNITIES IN THE REGION AND LANNING P When a region anticipates signifi cant population Realigning Land Use Planning and Zoning growth, as Los Angeles County does, there is often Strategies for Sustainability an inclination to allow the conversion of major com- Central to the principles of SB 375 and the estab- mercial and industrial sites—which may even be va- lishment of this plan is the identifi cation of land use cant at the point of decision—to be converted into development strategies that will foster sustainabil- large-scale residential developments. ity, protect environmental resources and promote Environmental Justice. In this regard this strategy is This must not be allowed to unfold in the Northeast. explicit in its purposes to reduce auto dependency Communities cannot thrive without a balance be- while improving residents’ access to employment, tween employment and housing. These sites repre- shopping, entertainment, natural environments, and sent the foundational opportunities for delivering on other amenities. a community that is balanced and self sustaining. This strategy of planning equilibrium not only pro- It is also important to understand planning in this tects local economic opportunity, but also renders a region in its current context. The region is not urban measure of social equity and Environmental Justice in the same sense that downtown Los Angeles is— as well. characterized by high-rise buildings. It is envisioned instead as “city” or “town” land uses overlaid on a Referencing the zoning map of the San Fernando bed of “suburban” communities. Existing develop- Valley (Figure 16) one can easily see two major ment in most of the focus group areas for this strat- corridors of (blue) industrial zoning. What the two egy are corridors of commercial development sur- strips have in common is that each has rails and rounded by single family and multifamily residential rights-of-way at its core. If those lines could be con- neighborhoods. Within San Fernando, Panorama verted into cluster-serving industrial corridor trans- City, and Sun Valley, there are also centers of com- portation—and if adjacent zoning could be upgrad- mercial and industrial/manufacturing development. ed to cluster-serving Compact Development—this For too long, this region of the San Fernando Valley could become a major infrastructure asset and at- has been allowed to languish without substantial traction for various industries, especially those that investment and resources. Even in the latest round rely on a mix of blue- and white-collar employees. of transportation funding, this transit-dependent Since the capital cost for light rail is estimated to region received little to no investment. The result exceed $200 million per mile, the use of this exist- is that this and other fi nancial missteps, that have ing infrastructure could result in great savings. And disadvantaged this region, have imposed signifi - it may only be necessary to run a limited number of cant challenges on these communities. They have trains or coaches, specifi cally supporting morning placed residents at an economic disadvantage, as and evening commuters. the infrastructure continues to degrade, and new The key to the Northeast Valley as an opportunity opportunities dwindle and pass them by. economy is the relative availability of industrial BUSINESS AND INDUSTRIAL ZONING parcels and land within the region. As Figure 16 shows, many of the parcels in the San Fernando There are several key ingredients in the pursuit of Valley region that are zoned for industrial and “shared prosperity”—the kind of economy that has manufacturing are situated in the fi ve focal zones a balance of jobs and careers at all levels. Good covered by this strategy. It is essential to retain entry-level jobs are important for those attending, or these parcels as industrial property—especially in just out of school, or who may be seeking supple- the context of the workforce that lives in this re- mental income. Career paths that include intern- gion. These manufacturing and industrial jobs, with ships and on-the-job training furnish a means of their ancillary support-sector roles in warehousing, combining work with education and advancement. transportation and construction are the bread- These positions provide excellent ladders for those and-butter of economic opportunity, for new and who may not have had an opportunity to earn a degree or develop specialized job skills. medium-skilled workers trying to gain a foothold in the middle class. The array of opportunities always includes a com- ponent of managers, middle managers, and profes- The opportunities in the community of Sun Valley sional positions. Often these higher-level positions go far beyond just the importance of these tradable will be offi ced in high-end centers, in order to make jobs in creating economic opportunity, however. Be- the workplace more attractive. This is all the more cause of the remedial transitions under way, there reason to cultivate more appealing and liveable communities.

REVISION 4 - JUNE 2016 Page 43 are important opportunities to pursue both sustain- A NEW PARADIGM FOR MIXED USE ability and Environmental Justice goals as well. Toymaker MGA Entertainment Inc. is develop- The industrial/manufacturing vacancy rate in the ing its future headquarters in Chatsworth on a 24 east Valley stands at two percent,1 where a healthy acre light-industrial site that once housed the San ratio should be closer to fi ve or six percent. And Fernando Valley edition of the Los Angeles Times many of the available buildings are functionally Newspaper. They are proposing development of a obsolete—simply not suitable for today’s more ad- multifamily community envisioned to complement vanced uses. the existing 214,000 square foot building. The build- ing will be renovated to serve as MGA Entertain- Care must be taken to preserve and increase ment’s corporate campus. The Property is zoned wealth- and job-producing facilities. Since tradable MR2-1 Restricted Light Industrial Zone and P-1 industry is the economic backbone of the region, Automobile Parking Zone. The General Plan calls the strategy will likely need to reindustrialize the for Light Manufacturing. area, rather than completely changing its character. According representatives, the zoning is being At the core, this requires a focus in the preservation modifi ed to include a mix of residential and com- and cultivation of hospitable industrial and com- mercial development on the site. The Chatsworth mercial zoning. Most of the newer industries are far area submarket contains some of the densest cen- removed from the smokestacks of yesteryear. They sus tracts in Los Angeles. bring with them higher-skill middle- to upper-level According to the Los Angeles Daily News, the Los occupations and careers. Angeles City Council approved this massive adap- The entertainment and media industry is often re- tive reuse project that combines the company’s light ferred to as being headquartered in Hollywood. The industrial-creative offi ce with additional parcels for true entertainment capital is the San Fernando Val- retail, 660 multifamily rentals in four buildings and ley, where the entertainment industry grew up. The numerous amenities for the community. The total media industry’s role as a green industry cannot be project is planned for 1.2 million square feet. The disputed, and this is still one of the most vibrant, proposal required a general plan amendment, zone changes, conditional use and other additional ele- wealth-producing clusters in the region. The eco- ments. As part of the developer’s agreement with nomic multipliers are substantial, and the outside the city, MGA will provide an employee live/work competition for their enterprise is keen. incentive program for the residential housing. Under Retooling machining and fabrication contractors the agreement local community groups will also be from the aerospace industry is a natural transi- able use the campus’s planned amphitheater. tion—one that the region is in an excellent position OVERALL STRATEGY to promote. Very few areas in the country have the core capacities that the Valley developed in the Overall, the strategy is relatively straightforward. run-up to World War II and the space race. Much With the establishment and development of the East San Fernando Valley Transit Corridor, and the of this infrastructure and intellectual capital is still establishment of another bus-based HQTA recom- situated in and around the Valley. Assets include mended herein, along San Fernando Road down Caltech and the Jet Propulsion Laboratory, venture to Bob Hope/Hollywood-Burbank Airport. The cities capitalists and a receptive workforce—all looking to involved are well-advised to aggressively pursue innovate in environment and clean-tech. Transit-Oriented Development strategies along Material Recycling Facilities (MRFs) are a growth these corridors. They can incorporate mixed-use industry already emerging in the landfi ll districts of development with commercial space on the ground Sun Valley. These are “green” industries on several fl oor and residential spaces above. The emphasis levels. They draw off waste from the landfi lls, they along these corridors ought to be for all new devel- recycle materials, and they add jobs and income to opment, and avoid converting the established hous- the region. Each built to receive thousands of tons ing in the surrounding areas to denser uses. of waste per day, they recycle construction materi- In addition, the cities should focus on preserv- als, green waste, and wood waste in particular. The ing the commercial, industrial, and manufacturing facilities are enclosed and fi ltered to all but elimi- areas within each of the cities. This use preserva- nate impacts on the surrounding communities. tion is essential to the development of local em- ployment, as well as economic opportunity for the residents who live in these communities. Within the Sun Valley Remediation area, new incentives and development bonuses should be created for 1 San Fernando Valley and Ventura County Market Report, Q1 2016, jobs that provide direct environmental benefi ts and Collier International GHG reductions.

44 Page WWW.NORTHEASTSTRATEGY.ORG TAKING T RANSIT-ORIENTED DEVELOPMENT TO preserve the housing opportunities for the residents THE NEXT LEVEL of these neighborhoods, in these neighborhoods. If one were to pursue a revitalizing strategy—even This strategy is built closely around the two HQTAs one that incorporates mixed use in this commu- along San Fernando Road and Van Nuys Boule- nity—in the traditional sense, it would likely result in vard. This makes these two corridors ideal candi- communities that became less affordable and less dates for Transit-Oriented Development strategies. accessible to the current original residents. In this approach to planning, overlay maps are typically imposed over the top of existing planning For this reason, this strategy proposes that many maps where mixed-use developments are incen- of the new residential units be incentivized as small tivized or mandated. These combine retail on the residential units. These smaller units would have ground fl oor and residential in the upper 2-3 stories lower land and construction costs (because they allowing for ready access to transit, retail and ame- are smaller), smaller carbon footprints, and provide nities for residents. In the case of the demographics a move-up or upgrade opportunity to individuals of these communities, this could also be an essen- and families residing in—and sometimes sharing— tial nexus for employment, for both new and existing single family homes and apartments in the existing residents. neighborhoods. Typically, the greatest disadvantage of this type of These smaller units would likely be priced at a development is an increase in traffi c congestion, lower total cost, attractive to potential buyers, while even as transit ridership goes up. Northeast com- yielding a higher price per square foot at the point munities are somewhat different than the typical of sale, which is attractive to developers. Unfor- TOD community in that transit ridership is already tunately, in housing, cost is not reduced in direct high. Thirty-fi ve percent of residents along the East proportion to square footage. But there is potential San Fernando Valley Transit Corridor, for example, for savings. Parking requirements would be reduced are already transit dependent. With limited parking as builder incentives, and also to encourage tran- and an improved residential model for these new sit reliance. But projects would include amenities homes, the traffi c impact along these two arteries like safe bicycle parking, moped parking, electric can be signifi cantly mitigated. vehicle charging, etc. One key advantage of these approaches is that Because these units are intentionally smaller than they do not require the assembly of large parcels the typical market-driven unit sizes one fi nds in of land for redevelopment—thereby minimizing the Compact Developments, this approach is seen as a super-compact planning strategy. In the Mulholland disruptive impact on local communities. Much of 2 the impact is concentrated specifi cally on what is Institute study Our Future Neighborhoods, the ana- already zoned as commercial land along the transit lysts documented a trend where residential units in arteries. low SES communities were often occupied by mul- tiple families—a strategy to share the burden of the There are a few intersections within the communi- high-cost of housing. The overarching intent would ties, especially in San Fernando and Panorama be to make individual units accessible and afford- City, where larger commercial parcels abut the able to these same families to include a comparable transit corridors and, in those instances, the oppor- amount of space at minimum, but afford them more tunities for larger-scale developments does exist. independence, privacy and higher quality of life. SUPER-COMPACT DEVELOPMENT ALONG THE Parking would also be limited for these units as a CORRIDORS means of fostering public transit use as their prima- In the planning literature, the general approach ry mode of transportation. Shared vehicle resources to Transit-Oriented Development is referred to as such as Bike Share and ZipCar® could be used to compact planning or Compact Development. The provide the occasional vehicle trip as needed. It will goal is to concentrate more residents into smaller, be critical to have adequate and comprehensive more vertical areas along the defi ned, high-quality transit resources in the form of the two HQTAs for transit lines. In this strategy, we propose a concept this to be plausible for residents. called “Super-compact Planning,” not solely for ideas driven by smart growth, but also for economic Implementing such a strategy will require develop- reasons. ing a new zoning designation “HQTA” for Specifi c As discussed before, these communities in the Plans for the Transit-Oriented Development areas Northeast San Fernando Valley are relatively low- and TODs proximate to transit stations and cor- income neighborhoods supporting a labor force ridors. Incentives would be provided in two forms: that works in relatively low- to modest-wage jobs. (1) extra-unit density bonuses for building housing One of the overarching goals of this strategy is to 2 Our Future Neighborhoods, Report, Mulholland Institute (2008)

REVISION 4 - JUNE 2016 Page 45 in the new designation; and (2) relief from some This strategy adds the economic bonus of increas- of the inclusionary housing requirements typically ing the employment opportunities in the mixed-use required in such plans. businesses and the senior-care industry—a sector where many residents in the communities already In addition to these two incentives, SB 375 and the work. SCAG RTP/SCS address the issue of providing specifi c exemptions from certain CEQA provisions There are many excellent examples of well-planned for developments meeting the TOD standards. The mixed-use development along transit corridors. This Super-Compact Development standards would preserves the current commercial corridors on main expand these incentives, allowing developers to arteries, and places emphasis on a unique brand economically place more units within a given parcel of TOD development. The ultimate goal is to bring size. These would be more affordable to the resi- commercial and even light industrial space to the dents of the surrounding communities—many of ground fl oor, in which local residents can live, work, whom are trapped in modest to poor housing. play and learn. The second incentive is built around a specifi c exemption, on a project-by-project basis, to the City and County of Los Angeles’ inclusionary housing processes. In those instances, a development is typically required to set aside a fi xed number of units and sell them at a below-market price. In ef- fect this arrangement amounts to subsidized hous- ing, with the market-rate residents making up the difference. It also makes it more diffi cult for such projects to “pencil out.” These units usually include deed restrictions or covenants that limit the resale price or terms for a fi xed period of time. As a burden on title, the restric- tions run with the property. As they expire, however, the residents may continue to reap the benefi t of below-market-price housing. Ultimately the housing will fl oat to market levels. This ultimately diminishes the affordable housing stock. In the Super-Compact Development model, the affordability is generated by the unit size and ab- sence of parking—two attributes that generally do not diminish the quality of life, and do not change over the life of the unit. As a result, the unit is more Typical Pedestrian-Oriented District likely to remain affordable for both the current and all future residents. The specifi c provisions—including relevant density bonuses and inclusionary housing—would all be negotiated as part of the public input process of developing the TOD overlay planning districts. Typical residents would be disadvantaged families; and seniors, many of whom are looking to downsize from their existing single-family homes. And the creation of new senior housing units along these corridors is usually very popular with local commu- nities.

46 Page WWW.NORTHEASTSTRATEGY.ORG IN-FILL HOUSING IN T OWN CENTERS SETBACKS AND HEIGHT LIMITATIONS Most of the suburban and rural open spaces, fi elds The idea is to transform the busiest streets from a and vacant lots were developed between 1946 hodgepodge of mostly low-rise buildings and strip and 1980. Only a handful remain. During the early malls into genuine urban boulevards, with addi- 1990s the Los Angeles City Planning Commission tional housing and local amenities situated closer coordinated two important scholarly works. The to homes. This form of Compact Development will fi rst was related to preservation of job- and wealth- provide a more vertical existence and allow more producing industrial zoning. The second was an resort to active transportation: walking, bicycling, in-fi ll housing strategy to provide for more moderate and other non-motorized modes. to affordable housing closer to town centers and For example, along Wilshire Boulevard in Kore- downtowns. Both were well received and became atown and Sunset Boulevard in central Hollywood, touchstones for future planning in the City of Los more apartments, condos and mixed-use devel- Angeles. opments are being built, along with increased In-fi ll housing takes advantage of unused or unde- pedestrian, cycling and transit infrastructure. Not rutilized properties, closer in to Town Centers and everyone favors these changes, but they accom- downtowns. By providing incentives and exemptions modate newcomers while preserving single-family for developers and investors, projects are more neighborhoods—and they are beginning to make a likely to pencil out. New opportunities are created dent in congestion. and the projects contribute to overall sustainability. It can be done with care. By limiting the height of buildings based on the width of the street, density IMPLEMENTING PLANS AND OVERLAYS can be increased without creating high-rise can- Retail and Commercial yons. In Toronto, the rule is 80% of the street width, at the front of buildings. So smaller avenues can The commercial zone is the heart of any Town Cen- tolerate fi ve stories along the street, stepping back ter. The problem in the Los Angeles area was that to six stories maximum—while on larger boule- planning and land-use policies grew up around the vards, buildings could be seven stories high along private automobile. Originally, one could get from the street, stepping back to nine stories maximum.”3 any single place to any other place in the entire region—door to door—at any time of day with little While a builder may be able to build to the sidewalk resistance. Unfortunately, with all those trips going edge as a matter of right, it is certainly in the inter- in different directions, it was inevitable that travel est of tenant attraction to allow a buffer between the would begin to bog down. front of the building and the property line. Planners may be able to bargain for setbacks and façade Nonetheless, planners have continued through articulation in exchange for a few feet of height— the decades to tighten the knot of crossfl ows and height that benefi ts all concerned, especially the arterial bandwidth, not taking the larger picture into tenant. account. What might otherwise be a Town Cen- Further, streetscape features, such as bulbouts ter would be distributed into multiple strip centers (curb extensions) can turn a sidewalk into a patio spaced to serve mostly-local automobile traffi c. of sorts, extending into the public space. This can These strip centers usually host a few local busi- provide excellent and mutually-benefi cial leverage nesses such as mini-markets, fast food restaurants, to the entitlement process when you consider the dry cleaners and other small service establish- value of such features. ments—rarely providing a one-stop solution. CHALLENGES OF GROWTH Another challenge in Los Angeles is that many of these zones are very shallow, and do not allow for The populace of the San Fernando Valley are modern fl oor plate requirements. Likewise, street known for a certain degree of resistance to change. and sidewalk widths often do not provide enough One of their primary concerns is that allowing any space for creating attractive streetscapes and walk- one project may set a precedent, and open the ing confi gurations. Specifi c Plans and Community fl ood gates to too much more of the same. Partially Design Overlays (CDOs) have been used to great this comes from being situated in a megalopolis effect in establishing Town centers and pedestrian- that is physically remote, and some would argue, oriented themes. not responsive to community visions for the future.

3 Morrow, Gregory D., “How to make Los Angeles more affordable and more livable,” Los Angeles Times, July 24, 2015

REVISION 4 - JUNE 2016 Page 47 The Los Angeles City charter was re-written in TRANSIT-ORIENTED DISTRICTS AND 2000 to provide representation through a system STATION AREA PLANNING of Neighborhood Councils and seven Area Plan- ning Commissions (APCs). This not only provides The Sylmar/San Fernando Metrolink Station area a more responsive form of governance, but an ideal has already been earmarked for new development conduit for planning and visioning. as part of the efforts to rebuild the rail infrastructure in the region. Unfortunately, many of these stations The Northeast Valley, like all other communities in lack basic facilities that would make them much the state, is subject to a periodic Regional Hous- more usable, such as restrooms and storage for ing Needs Assessment/Allocation (RHNA) process. bicycles. Cities are each required to accommodate residen- tial capacity (population) under the California State While the current plans are modest, the long-term Housing Element Law. This includes allocation by vision for this station, which will be the intermodal various income/price range categories. link between Metrolink, the East San Fernando Valley Transit Corridor and Metro buses, should go Planning strategies for future population and de- much further to envision a destination for commut- velopmental increases must also comply with AB ers and residents. 32 and SB 375 Sustainable Communities Strategy requirements. Adopted in 2006, AB 32 requires The zoning for this area should be refl ective of the the California Air Resources Board to establish vision—expanded to include more retail, restau- GHG emission targets, while SB 375 provides a rant and entertainment options; more commercial more detailed approach to reduce GHGs through spaces (such as fi tness centers); and fully integrat- the planning process. The statute requires local ed housing arrangements—as one would expect in agencies to plan for closer proximity of origins and any Transit-Oriented Development area. This could destinations (such as housing, shopping and jobs). easily become a full-featured community center. The idea being to reduce vehicle miles traveled.

Fig. 17 - Van Nuys Blvd. and San Fernando Rd. Concept

48 Page WWW.NORTHEASTSTRATEGY.ORG LAND-USE INCENTIVES and light duty truck trips generated by the project upon its completion; on climate change or the re- Cross-Jurisdictional Cooperation gional transportation network; or a reduced density To accomplish these goals, a series of overlays alternative.”5 for these economic opportunity zones need to be Similar to a Specifi c Plan, The Station Area Plan at developed. the Metrolink stops, should play a key role in North- The overlays should include the East San Fernando east strategies. In particular, the Station Area Plan Valley Transit Corridor and the recommended bus at the Sylmar/San Fernando Metrolink Station pro- BRT service along San Fernando Road. They vides an unprecedented opportunity for the cities of should include the commercial, manufacturing and San Fernando and Los Angeles to collaborate—to industrial areas adjacent to the transit lines in Pa- coordinate their planning efforts and create a seam- coima, San Fernando, Panorama City, and Sun Val- less cross-jurisdictional Transit-Oriented District. ley. The Sun Valley Specifi c Plan overlay should be supplemented to address the community’s remedia- TRANSIT PRIORITY PROJECTS (TPP) tion areas—landfi ll and industrial sites. A second category of project eligible for CEQA streamlining is Transit Priority Projects (TPPs). SPECIFIC PLANS AND AMENDMENTS These projects must contain at least 50 percent The recommendation is to create Specifi c Plans, residential use; propose more than 20 dwelling bonuses and incentives for developing commercial units per acre; and be located within one-half mile and industrial sites along these corridors. of a major transit stop or High Quality Transit Area that is included in the Regional Transportation Plan. A tried-and-true tool, the Specifi c Plan (overlay Projects eligible under these rules are analyzed district) is seen by many as an obstacle to develop- under a new set of criteria spelled out in SB 375’s ment. But, it can also be used to incentivize certain Sustainable Communities Environmental Assess- types of community-friendly growth and economic ment (SCEA), referring to an EIR with signifi cantly development. Once adopted, the Specifi c Plan reduced requirements—or they can receive a full should be showcased to those who would be in- CEQA exemption if they meet additional criteria. clined to invest in its vision. The existing Foothill Boulevard Specifi c Plan cov- EXEMPTIONS FOR SUPER-COMPACT ers the well-developed Sunland-Tujunga downtown PROPOSALS area. By extension, it should also be applied to the If approved according to the overlay rules that will entire corridor, with at least two distinct sections: be written under this strategy, projects proposing to the recreational area through Hansen Dam and meet the newer “super-compact” guidelines could contiguous to the Discovery Cube; and the rural- also receive exemptions from certain provisions of equestrian corridor east of the 210 Freeway. the city and county inclusionary housing rules. The Beyond these specifi c incentives, SB 375 creates city and county planning codes could be relaxed two specifi c incentives for communities relating to for these projects, since properties that meet these the California Environmental Quality Act (CEQA) high-density standards would by design be more af- that apply to two types of projects that are RTP/ fordable and already meet some of the restrictions SCS-compliant: (1) Residential/Mixed Use4 Proj- and quantity requirements. ects; and (2) Transit Priority Projects (TPPs). Both of these can be factors in the land use aspects of ALLOWING CURRENT USES THAT ADDRESS this plan. ENVIRONMENTAL IMPACTS Under SB 375, properties that meet specifi c stan- Because of the underserved conditions in which dards qualify for a streamlined CEQA review. They the Northeast Valley communities exist, they now must have at least 75 percent of the building square represent some of the best opportunities for major footage in residential use and meet the use, densi- progress within Los Angeles County. San Fernando ty, and building intensity requirements of the SCAG Road and Van Nuys Boulevard are both ripe for re- RTP/SCS. development. Commercial and retail spaces in San If they do, “any environmental review conducted will Fernando and Panorama City are ready to welcome not be required to discuss growth inducing impacts; new businesses and employers as the economic re- any project-specifi c or cumulative impacts from cars covery increases local demand. A solid and reliable transit infrastructure will breath new life into these 4 The Lexicon of the New Urbanism, mixed-use is multiple functions already-transit-dependent communities—providing within the same building or the same general area through super- imposition or within the same area through adjacency… from which 5 SCAG “2012-2035 RTP/SCS,” p.150 many of the benefits are… pedestrian activity and traffic capture.

REVISION 4 - JUNE 2016 Page 49 better access to the amenities and resources the 3. Seek a balance between quality of life, eco- community has to offer. nomic health and employment growth. This pent-up demand for new development 4. Develop methods for retrofi tting commercial creates a major opportunity. With visionary and residential properties for reduced en- planning and zoning, new projects can elevate ergy and water use, and decrease pollutant the quality of life for residents. The fl ow of new output. development can encourage green jobs, re- 5. Create and supplement Specifi c Plans to duce vehicle trips, and foster conservation and realize the community’s vision—and address sustainability. the Remediation Areas. 6. Demonstrate to stakeholders how economic STRATEGIES AND SOLUTIONS expansion and environmental protection can 1. Create a campaign and long-term strategy to be compatible and mutually supportive. rid the area of locally undesirable land uses, seeking ways to replace or re-purpose cur- rent enterprises to accommodate a healthy local environment. 2. Give critical consideration to the viability of strategies—assuring realistic approaches that have high probability of success. Review industrial uses and regulations to allow for attraction, and meet their needs without un- reasonably burdening the community.

Fig. 18 - Zoning Map, Sylmar/San Fernando Metrolink

50 Page WWW.NORTHEASTSTRATEGY.ORG SECTION 6 - TRANSPORTATION ROUTING PUBLIC T RANSIT The San Fernando Valley Mobility Matrix It is trip density within a corridor that determines potential demand for metro rail, not population The San Fernando Valley Mobility Matrix was cre- density. Making metro rail both productive and cost ated by Metro working in concert with the San Fer- effective—carrying many passengers between point nando Valley Council of Governments. It serves as A and point B—is one of the only ways to be suc- a vehicle for communicating subregional needs into cessful. Metro’s Long Range Transportation Plan update, providing: Los Angeles County does not conform to traditional downtown/outbound transit patterns. Jobs and • A process for developing consensus. other destinations are spread over more locations, Through the Project Development Team creating polycentrism. The density of activity at any (PDT) and targeted outreach, the Mobility single location is thus reduced. That is, not every Matrix stakeholders built consensus around destination will be able to have an easy connection goals and objectives for improving mobility to a rail line. within the subregion, in order to more con- sistently address their priority transportation Los Angeles County’s polycentricism makes it more issues and proposed improvements in the diffi cult to justify costly investment in light-to-heavy next LRTP1 and beyond rail service and dedicated right-of-ways in serving many activity centers. This further decreases the at- • An initial framework for LRTP performance tractiveness compared to the automobile, given the analysis. The consensus-building process need to travel to different destinations serving multi- included articulating a set of subregional purpose trips, and to combine multiple errands in a goals and objectives; an initial screening of single trip.3 potential projects and programs to address those goals and objectives; and develop- SAN FERNANDO ROAD CORRIDOR - HQTA ment of a set of proposed performance The San Fernando Road High Quality Transit Area measures is being proposed as critical to allow workers in the • An approved list of projects and programs. other four centroids to access the new employment The Mobility Matrix provides a list of projects opportunities that will be generated in the Sun Val- and programs approved by the subregion ley area. It is also worth noting that it was identifi ed (SFV COG) that is intended to address trans- as one of the critical HQTA corridors in the Com- portation system defi ciencies and needs. pass Blueprint stages of the 2012 Regional Trans- • Draft investment needs and implementation portation Plan. timeframes, based on high-level estimates While this is a bus-driven corridor, it is important of project/program readiness and project that, for the level of service to be truly useful as an costs—the Mobility Matrix presents the sub- 2 alternative to personal vehicle trips, it must: (1) be regional investment frequent, especially at peak hours; (2) offer express This will provide a very timely opportunity to make service as an overlay on the local service during certain that the vision for future regional mobility peak commute hours; and (3) run early and late includes substantial service to the Northeast Valley. enough that restaurant workers and shift-based This is in addition to the East Valley Transit Cor- manufacturing employees can realistically use it to ridor BRT/LRT and the existing Metrolink service to commute. These communities already have demon- Union Station and the Antelope Valley. Mixed-use strated a willingness to give up vehicles and com- and higher-capacity Transit-Oriented Development mute via other modes. offer the best hope for an increase in situating mod- erate to affordable housing in close proximity to the To enhance the usefulness of this primary node, existing and proposed transit stations and stops. attention should be made to ease of access to key parts of the employment, educational, transporta- The Northeast has seemingly been last in line for tion, recreational and retail resources that residents infrastructure improvements, including sidewalks, will desire. Some of these key destinations which curbs and other street improvements. This is com- should be realistically accessible via transit include pounded by an extraordinary amount of truck traffi c Bob Hope/Hollywood-Burbank Airport; local uni- and operations that generate excessive amounts of versities and colleges such as Mission College, dust, dirt and pollutants. 3 MO, B.. Atlas of Potential Metro Rail Ridership. Cartographic 1 Long-Range Transportation Plan, Metro Perspectives, North America, 0, Jun. 2012. Available at: . Date accessed: 19 Jan. 2016.

REVISION 4 - JUNE 2016 Page 51 the College of the Canyons, Woodbury University, Many of Los Angeles’ arterials are in the range of and California State University, Northridge; the 80 feet wide. Arterials built to accommodate the Nethercutt Museum, Hansen Dam and the Discov- Pacifi c Electric rail lines in the early 20th century ery Cube area; as well as specialized employment range between 100- and 120-foot wide, providing centers in Sun Valley, Panorama City, and the Cities suffi cient clearance for medians, rail, dedicated of San Fernando, Santa Clarita, Glendale, and busways, bikeways, diagonal parking, streetscape, Burbank. and sidewalk activities, such as alfresco dining. In general, they encourage creative uses of the public FIRST MILE VERSUS LAST MILE spaces. At 80 feet or less, with turning pockets, The fi rst- and last-mile connections present the fl ares, and zero setback building lines, there is al- most daunting challenge for public transportation. most no room for street treatments unless a lane of To place fi rst- (origins) and last-mile (destinations) traffi c is eliminated. Unfortunately this can gridlock in the same category is an error. “Origins” (homes) the main thoroughfare, and send thru traffi c into lo- are primarily in suburban and semi-urban locations, cal neighborhoods. with a vast majority in the San Fernando Valley be- ing single-family residences—the very essence of There have been instances where key intermodal sprawl. To effi ciently provide fi rst-mile transit ser- connectivity elements, such as bus layover and vice to the 100,000 housing units in the Northeast fi rst/last mile facilities were removed from a proj- Valley, or the 600,000 units Valleywide, requires a ect’s scope during post-planning phases of project highly fl exible and relatively expensive transit sys- implementation. For example, a critical bus layover tem. It would need to access virtually every origin in facility was removed from the project defi nition of a a 325 square mile area. Metro rail project as a value engineering decision. Although the facility may still be funded or imple- The last-mile “destination” is quite a different chal- mented, possibly as a separate project, a clearer lenge. Destinations tend to be concentrated and statement in the project defi nition may have more clustered in business districts, industrial zones and strongly supported its implementation. A statement commercial areas. In the Valley, they often appear of this type is critical at the beginning of the plan- in long shallow strips that are actually easier to ning phase, such as during the development of the service than larger rectangles. “Purpose and Need Statement,” and further empha- The looming exception to this is the neighborhood sized at the completion of the planning phase. strip mall—ubiquitous in the Valley. While these are normally situated within a walkable radius of hous- GRADE SEPARATION ing, most of their activity still comes from the au- Grade separation can signifi cantly increase road- tomobile. And unfortunately, they lack the range of way capacity, since intersections are a major cause value, goods and services most residents seek. of traffi c delay. A typical arterial lane can carry less than 1,000 vehicles per hour, while a grade There are a number of challenges with improv- separated freeway can carry more than twice that ing fi rst- and last-mile connections to transit in Los amount. Grade separation of rail lines can increase Angeles County. In many situations, especially traffi c fl ow where rail crossings are a major cause along higher-traffi c corridors, right-of-ways are of traffi c delay and hazard. limited and already encumbered. Providing robust access facilities could potentially put strain on other LIGHT RAIL AND CONVERSIONS complementary travel modes. For example, losing traffi c lanes on a heavily-used transit corridor will While carrying logistical, political, and fi scal chal- affect vehicular throughput including mixed-fl ow bus lenges, building the East Valley Transit Corridor as operations. a rail line or converting the Orange Line to grade separated light rail service would increase effi cien- RIGHTS OF WAY cy and capacity markedly, and improve cost-effec- In many situations along heavily-traveled rights-of- tiveness, as greater volumes of passengers could way, public transportation alternatives are limited. be accommodated without necessarily increasing Los Angeles arterials often were not built to accom- the number of operators required.4 modate public transportation or walkable centers. They were simply designed to maximize throughput MODE SHIFT TO PUBLIC T RANSIT of private automobiles. In many cases, as conges- Shifting drivers from automobiles to public transit on tion increased, parking lanes and other apron areas a particular highway not only reduces congestion were re-stripped as traffi c lanes—depriving busi- on that facility, it also reduces the amount of vehicle nesses and properties along the way, of what is of- ten their only resource for customer/client parking. 4 Orange Line Bus Rapid Transit Sustainable Corridor Implementa- tion Plan,” report, SCAG/Metro, Los Angeles, CA, June 29, 2012

52 Page WWW.NORTHEASTSTRATEGY.ORG traffi c discharged onto surface streets, providing downstream congestion reduction benefi ts. For example, when comparing the congestion benefi ts of a highway widening project with a transit service improvement, the analysis should not be limited to just the highway that is expanded. It is important to also account for the additional con- gestion on surface streets where highway traffi c dis- charges, resulting from increased traffi c volumes, and the reduction in surface street traffi c congestion that would result if the transit improvement attracts highway drivers out of their cars.5 Improving travel options can therefore benefi t all travelers on a corridor, both those who shift modes Whether the mode is light rail or Bus Rapid Transit, grade separations and those who continue to drive. are key to safety and efficiency, avoiding mixed flow with surface traffic EXAMPLES OF TDM/TSM STRATEGIES6 Flexibility and sharing: • Compressed work schedule • Flexible work hours • Telecommuting and satellite offi ces • Staggered school class schedules • Student carpooling • Casual carpooling/slugging • Safe Routes to School strategies • Park & ride facilities and transit feeders Employer fi nancial incentives: • Parking strategies such as preferential/free/ low-cost parking for carpoolers, and parking pricing • Ridesharing

• Transit subsidy Light-Rail Transit (LRT) at grade Crossing • Bicycle subsidy • Secure bicycle parking • Employer-based rideshare programs • Assistance in forming carpooling and van- • On-site childcare facilities pooling programs Intelligent transportation systems: • Integrated corridor system • Signalization for buses • Incidents management system • Real-time information by transit providers • Speed reduction/limit strategies • Bike/pedestrian programs • Driver education programs • Transit access improvement and integration • Vehicle trip reduction ordinances with other modes • Ramp metering • Regional congestion pricing • Freeway travelers information system • Major events strategies • Shopping center access and strategies • Guaranteed rides home in case of emer- gency

5 Victoria Transport Policy Institute < http://www.vtpi.org/> 6 Transportation Demand Management; Transit Systems Manage- ment; Source: Proposals Jointly developed by SANDAG and SCAG. May 22, 2009

REVISION 4 - JUNE 2016 Page 53 HIGH QUALITY T RANSIT AREAS (HQTAS) AND • Livable Corridors: arterial roadways where TRANSIT PRIORITY AREAS (TPAS) jurisdictions may plan for a combination of the following elements: high-quality bus fre- The overall land use pattern detailed in the 2012 quency; higher density residential and em- RTP/SCS reinforced the idea of focusing new hous- ployment at key intersections; and increased ing and employment within the region’s HQTAs. active transportation through dedicated For planning purposes, an HQTA, as we have men- bikeways tioned, is defi ned as: • Neighborhood Mobility Areas (NMAs): strategies are intended to provide sustain- an area within one-half mile of a well-serviced able transportation options for residents fi xed guideway transit stop, and it includes bus of the region who lack convenient access transit corridors where buses pick up pas- to high-frequency transit but make many sengers every 15 minutes or less during peak short trips within their urban neighborhoods. commute hours. NMAs are conducive to active transportation The 2012 RTP/SCS also identifi ed Transit Priority and include a Complete Streets approach Areas (TPAs), which are defi ned as: to roadway improvements, to encourage re- placing single- and multi-occupant automo- locations where two or more high frequency bile use with biking, walking, skateboarding, transit routes intersect. neighborhood electric vehicles and senior 7 Currently, more than fi ve million residents in the mobility devices. region live within HQTAs. These HQTAs currently 7 Southern California Association of Governments (SCAG) 2016- accommodate 2.8 million jobs 2040 RTP/SCS p25 The 2016 RTP/SCS plans for focusing new growth around transit, which is supported by the following policies: • Identifying regional strategic areas for infi ll and investment • Structuring the Plan on centers develop- ment • Developing “Complete Communities” • Developing nodes on a corridor • Planning for additional housing and jobs near transit • Planning for changing demand in types of Compact Development adjacent to Orange Line Terminal in Warner Center housing • Continuing to protect stable, existing single- family areas • Ensuring adequate access to open space and preservation of habitat • Incorporating local input and feedback on future growth. These policies support the development of: • High Quality Transit Areas (HQTAs): areas. While HQTAs account for only three percent of total land area in SCAG region, they are planned and projected to accommodate 46 percent of the region’s future household growth and 55 percent of the future employ- ment growth.

Metro Rapid Bus

54 Page WWW.NORTHEASTSTRATEGY.ORG BUS ROUTES AND BUS RAPID T RANSIT Sylmar/San Fernando Metrolink Station, with a straight route south along San Fernando Road to In addition to the East San Fernando Valley Transit the Burbank Regional Intermodal Transit Center, at Corridor, this strategy envisions the creation and the Bob Hope/Hollywood-Burbank Airport. maintenance of an additional bus-based HQTA, running the length of San Fernando Road through the entire east San Fernando Valley, connecting to Sylmar (and possibly Santa Clarita) in the north and Burbank Airport to the south. This HQTA will allow residents of the strategy area (and other areas along the corridor) to access employment, recreation and amenities. In improving the jobs- worker mix, and opportunity for residents in these vulnerable communities, this HQTA will serve an important role.

INTEGRATED T RANSPORTATION AS A BASIS FOR BETTER, SAFER ACCESS Beyond the development of the HQTAs discussed above, the local transportation context and frame- The Regional Intermodal Transit Center at Bob Hope/Hollywood- work along these corridors, and their connected Burbank Airport - Photo: Metro/ communities, need to be brought into alignment with best practices for making these areas as safe LAND USE INTEGRATION WITH THE T RANSIT and accessible as possible to pedestrians, bicy- STRUCTURE clists, and transit riders. This includes incorporating In conjunction with the establishment of the two the latest designs by local organizations and plan- HQTAs, the strategy builds on the need for ex- ners within the transit corridors, and building inter- tensive incentives for new land use and planning agency support to improve public safety in adjacent guidelines. There are three general threads to the communities. strategy envisioned with respect to land use: (1) the extensive use of Transit-Oriented Development TRANSIT CONNECTIONS FOR THE CENTERS strategies around the Sylmar/San Fernando Metro- The most useful transit is that which gives riders link station (and planned hub for the ESFVTC light access to the most locations. The strength is in the rail); (2) super-compact, mixed use development networks. As Metro completes more and more of its along the HQTA corridors along San Fernando lines and fi nds ever-better ways to deliver its ser- Road and Van Nuys Boulevard; and (3) incentivized vices, each connection to the grid becomes more zoning and investment to preserve the industrial- valuable and desirable. zoned properties within the focus areas; and to pro- vide opportunities to mitigate environmental issues The Metrolink Stations at Sylmar/San Fernando when present. Components of each of these plans and Van Nuys are key centers from which Metrolink have already been undertaken separately and will trains provide access to Downtown Los Angeles; be highlighted herein, with a particular vision to north to the Antelope Valley and Ventura; and east integrate the separately-developed efforts into a to San Bernardino, Riverside and Perris Valley. Trav- coordinated strategy for the whole region. elers can also take Amtrak south to San Diego; and north to San Luis Obispo, Portland and Seattle. In the context of the overall zoning strategy, will also be a proposal for “super-compact” develop- Locally in the target centroids the planned East ment. The goal here is to ensure that (1) the exist- Valley Transit Corridor (BRT/LRT) will begin at the ing housing stocks available in the region remain Sylmar/San Fernando Metrolink Station; run south at current affordability levels; and (2) new housing parallel to San Fernando Road and Mall Area constructed as part of the mixed-use corridors is TOD; turn west at Van Nuys Boulevard; and follow developed in such a way that it does not result in Van Nuys through the center of the Pacoima Cen- signifi cant gentrifi cation of the overall communities, ter business district, the Panorama City business but rather in creating access to needed and “next district and Mall; the Van Nuys business district; and step” housing that is relatively accessible to those fi nally connect with the Orange Line BRT at Oxnard who already reside in these communities. Street and Van Nuys Boulevard. See also Appendix B, Transit Alternatives The proposed San Fernando Road HQTA line would likely be BRT, and also emanate from the

REVISION 4 - JUNE 2016 Page 55 EAST SAN FERNANDO VALLEY TRANSIT CORRIDOR PROJECT STUDY AREA

Fig. 19 - EVTC Alternative 4, Median-Running Light Rail

56 Page WWW.NORTHEASTSTRATEGY.ORG EAST SAN FERNANDO VALLEY T RANSIT Thus offering multiple modes of transit, and a wider CORRIDOR variety of destinations to transit patrons. Sylmar and San Fernando share a stop on the Calls have been made to assure that any such fi xed Metrolink commuter rail line, with limited intermodal guideway or right-of-way in the San Fernando Val- connections. The Metrolink rail running north south ley includes grade separations—at least at major through the Northeast Valley provides an opportuni- cross streets—and other protections to assure un- ty to discuss Transit-Oriented Development in a sig- interrupted fl ows, and shorter travel times for riders. nifi cant way. Focusing exclusively on transportation, It bears noting that in 2011, 10% of grade crossing however, can overlook the land-use planning aspect collisions in the United States occurred within the of the discussion. The timeless question “Should SCAG region of Southern California. all development be concentrated around transit… or should transit be extended to serve existing and Grade crossings are also proven to reduce travel new suburban business districts that currently lack times, eliminate delays, increase safety, decrease transit service?”8 Successful corridors need vigilant emissions from idling vehicles, and improve rider- management.9 ship. As currently planned by Metro, the East San Fer- The most important aspect of this corridor is its nando Valley Transit Corridor will be served by ability to bolster the economy of the entire subre- either Bus Rapid Transit or Light Rail Transit. The gion. Commercial growth along a dedicated right- line will extend from the Sylmar/San Fernando of-way is expected to be very rewarding, with more Metrolink Station at the boundary between the City businesses, more employment and more visiting of San Fernando and the community of Sylmar, to customers. Businesses can invest in the corridor the Van Nuys (Sherman Oaks) Orange Line Station. knowing it will still be there 20 years from now. Riders can develop commute and travel patterns, possibly eliminating their private cars; with the as- 8 Geoffrey Booth et al., Transforming Suburban Business Districts, surance that each origin and destination, and most (Washington, D.C.: ULI-the Urban Land Institute, 2001), 52 travel times will be the same as the last. 9 Nat Wilson, AIA UDAT

Fig. 20 - Characteristics - East Valley Transit Corridor

REVISION 4 - JUNE 2016 Page 57 PROPOSED 2016 METRO BALLOT MEASURE The funds would be used to expand and supple- ment Metro’s ambitious buildout of a world-class Los Angeles County Traffi c Improvement Plan public transportation system. Funds would also be A formidable public transportation system has been used for local roads, freeways and transportation- built in Los Angeles County since 1980—the prod- related projects. uct of funding from Proposition A in 1980, Proposi- The Metro Board established a process to work tion C in 1990 and Measure R in 2008. Yet, there with the subregional councils of government— are still areas, such as the Northeast Valley that which now includes the recently-formed San Fer- have seen little of those improvements. nando Valley Council of Governments—to identify The state legislature adopted a measure in 2015 priority projects. Each subregion was given targets that would allow the Los Angeles County Metro- based on their population and employment. politan Transportation Authority (LACMTA/Metro) to place a proposition on the ballot in the county that Metro conducted a bottoms-up process with the would raise an expected $120 billion-plus in sales nine subregions of the county, wherein each sub- tax revenues over the next 40 years. As planned, mitted projects and a Mobility Matrix for evalua- some 45 major projects are proposed: tion. The Metro board adopted highway and transit performance measures; projects were scored • Every subregional area would get a major using weighted themes. project in the fi rst 15 years. The ballot measure would require a two-thirds • The plan involves a new ½ cent county-wide supermajority in order to be adopted, and it would sales tax; and continues current Measure R increase the county’s overall sales tax rate to 9.5 ½ cent traffi c relief tax until voters decide to percent. Based on recent polling, Metro believes end them. they can gain the necessary support. In June • With independent audits/oversight and all 2016 LACMTA/Metro adopted its proposed proj- funds controlled locally. ect list for the new ballot proposition. Some of the • $120 billion-plus would be generated over more substantial projects being proposed for the an initial 40-year span. San Fernando Valley are set out below.

Schedule of Funds 2016-2067 Avaiable Local, State, Measure Most Recent Federal, PROJECT Funding Cost Ground- Expected Other Notes 2015$ breaking Opening Subregion Funding Modal Code Start Date Date 2015$

Orange Line BRT Improvements n FY 2019 FY 2025 sf $0 $286,000 $286,000 T BRT Connector Orange/Red Line to Gold Line o FY 2020 FY 2022 sf $0 $26,700 $26,700 T East SF Valley Transit Corridor Project d FY 20121 FY 2027 sf $520,500 $810,500 $1,331,000 T Complete LA River Bikepath FY 2023 FY 2025 sf $0 $60,000 $60,000 H Sepulveda Pass Transit Corridor (Ph 1) b,f FY 2024 FY 2026 sf $0 $130,000 $130,000 H Sepulveda Pass Transit Corridor (Ph 2) b FY 2024 FY 2033 sf $1,567,000 $1,270,000 $2,837,000 T m FY2048 FY 2050 sf $0 $106,800 $106,800 T Orange Line Conversion to Light Rail FY 2051 FY 2057 sf $1,067,000 $362,000 $1,429,000 T City of San Fernando Bike Master Plan FY 2052 FY 2054 sf $0 $5,000 $5,000 H d. Project funded on LRTP schedule, per Dec. 2015 Board Policy. f. Sepulveda Pass Ph. 1 from Orange Line/Van Nuys to Westwood includes early delivery of highway ExpressLane.

Countywide Funding that SFV has Access to: State of Good Repair Throughout Life of Measure 2% of Overall Measure $2.4 billion Local Return Throughout Life of Measure 16% of Overall Measure $19.1 billion Throughout Life of Measure $600 million Countywide BRT Funding 3 Phases in Life of Measure $150 million

Fig. 21 - Metro Plan to Ease Traffic

58 Page WWW.NORTHEASTSTRATEGY.ORG ACCELERATION STRATEGIES • Federal and State Funds • New Starts, TIFIA loans, Cap-and- Trade, etc. • Local Funds • 3% contribution to transit projects based on benefi ts • Third-party investments • Private Sector Funds • Goods movement or vehicle-miles- traveled fees • Express lane or other tolls • Private fi nancing and innovation • Dynamic Shovel Ready Plans and Implementation

Fig. 22 - Light Rail Transit Configurations

Fig. 23 - Light Rail, Median Running LRT, Alternative 4

REVISION 4 - JUNE 2016 Page 59 FEEDER SYSTEMS Another mode that has yet to be implemented in the Northeast Valley is any kind of a DASH/Tram feeder system. “DASH” lines are owned and oper- ated by the City of Los Angeles, Department of Transportation. They provide localized services, and supplement the systems and networks of Metro.

Local DASH bus picks up passengers at the Panorama Mall

The Panorama City/Van Nuys DASH line cur- rently covers local portions of Sepulveda and Van Nuys Boulevard, along with Parthenia Street and Victory Boulevard. These circuits help with local connections to transit trunklines and stations. The lines run on fairly frequent schedules, and also help in tying communities and centers together— ones that might otherwise require a short- range automobile trip. Their service is similar to what was once offered by mixed-fl ow street cars.

Fig. 24 - Possible Pacoima/San Fernando DASH/Tram POTENTIAL DASH/TRAM CIRCUITS Two possible approaches to establishing DASH/Tram circuits to serve the Northeast Valley would emanate from the area’s two Metrolink Stations. Pacoima/San Fernando Circuit - The fi rst would begin at the Sylmar/San Fernando Metrolink Station; travel southeast on San Fernando Road to Van Nuys Boulevard and meet up with the Panorama City/Sun Valley Circuit at Van Nuys Boulevard and San Fer- nando Road; and from there angle northeast to Foothill Boulevard; then turn northwest to Maclay Avenue; and fi nally, it is southwest back to the Metrolink Station of origin. Panorama City/Sun Valley - The second would begin at the Van Nuys Metrolink Station in Panorama City; head due east on Roscoe Boulevard; turn northwest on San Fernando Road; meet up with the Pacoima/San Fer- nando Circuit at Van Nuys Boulevard and San Fernando Road, then follow Van Nuys around the Woodman curve, and back south to the Fig. 25 - Possible Panorama City/Sun Valley DASH/Tram Metrolink Station of origin.

60 Page WWW.NORTHEASTSTRATEGY.ORG CREATING HOSPITABLE T RANSIT HUBS Since locational effi ciency is a major goal of this strategy, clearly the place where land use and transportation meet is at minor transit stops and major Transit Hubs. Hubs have to be something more than a platform or a bench. They are the com- munity’s gateway to all of Southern California. They should provide safety, comfort, information, re- freshment, rest facilities and amenities; and should refl ect local culture and distinctions. Transit will always be attractive to the transit depen- dent, and improvements make welcome contribu- tions to their quality of life. However, for transporta- tion to be attractive to discretionary riders—those who have the option to drive private cars—it has to pay dividends in the form of being faster, more comfortable and more convenient. Fig. 26 - City of San Fernando Project Area Map It would be desirable to have as many centers served by transit as possible. Unfortunately, the $170 million had been reserved for Metro’s 9.2-mile addition of too many stops, stations or hubs slows East Valley Transit Corridor. The route would extend the local (non-express) system and reduces rider from the Sylmar/San Fernando Metrolink Station, motivations. This is an important strategic question; follow Van Nuys Boulevard, through the heart of the serving the most stops and keeping the system Northeast Valley in Pacoima, travel directly through moving. The primary and secondary streets in the the Panorama City shopping area and Mall, and Valley are largely set on a grid pattern at mile and terminate at the Van Nuys/Sherman Oaks Orange half mile intervals. In theory, stops could be placed Line station. every mile (half-mile radius), and Transit Hubs every two miles. Unfortunately, the budget would not be suffi cient to cover light rail—estimated at $1.3 billion—or any Proposition A (1980) and Proposition C (1990) kind of grade separation. This would be dependent were joined in 2008 by Measure R in providing sub- on a re-allocation or the passage of the proposed stantial funding for the development of transporta- ballot measure. tion improvements, including billions being spent in the San Fernando Valley. Aside from highway funds, By including the SCAG Compass Blueprint and dollars for public transportation are fi nally coming RTP/SCS priorities, this project can serve as a tem- to bear in the Northeast. At the time of this work, plate for Transit-Ori- ented Development in under-resourced communities. The team projects that owing to the demographics, the demand on this line will exceed that which has made the Orange Line BRT success- ful, beyond all ex- pectation. Metro has already awarded the City of San Fernando a grant to develop Station Area Plans in the half-mile radius around the Sylmar/ Fig. 27 - Concept for Intermodal Mobility Hub Inter-Modal Mobility Hubs can provide access, amenities and security for transit riders.

REVISION 4 - JUNE 2016 Page 61 San Fernando Metrolink Station. This strategy will Metrolink and Amtrak options—but it would provide set the stage for complementary visioning in the a portal to Burbank’s Regional Intermodal Transit City of Los Angeles portions of Sylmar—the other Center (RITC), with direct access to airlines, and half of the one-mile circle. This is potentially cross- any future rail or high-speed rail systems that might jurisdictional coordination at its best. be constructed.

The East Valley Transit Corridor may employ one The station could provide a showcase for the of several different transit modes: Bus Rapid Tran- area—encouraging tourism to its cultural, educa- sit (BRT) or Light Rail Transit (LRT). The proposed tional, museum and high-tech features; while also transit line will create a 9.2-mile transit corridor— highlighting regional cuisine and local retail at the perfectly confi gured for Transit-Oriented Develop- new Hub/Transit-Oriented Communities. ment. Half of the length of this corridor is situated in the Project Area. It will benefi t greatly from conver- Metro and the cities have tremendous opportuni- gence with the strategies developed, and the future ties to develop private partnerships in and around plans for the local area. The longer-term vision is to transit hubs that add amenities and recreation to link this line with the future multi-billion dollar Sepul- the neighborhoods, and also create destinations veda Pass Corridor connection to UCLA and other accessible from other hubs and stations around the high-demand, high-value destinations. county.

The opportunity exists to turn the Sylmar/San Clearly, the nearer commercial properties are to the Fernando Metrolink Station into a Union Station- hubs, the more valuable they are to their owners type transit gateway to the Northeast San Fernando and tenants. Any person from anywhere along the Valley. This station would not only be a confl uence line can simply catch the bus, or rail line, and walk of numerous bus, BRT, East Valley Transit Corridor, less than 2700 feet to their TOD destination. MOBILITY HUBS

Pedestrian Connections: To the Mobility Hub At the Mobility Hub

Active Uses: Bicycle Connections: Retail Bike Share Public Space Bike Parking Bicycling Facilities

HUB Support Services: Vehicle Connections: Ambassadors Ride share Waiting Areas Car Share Safety and Security EV Infrastructure Sustainable Approach

Information/ Signage: Bus Infrastructure: Wayfinding Bus Layover Zones Real-Time Information Wi-Fi Connectivity Fig. 28 - Mobility Hub Feature Chart

Source: City of Los Angeles, Department of City Planning

62 Page WWW.NORTHEASTSTRATEGY.ORG SECTION 7 - TRANSIT- SHORT T RIP STRATEGIES • Sidewalk Quality ORIENTED DISTRICTS • Local Bikeway Networks Focusing Growth Around Transit • Neighborhood Mobility Areas (integrated SCAG is including a strategy known as “Livable with NEV short-trip concept) Corridors” in its more recent 2016-2040 RTP/SCS.1 EDUCATION AND ENCOURAGEMENT These scenarios refl ect land use patterns as de- • Safe Routes to School picted by local general plans and land use policies; and refi ned by cities through SCAG’s extensive • SCAG Encouragement and Safety Cam- bottom-up local review input process and outreach paigns effort. Another useful approach is the creation of a Trans- portation Demand Management (TDM) district. Ac- They include expanded regional investment in Tran- ceptable traffi c levels can be sought with TDM and sit Integration strategies to increase transit rider- demand pricing for parking. A TDM district looks ship. They assume that fi rst/last mile improvements at the modes of transportation, not as an engineer will be made at all fi xed-guideway transit stations would, but as an economist might; putting incen- (i.e. commuter rail, subway, light rail and bus rapid tives in place to optimize use of scarce transporta- transit stations) across the region. The Livable Cor- tion resources. ridors strategy is comprised of arterial roadways where jurisdictions are planning for some combina- TDM is used to manage a multi-modal smart tion of high-quality bus service, increased opportu- transportation network that is pedestrian friendly. nities for active transportation, and higher-density The goal of a multi-modal transportation district in residential and employment at key intersections. Northeast Valley would be to minimize and, where possible, eliminate pollution and motor vehicle SCAG is also testing the concept of “Neighborhood congestion. The idea is to ensure safe mobility and Mobility Areas.” This concept encourages replacing access for all, without compromising the ability to automobile trips less than four miles in length with protect public health and safety. walking, bicycling and slow-speed electric vehicles. This is intended to direct future growth to walkable, OWN ENTERS mixed-use communities and to High Quality Transit T C Areas. In the evolution of the Valley—where the car once was king—strip centers were the new idea in The 2016 RTP/SCS contains 11 strategies de- convenience. In many areas, patchworks of these signed to increase active transportation as a share mini-centers had to stand-in for local downtowns. If of all transportation modes. These strategies are something wasn’t available at one center, you could established in four categories: simply drive to the next one.

REGIONAL T RIP STRATEGIES Many of the named communities in the Valley don’t actually have a center, as a town would. Those who • Regional Greenway Network: designed to have no center or under performing centers need increase walking and biking for recreation, to work toward creating Town Centers; places from making use of available open space, such which improvements can emanate, and where ac- as rivers, drainage canals, cycle tracks and tivities and local identity can take root. utility corridors. • Regional Bikeway Network In many of the commercial areas, the mix of busi- ness tenants lacks a theme or coherent strategy. • California Coastal Trail Access This makes it diffi cult to compete with malls and TRANSIT INTEGRATION STRATEGIES Lifestyle Centers where a patron can park once and • First/Last Mile (to transit) visit multiple shops, stores, restaurants, and enter- tainment venues. • Livable Corridors • Bike Share Services Portions of the Northeast Valley could even be considered “blighted” by today’s standards. Like any aging community, the homes and businesses 1 The 2016-2040 Regional Transportation Plan/Sustainable Commu- suffer from pockets of obsolescence, deterioration nities Strategy, Report, Southern California Association of Govern- and deferred maintenance. Some commercial areas ments, Adopted April 2016, p.95

REVISION 4 - JUNE 2016 Page 63 within the communities have aged and become Desolate centers ward off patrons, and businesses functionally obsolete. suffer when districts are not kept clean and in good repair. One of the most serious problems facing Neglected features of public streets and aging communities is visual blight and a lack of streetscape, such as broken furniture, unkempt vigilance in the upkeep of public areas. Safety and sidewalks, neglected trash, weeds and forgotten security are also important issues. The stigma of plantings, need a regular program of clean up, fear plagues many of the business districts in the maintenance and renovation. When commercial city. It is certainly one of the hardest perceptions to signage in an area is too aggressive, passersby are live down. assaulted rather than impressed. Colors, sizes and Many feel the Northeast could use more profes- styles are all lost in a visual jumble. sional and offi ce space. While scarcity drives up It is highly unlikely that all the merchants in one the short-term market, there is no question that area will cooperate. Sign regulations and Communi- low vacancy rates indicate a vital economy and ty Design Overlay districts can provide some relief, encourage local investment. In the fi nal analysis, as can Specifi c Plans. A complementary theme is high-demand commercial areas tend to be the most much more eyecatching than a hodgepodge of col- prosperous for tenants and landlords alike. ors and styles. Although some might object; it is an Most businesses feel that local dining and enter- established fact that by bringing order to the view, tainment are important to their success. Tourism, everyone’s signage becomes more noticeable. visitor and recreational traffi c are also known to have some of the greatest economic multipliers of In outlying suburban edge communities, a full array any category. That helps bring outside dollars and of amenities may be available, but are often poorly capital to a community. grouped or inconveniently situated. Patrons today have much higher expectations than they did in pri- Hospitality properties are in short supply in the or decades. There is a defi nite preference for mixed Northeast. According to the Los Angles Visitors and shopping, entertainment and service opportunities. Convention Bureau (LA Inc.), most of the San Fer- As a result of poor planning, many existing inline nando Valley market is what is known as “friends and family”—not necessarily tourism related. This is stores lack adjacent parking. Unfortunately, when a missed opportunity. Valley tourism has not been the original zoning was established in Los Angeles, well defi ned or aggressively promoted. In 2004, it was common to have commercial structures built the City of Los Angeles adopted a motion to fund a with little or no parking. three-year $1.8 million San Fernando Valley Con- Automobile traffi c is a mixed blessing. Too much, ference and Visitors Bureau pilot program. Unfortu- and it will drive patrons away. Too little and local nately, the funding never materialized. businesses can wither. Most businesses feel that TRANSIT-ORIENTED DISTRICTS (TODS) the traffi c on the street is important to the success PEDESTRIAN-ORIENTED DISTRICTS (PODS) of their enterprise. This is why they pay a premium for choice locations on major thoroughfares. As One of the most important keys to a Pedestrian- a practical matter, the quality of traffi c is far more Oriented District or Lifestyle Center is the ability to generate customer traffi c by serving as many of important than the mere quantity. Part of the recom- the needs of visitors as possible. This is also the mended strategy is “traffi c calming,” to slow down place where startup businesses and entrepreneurs the fl ow, fi lter it, and attract more destination traffi c have the best chance to succeed. While they may to Town Centers—defl ecting excess commuter and be unable to qualify as “credit tenants” for space pass-through traffi c. in a shopping mall or power center, they provide a The majority of businesses feel that anchor stores welcome eclectic complement in the Town Center and attractions are important. Those who go out- setting where independent inline storefronts are side of the Northeast Valley to shop or do business, able to coexist with major chains and franchises. mostly prefer fi nding more of everything in one lo- Several of the communities in the Northeast Valley cation. Quality, brands and selection are important. have potential Town Centers that are yet to be real- It should be noted that sales volume and product ized, or are in need of renewal and re-invigoration. turnover also have signifi cant impacts on the quality Through years of ad hoc planning and random ten- and selection of products at the retail level. In ad- ant development, areas often devolve into a mish- dition to better product turnover, people are simply mash of confl icting uses, unattractive styles, colors more attracted to places where other people are. and signage. The effect of this is to assault the visi- tor rather than to attract them to do business.

64 Page WWW.NORTHEASTSTRATEGY.ORG CREATION OF T RANSIT-ORIENTED DISTRICTS • Local amenities • Develop walkable Town Centers with a full • Quality employment and opportunities, par- array of amenities and opportunities ticularly for local populations • Attract needed services, dining and shop- • Residential product types that complement ping the centers • Cultivate social, cultural and entertainment • Infrastructure to serve the business and venues residential needs MIXED-USE APPROACHES • Regulatory reform to encourage community- friendly uses In older automobile-based planning models, the purpose of planning was to avoid, or buffer incom- • Neighborhood relations and inclusion of patible uses, putting commercial and industrial as stakeholders far from residential as possible. In the last several • Implementation strategies and continuity, decades, the movement has been to bring these both civic and governmental uses closer together; so much so, that mixed-uses WALKABILITY AND HUMAN SCALE have become very much in vogue. The land-use trend is toward mixed use, in-fi ll housing, and the The “walkable” Town Center needs to include: creation of much more vertical communities. • Most essentials and shopping within a The precursor to the Southern California Associa- 15-minute walk of home and work tion of Governments’ Sustainable Communities • Pedestrian-friendly street design Strategy was its Compass Blueprint project begin- • Buildings near the street with streetscape ning in 2000. Compass completed its work recently setbacks, trees, awnings, porches, attractive with its “2% Strategy,” and became today’s SCS. hardscape, windows and doors facing walks The conclusion was that virtually all of the projected • Tree-lined streets growth and changes for the next several decades should be accommodated on only two-percent of • On-street or convenient structure parking, the available land in the SCAG region. This is con- with diagonals and curb extensions sistent with the goals of SB 375. • Hidden parking lots and structures with garages under or in the rear With Sustainable Community Strategies, there is a • Traffi c calming, roundabouts, narrower, me- renewed focus on Town Centers and public spaces. andering and slower speed streets The focus of transportation planning efforts is shift- ing from a strictly departmentalized approach that • Pedestrian street/promenades free of cars narrowly considers transportation, to a more inclu- in some cases sive, community-serving, qualitative approach that The City of Los Angeles, has embarked upon its considers factors beyond simple quantitative traffi c Great Streets program through Mayor Eric Garcetti. throughput. They have selected 15 stretches of strategic arteri- als to re-invent and “saturate with services, or turn Fred Kent at Project for Public Spaces (PPS) puts into green streets.” The process has already begun this point rather clearly: “If you plan cities for cars in several areas, and one stretch is included in the and traffi c, you get cars and traffi c. If you plan for current Project Area: the Van Nuys Boulevard - Pa- 2 people and places, you get people and places.” coima Center TOD. The PPS conclusions focus on the latter—creating a destination for people. While it is fi ne to create Los Angeles has already adopted the “Complete effi cient traffi c fl ows, it should not occur at the ex- Streets” concept to be applied in targeted areas. pense of our Town Centers and public spaces. This approach includes: Business districts are destinations that attract con- • Quantifi cation of demographics and market centrations of patrons, and must address certain expectations critical issues that include: • Consideration of the urban form, built envi- • Transit orientation with multiple alternatives ronment and physical constraints to carbon emitting modes • Creation of destination criteria to determine • Character and form of development what attracts and what repels • Establishment of criteria for candidate • Retail and commercial tenant mixes streets and neighborhoods

2 Fred Kent, Projects for Public Spaces, March 25, 2016

REVISION 4 - JUNE 2016 Page 65 • Development of an overriding strategy for outside dollars and resources, commercial capital Location Effi ciency to complement transit can be increased, leading to upward trends in activ- modes and technologies being identifi ed ity, employment and businesses. and brought on line by SCAG and Metro For the Town Center to become a destination some- • Provision of a foundation for implementing a thing unique has to be offered—things not easily healthy and sustainable planning process obtained in customer’s home communities. The • Generation of a strategy to showcase the competitive advantage of the Town Center tenants community gateways in particular. might result from: (1) type of goods or services, • Weighing each proposition against practicality (2) quality, (3) price point, (4) selection, (5) conve- • Building on strengths and demonstrated nience, (6) unique recreation, attraction or hospi- capacities tality, (7) interesting or attractive surroundings, (8) co-location of multiple activities; or a combination of • Seeking to have private streetscape en- such features. hancements projected into public spaces • Creation of visual cues, streetscape and In TOD or POD mixed-use settings, residents are walkable corridors coming and going at all hours of every day, and commercial activity continues from early in the See also Appendix E, Main Street Magic morning to late in the evening. As a result, visitors ATTRIBUTES OF T OWN CENTERS feel more secure, knowing there are “eyes on the street.” The standards used for most Transit-Oriented Districts are 1/4 to 1/2 mile radii or bands—coincid- The mixed-use model provides for Compact Devel- ing with the distances a person is willing to walk opment using a three-dimensional spacial compo- to access public transit. In this strategy we use the nent. Instead of the two-dimensional sprawl that half-mile standard, considering the convenience Southern California has made famous, the multiple and attraction of well-developed Town Centers that of verticalization opportunities can range from two are also served by public transit. to ten or more levels. This elevation decreases some of the need for vehicle travel. Naturally this range is increased when alternative fi rst-mile linkages are available, such as bicycles, Once the TOD is established, there are improved rideshare and other options. Likewise the distance opportunities to create community gathering is reduced for terrain and other obstacles. In the spaces. Plazas, parks, dog runs, roof decks, and instant case, most of the target areas are reason- barbecue areas encourage social interaction and ably level and accessible via walks and passable enhance opportunities for physical activity. On-site bikeways. spaces can accommodate classes and programs that promote healthy activities, such as fi tness, Town Centers differ from planned developments, cooking, nutrition, and gardening. A calendar of whether open air, enclosed or simply inline blocks regular programming will keep community spaces of single-owner units. Because Town Centers are activated and vibrant. Larger events might include normally a random conglomeration of owners, market places, movie nights, music festivals, art buildings styles and offerings; their cultivation can fairs, and holiday events. be a daunting challenge. The leadership has to come from the civic groups and the community. These all-important stakeholders have to develop consensus on a vision—one that is specifi c enough to provide guidance, but fl exible enough to take advantage of opportunities when they arise. Town Centers should provide a complete array of the shopping, amenities, recreation and opportuni- ties sought by local residents. As a result the need for vehicle trips can be reduced dramatically—with a net local reduction in GHG. The success of the community-driven Town Center relies on most of the same planning principles that apply to the local mall: aesthetics, activity, attrac- tion, and tenant mix. In addition to providing the community with the goods and services they desire, the Town Center should also be a destination for The Library Plaza lifestyle center at the public library on Ma- visitors from other areas. By increasing the fl ow of clay Avenue in San Fernando

66 Page WWW.NORTHEASTSTRATEGY.ORG TOWN CENTER AND TOD FEATURES Sustainable and Walkable Areas

Fig. 29 - Parking Spaces Shielded with Solar Panels

Those who have no center or underperforming centers need to work toward creating Town Centers, places from which improvements can emanate, and where activities and local identity can take root.

Fig. 30 - Walkable Section of a Town Center

REVISION 4 - JUNE 2016 Page 67 Temporary Pocket Parks Temporary Pocket Parks for Outdoor Restaurant Seating

Fig. 31 - Curbside Pocket Parks Concept

Temporary Pocket Parks

Temporary Pocket Parks Designed to take one Parallel Parking Space

Fig. 32 - Curbside Pocket Parks Expanded Concept

68 Page WWW.NORTHEASTSTRATEGY.ORG MOBILITY ENHANCEMENT AREAS Vehicle Enhanced Network The map (Figure 33) depicts a network of streets prioritized for vehicular movement. The Vehicle Enhanced Network (VEN) was devel- oped to identify corridors that will remain critical to vehicular circulation and to balance regional and local circulation needs. The Vehicle Enhanced Network covers approxi- mately 80 miles of arterials throughout the City of Los Angeles, important to vehicular movement, that carry between 30,000 and 80,000 vehicles per day, traverse 10 miles or more through the City, and provide access to freeways and critical facilities. Maintaining access for vehicular users, particularly by identifying gaps in the regional freeway system. Safety and targeted operating speeds are still key as part of the design and operation of VEN streets. The overall intent of the VEN is to provide streets that prioritize vehicular movement and offer safe, 3 consistent travel speeds and reliable travel times. Pinch point on the Interstate-5, looking north where traffic on the I-5, CA-118, CA-170, and I-210 northbound all converge. 3 “Mobility Plan 2035” An Element of the General Plan, Los Angeles Department of City Planning, December 2015

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REVISION 4 - JUNE 2016 Page 69 Developer exactions can provide 25% or more low SECTION 8 - SUSTAINABLE income housing units as a condition for allowing added density. However, this also diminishes the to- COMMUNITY BUILDING tal number of units that can be feasibly constructed, Strategies for Building Economic Opportunity While as many simply won’t pencil out. Maintaining a Stable Urban Setting Los Angeles’ 2005 Small Lot Subdivision Ordi- CHANGING FORTUNES nance2 allows for the “subdivision of underutilized land in multi-family and commercial areas into fee The now-aging suburbs of the broader Valley region simple homes.” Intended as infi ll development and were originally insulated from the woes of the urban a smart-growth alternative to traditional, suburban core. But, with changing demographics, the Valley style single-family subdivisions, small lot homes has become much more urbanized. Unfortunately, can have smaller lot areas with compact building these post-suburban communities often lack the footprints and reduced yard setbacks; street front- resources and civic infrastructure to adequately ac- ages, passageways between buildings, and open commodate the needs of newer populations, or to space. address some of the new challenges. 3 When average skill levels and literacy rates de- BENEFITS OF SMALL LOT DEVELOPMENTS cline, income gaps are magnifi ed. The data sug- • Increase home ownership at reduced costs gest ever-widening divisions between upper and • Increase housing production lower income groups, when, in fact, the majority of newcomers and immigrants are making dramatic • Not subject to monthly homeowners’ asso- progress toward median income levels. This makes ciation fees. strengthening the centers of these emerging com- • Easier to fi nance than condominium proj- munities all the more important—helping to build a ects. new civic, economic and social infrastructure. • Allow minimum of 600 square feet as op- Misperceptions can affect the marketing decisions posed to 5,000 square feet otherwise of private investors and entrepreneurs, who might • Allow a minimum width of 16 feet instead of otherwise provide resources needed for the growth 50 feet otherwise and development of the area. Communities need these external resources, as well as investment This intermediate level between condominiums, from within the community. This is best cultivated townhomes and minimal single-family homes is in- through strategic civic intervention,1 in the form of tended to increase supply and contribute to afford- visioning, planning and cultivation of leadership. ability. Not surprisingly, many of these projects are being constructed in high-rent districts, and even HOUSING being scaled down as they are, coming in at prices Housing can be made more accessible in a number from $500,000 to $1 million or more. In a minimal of ways. Strengthening the economy and improving confi guration, one normal tract-size house can be local prosperity can result in stakeholders becom- replaced by three or more small-lot homes. ing more competitive in an open real estate mar- A key consideration is where such housing is zoned ket (market-rate housing). If median incomes can or built. In transit zones and corridors, it may pro- be increased in the subregion, residents have an vide one more tool for the sustainable community. improved opportunity to afford and maintain hous- However, if built in an outlying community, they ing—quality housing in particular. could actually worsen congestion and pollution. The liberation of unused land—public or private— It bears noting that building new housing is unlikely can act as a subsidy for the construction of new to ever be less expensive or more affordable than housing, as can direct subsidies through voucher older existing stock. The sad reality is that neighbor- programs for renters, and special fi nancing pro- hoods with issues of deterioration, crime, lack of grams for buyers. Unfortunately, the local competi- amenities, poor proximity, overcrowding, etc. will, by tion in the use of these vouchers is quite keen, and defi nition, usually be more affordable. they are often inadequate for their purposes. Many landlords have reservations about the voucher/sub- LIVING AT A DIFFERENT SCALE sidy system and its clients. The most practical assumption for large-scale production of affordable housing is more in the vein of Compact Development in appropriate locations 1 In civic intervention, the most important tools are facts, followed by established policies with citations, aesthetics…seldom emotions, 2 LAMC Section 12.22-C,27, Small-Lot Subdivisions although pleasing urban forms, landscapes, streetscapes patterns 3

70 Page WWW.NORTHEASTSTRATEGY.ORG where alternate modes, such as active transporta- There are two threads in this strategy to create tion and public transit are available. Four hundred sustainable communities: (1) the strategy must pro- square foot spaces are not unreasonable, especial- tect and stabilize existing housing and create new ly where the alternative may be homelessness. housing in a way that preserves the affordability of the current housing stock; and (2) fi nd economic Unit production costs in many projects come in as development strategies that increase employment high as $500,000 each, especially where govern- ment subsidies are concerned. It is possible for in the specifi c communities that is consistent with smaller, economically-constructed pre-fabricated the skills, abilities, and industries of the people who units to be factory produced, and may be able reside there; and to simultaneously fi nd ways of to come in closer to $50,000 (not including land improving the connectedness of these communities costs). The “tiny house” trend gives us some idea of to the residents’ places of employment. how such small spaces can be put to effi cient use. One of the emerging complements to best practices A way to add capacity without a noticeable increase in urban planning is the development of the op- in density is to add guest housing/”granny fl ats” to portunity urbanist school of thought. This approach existing single-family residences. This would allow to planning and development emphasizes land aging owners to move to smaller, private quarters, uses and economic development strategies that and perhaps turn the main house over to their foster economic growth at all points on the income children. They could also accommodate extended distribution, not just targeting the higher-income families and intergenerational arrangements at households and the so-called creative class. In much reduced unit costs. These are not permitted this approach, even low and middle-income indus- in much of the Project Area. trial and manufacturing jobs are seen as desirable components of the local economy—rather than just The interaction between planning for new transit- the service and information-driven jobs that are so based development opportunities and the local often targeted in government planning circles. economy is a critical component to creating sus- tainable communities. For the benefi ts of these new The key tools of this economic development strat- opportunities to be fully realized, they must not dis- egy center on ensuring that the zoning infrastruc- place the local residents, but rather create oppor- ture and community design elements remain open tunities for those who live in the area to remain—to to the creation of jobs that lower-skill workers can attain, and share in the higher standard of living. pursue, and that existing neighborhoods are pre- served, even while new developments emerge. It is New residents can therefore be accommodated in also focused on ensuring that transportation infra- the new housing provided for in the strategy, while structure, whether transit-based or vehicle-based not pricing existing residents out of the market. is built and used in such a manner to reduce travel Often in economic development and planning strat- times. In short, it almost exactly parallels the over- egies, these tasks are accomplished by attracting all goals of the SCAG Sustainable Communities high-wage, high-profi t economic opportunities and Strategy. then building new, higher-end housing and retail to serve the new more affl uent residents. That is well PRIORITIES IN CREATING SUSTAINABLE and good to a point. However, in such instances, OPPORTUNITY IN THE NORTHEAST VALLEY the new households are likely to encroach upon, The application of opportunity urbanist thinking to and dislocate current residents from their homes by the Northeast San Fernando Valley does require driving up property values in the targeted regions a bit of a departure from its roots. While the move- and gentrifying the community. ment has grown out of work in the City of Houston, Texas with its expanses of land and very low-regu- An explicit goal of the SCAG SCS is to avoid this lation planning environment, it must be applied in a result and to devise strategies that will preserve the mostly built-up setting that is already highly regu- affordability of the community. Short of housing sub- lated, and for which the Sustainable Communities sidies, there is little the public sector can do to ad- Strategy is yet another layer of regulation. Develop- dress this scenario. The most sustainable and far- ers and investors seeking a path forward to build reaching method is to facilitate economic prosperity in the region must overcome any additional barrier. for existing residents to allow them to compete in Most are willing to accept this in exchange for a the marketplace. Where capital is short, micro- higher degree of certainty on all of the accompany- economies and micro-loans can be established to ing issues. The Regional Transportation Plan has leverage local innovation and entrepreneurship. some very specifi c goals and objectives regarding the fusion of land use and transit strategies.

REVISION 4 - JUNE 2016 Page 71 This has to be done in such a fashion that it will Current zoning and land-use planning in the area be self-sustaining—that is to say that the strategy will benefi t from a much more proactive and vision- creates a market context wherein private parties ary approach to community plans. Central to this will pursue the desired strategies without large plan is the cultivation of village streetscape and and sustained commitments of public monies and economic development in the commercial strips and centers. A unifi ed and motivated group of resources. stakeholders will be essential to achieving these Los Angeles has been seen as a model of the key goals and objectives. They will serve as the cata- attributes that create these nodes of opportunity. lyst to cultivate a built environment that more fully The key attribute is that it is a place of opportunity refl ects the promising inner potential of the com- for all parts of the income spectrum, not just the munity. elite or creative classes. Mayors of places like At- Over the next several decades, this vision will lanta, Portland, and San Francisco revel in the op- provide a framework for events, activities and the portunities created for the elite scientists, lawyers, development of supplemental materials. The strat- and high-cost entrepreneurs. egies presented here are intended to provide a Opportunity urbanist cities are those that provide framework for community implementation. opportunity for people of all income groups and, in the course of providing that opportunity, provide a TRANSIT-ORIENTED PLANNING T OOLKIT ladder of opportunities whereby they can move up This strategy is intended to act as a toolkit and to a better quality of life. These metros are also serve as a resource to develop and adopt transit- often at crossroads of travel and trade and provide supportive land use strategies. The goal is to jobs across a broad spectrum of skills, education achieve the broader GHG emission reduction and levels, and work styles. transportation, water, and energy effi ciency goals of Assembly Bill 32 (AB 32) and Senate Bill 375 (SB Los Angeles County has been a prototype for this 375). model for more than 80 years. Whether it was the young star or starlet leaving the Midwest looking This will help to position local jurisdictions to com- for their big break in Hollywood, or the Dust Bowl pete for funding opportunities through programs farmer seeking a new start, Southern California and such as the California Strategic Growth Council’s especially Los Angeles were more often than not Affordable Housing and Sustainable Communities their fi rst stop. World War II saw an acceleration Program (funded through Cap-and-Trade proceeds) in this role with the creation of a war stores manu- and Metro’s Transit-Oriented Development Planning facturing center that fed the regional economy for Grant Program. decades. It also fed the development of a middle The City of San Fernando received a Round 3 class ethic and culture envied across the nation Metro TOD Planning Grant in 2012, for the area and around the world.4 south of the Sylmar/San Fernando Metrolink sta- This project’s outreach meetings and interviews tion. There was no concurrent grant for the area to made it clear that residents are not anxious to see the north of the station, located in the City of Los dramatic increases in population density, traffi c Angeles.5 congestion or the basic culture and composition of PUBLIC T RANSIT PATTERNS their communities. From the urban-suburban culture of the Van Nuys Boulevard corridor in Pacoima to The polycentric and complex landscape of Los the meandering and bucolic trails of the foothill cor- Angeles County needs many different solutions to ridor, the Northeast has not one, but many distinct work together cohesively, to increase the attractive- personalities. ness of the Metro Rail system. Reliable bus service is just one solution among many other alternative Even though there is general resistance to change solutions, including park-and-ride, biking, and Bus and growth, most realize that some amount of Rapid Transit (BRT). In each case, the quality of the change is inevitable and—as this process would pedestrian environment around rail stations should suggest—desirable. The preference is to focus be addressed. When real and even perceived de- changes along main thoroughfares, in business dis- lays and inconveniences create a sense of inse- tricts and centers, and in the buffer zones between curity, riders usually choose to use their personal commercial corridors and established single-family automobiles.6 neighborhoods. Much of this could come in the form of community-friendly mixed uses and Transit- Oriented Districts. 5 See Metro 6 MO, B.. “Atlas of Potential Metro Rail Ridership” Cartographic 4 See report: Opportunity Urbanism mo-atlas>. Date accessed: 19 Jan. 2016.

72 Page WWW.NORTHEASTSTRATEGY.ORG JOINT DEVELOPMENT AND PUBLIC-PRIVATE The General Plan Framework for the city lays out PARTNERSHIPS (P3) the seven essential elements of a general plan, which are: land use, circulation, housing, conser- Projects delivered through a Public Private Partner- vation, open space, noise, and safety.8 Cities also ship (P3) must allocate the risks fairly between the have the option to include any other elements that parties, with each sector assuming the risks that relate to their physical development.9 In addition, they are best able to manage. the city has 35 Community Plans that set out land The public agency usually assumes the project uses and maps in each community. Added to each defi nition risk by undertaking the environmental of these are Specifi c Plans, overlays and districts to clearance effort, assessing fi nancial feasibility and address specifi c planning needs such as signage, garnering stakeholder and political commitment. landscaping, heights, and other aesthetic issues. The private sector can best assume the fi nancial Because of the size of Los Angeles, the diversity of risk, such as project fi nancing, construction and its neighborhoods and topography, and the diffi culty perhaps facility management. of applying one-size-fi ts-all solutions; gaining ap- The Metro Joint Development (JD) Program is a proval for projects—even popular ones— can be a real estate management program that collaborates daunting and expensive challenge. The politics of with qualifi ed developers to build Transit-Oriented the process can be one of the more diffi cult hur- Developments (TODs) on Metro-owned properties.7 dles, since each of the fi fteen city council members has near-exclusive power over development in their OBSTACLES AND INCENTIVES respective districts. The City of Los Angeles is widely known for having a diffi cult entitlement process—one that neither sat- The City Charter for Los Angeles was rewritten to isfi es the needs of developers, or the communities. comply with a successful 1999 ballot initiative that Residents tend to feel left out of the process. 8 California Gov.C. §§ 65300-65302.10 7 See Metro 9 California Gov.C. §§ 65303

REVISION 4 - JUNE 2016 Page 73 increased the city-wide Planning Commission from COMMUNITY SOLAR FARMS/GARDENS fi ve to nine members, and created seven more- An estimated 85% of U.S. residents can neither localized Area Planning Commissions to handle own nor lease photovoltaic generation systems be- community cases and issues. It also created Neigh- cause their roofs are physically unsuitable for solar, borhood Councils (NCs)—citizens groups, offi cially or because they live in multi-family housing. sanctioned as city subdivisions. Unfortunately their operating budgets have been very limited, and they A community solar farm or garden is a solar power lack any actual authority or control over city affairs installation that accepts capital from, and provides and budgets. output credit and tax benefi ts to, renters, individu- als and other investors. In some systems you buy To the extent that the local city council member individual solar panels that are installed in the farm respects and confi des in the NCs, they can be great after your purchase. In others you purchase kW assets for investors and developers. Their main capacity or kWh of production. concerns are almost always traffi c and aesthetics. They have the ability to take the necessary time The farm’s power output is credited to investors in to pre-screen projects, and make certain they are proportion to their investment. Companies, coop- community friendly before beginning the formal pro- eratives, governments or non-profi ts can operate cess. Anyone wishing to promote projects or invest- the farms. Centralizing the location of solar systems ments in the City of Los Angeles is well-advised to has advantages over single-family residential instal- establish liaison with NCs and homeowners’ asso- lation.11 This is a form of compensatory empower- ciations at the earliest possible date. ment for those unable to afford to own real estate. There are numerous tracts of land in the Northeast Valley that are not geologically or physically suitable to serve as traditional building sites. Decommis- sioned landfi lls and mining operations can add this capability to their methane gas generating capacity. Using their surface area for solar power generation could provide multiple benefi ts. With somewhat more effort, panel installations could cap basins that have been designed for infi ltrating stormwater into the soil. In addition to the power they provide, the panels can shield these The Mulholland Institute team meeting with the City of San areas from evaporative sunlight and algae ac- Fernando Planning and Preservation Commission cumulation. These are important functions at this location—the infl ow of the San Fernando Valley In contrast, the City of San Fernando has fi ve Groundwater Basin. council members for 2.4 square miles, and a popu- 10 lation of only 23,830. Unlike Los Angeles, which is 11 divided into 15 exclusive districts, in San Fernando all fi ve council members are elected and are re- sponsible for the city “at-large.” Those doing busi- ness with the city receive a great deal more atten- tion, and worthwhile projects are able to move more freely through the process. Los Angeles also imposes a hefty Gross Receipts business tax—a fact that surrounding communities are quick to point out when in competition for busi- ness attraction. Although this is an acknowledged weakness, it will still take some time and discipline to fi nally remove this barrier from the budget.

10 U.S. Census Bureau, 2013 American Community Survey (ACS), 5-Year Area Analysis of Census Tract Block Groups, Mulholland Solar farm situated in a desert area. Institute, 2016

74 Page WWW.NORTHEASTSTRATEGY.ORG and growth outlook. Employment in manufactur- SECTION 9 - EMPLOYMENT, ing as a whole has been on a long term decline INDUSTRIES, CAREERS AND JOBS over the past two decades, but is expected to show Economic and Workforce Development some improvement from current levels. The distinc- tion must be made between durable goods and The proposed zoning and land use approaches for nondurable goods manufacturing. communities include the need to attract employ- ment to key opportunity areas that (1) match the According to the Los Angeles Economic Develop- skills and abilities of the resident workforce; and ment Corporation, overall, durable goods manu- (2) continue to advance the overall goal of greener facturing will experience anemic growth as labor technologies and reduced GHG emissions. substitution and replacement by capital, increases output at the expense of employment gains. Nondu- In the pursuit of these goals, the economic devel- rable goods manufacturing will continue to be chal- opment strategies should be focused around the lenged as low-cost competition from lower-income existing commercial and industrial locations avail- countries will drive these industries from the area. able in these communities. Perhaps most important to the overall strategy is the intentional creation of Nevertheless, several manufacturing industries a workforce development partnership with public continue to be promising targets for employment and private entities throughout the region, that can growth in the county based upon their linkage to serve as a workforce training resource to these important traded industry clusters. These clusters greener businesses, to ensure that residents in the include Fashion, Aerospace, Information Technol- region are the ones who have the best opportuni- ogy and Analytical instruments; and Biomedical ties to secure these local jobs. Devices. Fabricated metals manufacturing is also a component industry of these important clusters and The San Fernando Valley economy is quite diverse. an important regional industry—particularly when it Among the more notable sectors are motion pic- comes to alternative energy systems manufactur- tures, television and media arts. Aerospace is still ing. an important industry, but well down from its zenith during the second half of the 20th century. Technol- Many of these jobs are highly-skilled jobs that are ogy and biotech are growth industries, along with well-compensated, but many include positions that insurance and fi nance. require workers with community college degrees or technical training. In addition, the expected retire- There are multiple centers of activity in the Valley, ment of aging skilled craftspeople in some special- a framework that began with the planning depart- ized manufacturing industries presents opportuni- ment’s Centers Concept in 1970.1 Van Nuys is ties for apprenticeships, new entrants, and those home to the Valley’s Civic Center for government moving up the career ladder.2 services, including courts, city, county, state, and federal facilities. Burbank’s Media District is a center STRATEGIES FOCUSING ON ECONOMIC AND for entertainment with the greatest concentration of WORKFORCE DEVELOPMENT major studios anywhere. Glendale is a thriving city, Facilitating Sustainable Opportunity oriented toward commercial and general business. Woodland Hills’ Warner Center began is an Indus- Building an opportunity economy in the Northeast trial Center, and has since turned more commer- San Fernando Valley is a challenging but attainable cial—home to insurance companies, healthcare, goal for the region. Committed partners including fi nancial interests and technology. More recently it SCAG, the County of Los Angeles, the San Fernan- has become a shopping Mecca that mixes big-box do Valley Council of Governments, the Cities of Los with high-end boutiques and restaurants. Angeles and San Fernando, and Metro to create a sustainable strategy for transportation, land use Although much of the focus is on large corpora- and economic development in the region, amplifi ed tions, the business base in Los Angeles County is and focused by the special opportunities created in predominantly comprised of smaller fi rms. AB 32 and SB 375 add up to a singular chance to In recognition of these sometimes overlapping, transform opportunity in the region, for its residents sometimes competing goals, we identify industries and workers. to target for specifi c economic and workforce de- In addition, the prospective pool of resources for velopment interventions based on their association pursuing the essential infrastructure investments, with industry clusters, their job creation potential regulatory changes and collaborative arrangements 1 See download: < http://www.planetizen.com/files/los-angeles- 2 “Los Angeles: People, Industry and Jobs,” Report, LAEDC/Institute centers-plan.pdf> for Applied Economics, Los Angeles, California, April 201

REVISION 4 - JUNE 2016 Page 75 necessary, have not existed previously. AB 32 has eliminated with all their attendant GHG and con- created unique revenues which can be pursued to gestion-building implications. Additionally, if that job invest in both the Environmental Justice and sus- is located near their home, someone else does not tainable industry goals identifi ed in this strategy. Lo- have to drive to that community to do it, decreasing cal and federal transportation monies are increas- the total trips and attendant externalities even more. ingly likely. Even the state investment in High Speed Rail is apt to open another door of opportunity for Typically, planners look at the jobs-housing balance special investment in these communities. at the largest scale to measure and address these concerns—specifi cally, are there enough housing At the same time, the region also possesses an units in the immediate vicinity of the employment impressive, albeit under-utilized, array of parcels center that everyone who works there could live in of land zoned for industrial and commercial uses. the immediate neighborhood. What this fails to cap- These lands not only represent opportunities to ture is whether the alignment between those who build jobs, likely to complement the lower-skilled live in the area and those who work there repre- cohort of the region’s workforce, but could in and of sents those skills desired and engaged by employ- themselves represent opportunities for sustainable ers in the region—individual experience, education, development pursuing more advanced forms of and access to the labor market. environmental impact mitigation. For this reason, this analysis has gone beyond the THE JOBS-WORKER MIX WITHIN THE REGION jobs-housing balance to look specifi cally at the alignment between those who are employed in Understanding the Opportunities the geographies of our focus areas and those who One of the fundamental goals of the RTP/SCS is reside in those areas. In a previous section, we saw to improve the congruency between the people that there was a signifi cant disconnect between who live in a community and those who work there. these two communities and only an average of 3.2 Specifi cally, if someone works (and shops) near percent of residents work in their immediate com- their home, they spend less time commuting to and munities. Of the people who work in those same from work, and if they would otherwise have driven to work, two commute vehicle trips per day are

Fastest Growing OccupaƟons - 2012-2022 (>30%) PosiƟon 2012 2022 Increse % Annual % Hourly Annual Personal Care Aides 150,910 243,710 61.5% 6.1% $10.11 $21,030 Brickmasons and Blockmasons 810 1,270 56.8% 5.7% $29.55 $61,465 TelecommunicaƟons Line Installers and Repairers 3,850 5,940 54.3% 5.4% $29.87 $62,136 Helpers--Brickmasons, Blockmasons, Stonemasons, and Tile and Marble SeƩers 670 1,020 52.2% 5.2% $13.98 $29,083 OrthoƟsts and ProstheƟsts 460 690 50.0% 5.0% $27.38 $56,939 Economists 520 780 50.0% 5.0% $52.90 $110,034 Home Health Aides 10,130 14,350 41.7% 4.2% $11.91 $24,768 Health SpecialƟes Teachers, Postsecondary 4,170 5,780 38.6% 3.9% [2] $89,476 Skincare Specialists 1,320 1,800 36.4% 3.6% $14.28 $29,696 Tapers 690 940 36.2% 3.6% $24.62 $51,224 Drywall and Ceiling Tile Installers 3,900 5,310 36.2% 3.6% $24.89 $51,781 Tile and Marble SeƩers 1,450 1,970 35.9% 3.6% $16.01 $33,293 Physical Therapist Aides 1,310 1,770 35.1% 3.5% $12.93 $26,894 TelecommunicaƟons Equipment Installers and Repairers, Except Line Installers 6,830 9,180 34.4% 3.4% $28.22 $58,696 Marriage and Family Therapists 2,170 2,910 34.1% 3.4% $22.58 $46,974 DiagnosƟc Medical Sonographers 1,150 1,540 33.9% 3.4% $39.56 $82,273 Painters, ConstrucƟon and Maintenance 8,420 11,230 33.4% 3.3% $22.67 $47,146 Market Research Analysts and MarkeƟng Specialists 18,420 24,540 33.2% 3.3% $29.52 $61,400 Interpreters and Translators 2,550 3,390 32.9% 3.3% $29.11 $60,541 Cement Masons and Concrete Finishers 1,930 2,560 32.6% 3.3% $24.79 $51,568 Glaziers 890 1,180 32.6% 3.3% $22.87 $47,571 Helpers--Electricians 1,320 1,750 32.6% 3.3% $14.42 $29,994 Taxi Drivers and Chauīeurs 6,500 8,560 31.7% 3.2% $11.56 $24,054 Web Developers 5,530 7,280 31.6% 3.2% $32.92 $68,483 Wages based on 2014 Q1 Source: California Employment Development Department, Labor Market InformaƟon Division, December 2014 Fig. 34 - Fastest Growing Occupations

76 Page WWW.NORTHEASTSTRATEGY.ORG OccupaƟons with Most Openings - 2012-2022 (>$30,000) PosiƟon Openings Hourly Annual Lawyers 7,890 $73.59 $153,062 Producers and Directors 9,610 $50.03 $104,065 Police and Sheriī's Patrol Oĸcers 9,310 $42.05 $87,454 Management Analysts 8,650 $40.06 $83,324 Elementary School Teachers, Except Special EducaƟon 11,480 [3] $75,150 Secondary School Teachers, Except Special and Career/Technical EducaƟon 8,190 [3] $69,616 Market Research Analysts and MarkeƟng Specialists 8,640 $29.52 $61,400 First-Line Supervisors of Oĸce and AdministraƟve Support Workers 17,090 $26.96 $56,076 Licensed PracƟcal and Licensed VocaƟonal Nurses 10,230 $24.97 $51,941 Sales RepresentaƟves, Wholesale and Manufacturing, Except Technical and ScienƟĮc Products 11,780 $24.32 $50,584 ConstrucƟon Laborers 9,550 $20.20 $42,016 Heavy and Tractor-Trailer Truck Drivers 8,110 $19.87 $41,320 Bookkeeping, AccounƟng, and AudiƟng Clerks 10,250 $19.18 $39,895 Maintenance and Repair Workers, General 7,610 $18.85 $39,206 First-Line Supervisors of Retail Sales Workers 11,980 $18.69 $38,863 Secretaries and AdministraƟve Assistants, Except Legal, Medical, and ExecuƟve 16,160 $17.80 $37,030 Medical Assistants 9,010 $15.08 $31,368 Wages based on 2014 Q1

Source: California Employment Development Department, Labor Market InformaƟon Division, December 2014 Fig. 35 - Occupations with the Most Openings communities, only 4.4 percent of the workers are drawn from the immediate neighborhood. To do this, one must examine the workforce and characteristics of residents in each community to identify opportunities for improving these ratios as the community adds both housing and employment over time. For the fi ve strategic focus areas in this analysis, a detailed analysis of the current employ- ment and the occupations of the residents was conducted to identify potential areas for improved alignment. That analysis lead to three proposed models for economic development for the commu- nity and the workforce—leveraging both the zoning and land use opportunities identifi ed previously, and the detailed information gathered from the deep dive into the local labor markets. These opportunities fell into three general eco- nomic categories: (1) opportunities based on the Transit-Oriented Development models prescribed in the SCS and in contemporary best planning prac- tice; (2) opportunities for leveraging existing and potential commercial centers; and (3) opportunities that can leverage the remaining and increasingly valuable industrial and manufacturing areas of the Northeast San Fernando Valley. Serving as a context for all three of these threads, are the over- arching themes of sustainability and Environmental Justice.

REVISION 4 - JUNE 2016 Page 77 SYLMAR/SAN FERNANDO METROLINK TOD AREA - LABOR MARKET CHARACTERISTICS

2013 Metrolink Station Area - Share of Jobs by Age Group 2013 Metrolink Sta on Area Share of Jobs by Race/Ethnicity Resident Workers Local Jobs Resident Workers Local Jobs 70.0% 70.0% 60.0% 60.0% 50.0% 50.0% 40.0% 30.0% 40.0% 20.0% 30.0% 10.0% 0.0% 20.0% White Hispanic Black or American Asian Na ve Two or 10.0% Alone African Indian or Alone Hawaiian More 0.0% American Alaska or Other Race Age 29 or younger Age 30 to 54 Age 55 or over Alone Na ve Paci c Groups Alone Islander Alone

2013 Metrolink Sta on Area Share of Jobs by Earnings Level 2013 Metrolink Sta on Area Share of Jobs by Educa on Resident Workers Local Jobs Resident Workers Local Jobs 35.0% 60.0% 30.0% 50.0% 25.0% 40.0% 20.0%

30.0% 15.0%

20.0% 10.0%

10.0% 5.0%

0.0% 0.0% Less than High school Some college Bachelor’s $1,250 per month or $1,251 to $3,333 per More than $3,333 per high school or equivalent, or Associate degree or less month month no college degree advanced not available degree (workers aged 29 or younger)

450 400 350 300 250 200 150 100 50 0 -50 -100

Fig. 36 - Sylmar/San Fernando Metrolink TOD Area Labor Market Characteristics - Mulholland Institute Source: US Bureau of the Census, OnTheMap, 2013

78 Page WWW.NORTHEASTSTRATEGY.ORG SAN FERNANDO MALL TOD AREA - LABOR MARKET CHARACTERISTICS

2013 San Fernando Mall Area Share of Jobs by Age Group 2013 San Fernando Mall Area Share of Jobs by Race/Ethnicity

Resident Workers Local Jobs Resident Workers Local Jobs 80.0% 70.0% 60.0% 60.0% 50.0% 50.0% 40.0% 40.0% 30.0% 20.0% 30.0% 10.0% 0.0% 20.0% White Hispanic Black or American Asian Na ve Two or 10.0% Alone African Indian or Alone Hawaiian More American Alaska or Other Race 0.0% Alone Na ve Paci c Groups Age 29 or younger Age 30 to 54 Age 55 or older Alone Islander Alone

2013 San Fernando Mall Area Share of Jobs by Earnings 2013 San Fernando Mall Area Share of Jobs by Educa on Level Resident Workers Local Jobs Resident Workers Local Jobs 25.0%

50.0% 20.0% 45.0% 40.0% 15.0% 35.0% 30.0% 25.0% 10.0% 20.0% 15.0% 5.0% 10.0% 5.0% 0.0% 0.0% Less than High school Some college Bachelor’s high school or equivalent, or Associate degree or $1,250 per month or $1,251 to $3,333 per More than $3,333 per no college degree advanced not available less month month degree (workers aged 29 or younger)

San Fernando Mall Area - 600

400

200

0

-200

-400

-600

Fig. 37 - San Fernando Mall Area Labor Market Characteristics - Mulholland Institute Source: US Bureau of the Census, OnTheMap, 2013

REVISION 4 - JUNE 2016 Page 79 VAN NUYS BOULEVARD - PACOIMA CENTER TOD LABOR MARKET CHARACTERISTICS

2013 Pacoima TOD Area - Share of Jobs by Age Group 2013 Pacoima TOD Area Share of Jobs by Race/Ethnicity Resident Workers Local Jobs Resident Workers Local Jobs 90.0% 80.0% 70.0% 60.0% 60.0% 50.0% 50.0% 40.0% 30.0% 40.0% 20.0% 30.0% 10.0% 0.0% 20.0% White Hispanic Black or American Asian Na ve Two or Alone African Indian or Alone Hawaiian More 10.0% American Alaska or Other Race Alone Na ve Paci c Groups 0.0% Age 29 or younger Age 30 to 54 Age 55 or older Alone Islander Alone

2013 Pacoima TOD Area Share of Jobs by Earnings Level 2013 Pacoima TOD Area Share of Jobs by Educa on Resident Workers Local Jobs Resident Workers Local Jobs

30.0% 60.0%

50.0% 25.0%

40.0% 20.0%

30.0% 15.0% 20.0% 10.0% 10.0% 5.0% 0.0% 0.0% $1,250 per month or $1,251 to $3,333 per More than $3,333 per Less than High school Some college Bachelor’s less month month high school or equivalent, or Associate degree or no college degree advanced not available degree (workers aged 29 or younger)

1,400

1,200

1,000

800

600

400

200

0

Fig. 38 - Van Nuys Boulevard - Pacoima Center TOD Area Labor Market Characteristics - Mulholland Institute Source: US Bureau of the Census, OnTheMap, 2013

80 Page WWW.NORTHEASTSTRATEGY.ORG PANORAMA MALL AND SHOPPING AREA TOD - LABOR MARKET CHARACTERISTICS

2013 Panorama TOD Share of Jobs by Age Group 2013 Panorama TOD Share of Jobs by Race/Ethnicity Resident Workers Local Jobs

Resident Workers Local Jobs 70.0% 60.0% 50.0% 60.0% 40.0% 50.0% 30.0% 40.0% 20.0% 10.0% 30.0% 0.0% 20.0% White Hispanic Black or American Asian Na ve Two or 10.0% Alone African Indian or Alone Hawaiian More American Alaska or Other Race 0.0% Alone Na ve Paci c Groups Alone Islander Age 29 or younger Age 30 to 54 Age 55 or over Alone

2013 Panorama TOD Share of Jobs by Earnings Level 2013 Panorama TOD Share of Jobs by Educa on Resident Workers Local Jobs Resident Workers Local Jobs

30.0% 50.0% 45.0% 25.0% 40.0% 35.0% 20.0% 30.0% 25.0% 15.0% 20.0% 15.0% 10.0% 10.0% 5.0% 5.0% 0.0% 0.0% $1,250 per month or $1,251 to $3,333 per More than $3,333 per Less than High school Some college Bachelor’s less month month high school or equivalent, or Associate degree or no college degree advanced not available degree (workers aged 29 or younger)

1,200

1,000

800

600

400

200

0

Fig. 39 - Panorama Mall and Shopping Area TOD Labor Market Characteristics - Mulholland Institute Source: US Bureau of the Census, OnTheMap, 2013

REVISION 4 - JUNE 2016 Page 81 SUN VALLEY REMEDIATION AREA - LABOR MARKET CHARACTERISTICS

2013 Sun Valley Remediation Area - Share of Jobs by Age Group 2013 Sun Valley Remediation Area - Share of Jobs by Race/Ethnicity

Resident Workers Local Jobs Resident Workers Local Jobs 70.0% 60.0% 70.0% 50.0% 60.0% 40.0% 50.0% 30.0% 20.0% 40.0% 10.0% 30.0% 0.0% 20.0% White Hispanic Black or American Asian Na ve Two or Alone African Indian or Alone Hawaiian More 10.0% American Alaska or Other Race 0.0% Alone Na ve Paci c Groups Alone Islander Age 29 or younger Age 30 to 54 Age 55 or older Alone

2013 Sun Valley Remediation Area - Share of Jobs by Earning Level 2013 Sun Valley Remediation Area - Share of Jobs by Education

Resident Workers Local Jobs Resident Workers Local Jobs

50.0% 30.0% 45.0% 40.0% 25.0% 35.0% 30.0% 20.0% 25.0% 15.0% 20.0% 15.0% 10.0% 10.0% 5.0% 5.0% 0.0% $1,250 per month or $1,251 to $3,333 per More than $3,333 per 0.0% less month month Less than High school Some college Bachelor’s high school or equivalent, or Associate degree or no college degree advanced not available degree (workers aged 29 or younger)

- 1,000 500 0 -500 -1,000 -1,500 -2,000 -2,500 -3,000 -3,500 -4,000

Fig. 40 - Sun Valley Remediation Area Labor Market Characteristics - Mulholland Institute Source: US Bureau of the Census, OnTheMap, 2013

82 Page WWW.NORTHEASTSTRATEGY.ORG nando Valley has economic and workforce activity DUCATION AREERS RAINING E C & T in each of the six green industry cluster categories The education and occupational facilities in Los identifi ed by the Centers of Excellence; water and Angeles County are second to none. Capabilities wastewater, green building and energy effi ciency; range from hospitality at Los Angeles Mission Com- transportation and alternative fuel; compliance and munity College to medicine at UCLA, and from me- sustainability; biofuels and farming; and renewable dia at California Institute of the Arts to aerospace energy. and technology at Caltech and JPL. In terms of employment, the COE green building One approach to the workforce and prosperity and energy effi ciency is the largest cluster in the issue is to examine the role of educational institu- San Fernando Valley, followed by COE’s classifi ca- tions. In a recent report, approached from the Cali- tion of renewable energy. fornia Community College perspective, researchers sought out opportunities for training in green indus- A number of developments in public and private in- tries. vestments and regulations have contributed to this green movement. California’s Air Resources Board In May 2009, the Employment Development De- projects that, as a result of the passage of AB 32 partment, Labor Market Information Division (EDD- (the state’s global warming solutions law) 100,000 LMID) launched a survey of over 51,000 California new jobs will be created. The Obama Administration employers. estimates that the $787 billion American Recovery Among the objectives for community colleges is and Reinvestment Act will create over 400,000 jobs determining occupations that would require new in California, thousands of which will be in green or additional training in green technology. Occu- sectors. Billions of dollars have been allocated for pations included are those that may experience education and training programs, with over $500 growth in the emerging green economy. million earmarked in the Department of Labor alone for training workers for the green economy. Ad- For the San Fernando Valley, the Green Employer ditional monies are being made available through Report and BW Research recommended the fol- other local, state and federal agencies. lowing “targeted actions: See also Appendix D, Regional 1. Develop contextualized training programs Educational Institutions in core occupational categories, includ- ing administrative and accounting, project management, and sales; 2. Ensure that the program offers cross- training so that budding project manag- ers learn sales and accounting skills and vice-versa; 3. Incorporate soft-skills training with techni- cal skill development; 4. Offer internship opportunities for trainees, but recognize that interns must have some level of skill to be valued by employers; 5. Market training programs to companies for their incumbent workers; and 6. Focus on small businesses for partner- ship.” Much of this can be coordinated through the type of civic intervention offered by chambers of com- merce, economic development organizations, Work- force Investment Boards (WIBs) and charitable Nearby Caltech in Pasadena organizations. In 2009, the California Community Colleges Cen- ters of Excellence (COE) developed a report to classify industries (using the BLS’s NAICS system) most likely to contain green fi rms. The San Fer-

REVISION 4 - JUNE 2016 Page 83 SECTION 10 - INDUSTRY CLUSTERS Meaningful, Well-Paying Careers In this case the industry will be attracted to an area if: The success of an industry or cluster in a particular • The local area provides unique strategic geographic area is dependent on a number of es- advantages over other locations; sential factors. • There is a concentration of similar or com- If a fi rm or organization is geographically based, or petitive fi rms or organizations; serves the surrounding region with essential goods • The educational institutions are supportive or services, it will need effi cient supply chains, and of their needs; access to a qualifi ed employee base. These will • The local institutional knowledge base pro- depend on the infrastructure, availability of real vides resource advantages; estate facilities, transportation, goods movement, and most importantly an education system capable • The quality of life is excellent as an attrac- of turning out a suitable workforce. tion for qualifi ed employees; • Cost of living is within bounds; and • Real estate availability is consistent with needs Some of the Competitive Clusters prevalent in the Los Angeles County region are: • Construction • Entertainment and Media • Apparel Manufacturing • Aerospace Manufacturing • Information Technology • Analytical Instruments • Health Services • Medical Devices Manufacturing If a fi rm or organization deals in tradeable goods or • Pharmaceuticals Manufacturing services, and does business outside the immediate region, they will also need more advanced support, • Leisure, Hospitality and Tourism and may well have to deal in recruitment of em- • Insurance ployees, artists, designers, researchers, scientists, • Financial Services engineers, fi nanciers, and others who can compete on a national or global scale. • Business Services • Trade and Logistics As more fi rms in related fi elds of business cluster together, their costs of production may decline sig- nifi cantly (fi rms have competing multiple suppliers; greater specialization and division of labor result). Even when competing fi rms in the same sector form a cluster, there may be advantages because the cluster attracts more suppliers and customers than a single fi rm could achieve alone. Cities form and grow to exploit economies of agglomeration.1

1 Mercedes Delgado; Michael E. Porter; Scott Stern “Clusters, Con- Construction site view of modern biomass co-generation plant vergence, and Economic Performance” March 11, 2011

84 Page WWW.NORTHEASTSTRATEGY.ORG INDUSTRY AND MANUFACTURING Hospitals and healthcare providers anticipate ex- pansion to accommodate an ever-growing demand Industrial development should reach beyond the for their services. Aside from providing an important immediate Northeast Valley area so as to bring dol- array of regional services, medicine also provides lars into the region in the form of jobs and resourc- a wide range of professional careers and allied es. The Northeast Valley can play a much larger employment. part in strategies for the entire San Fernando Valley. Economic development goals should include a Entrepreneurs will evaluate the Northeast Valley healthy mix of tradable goods and services. These on its offerings of talent, quality of life, availability bring capital into the community to help grow addi- facilities and access to regional resources.2 One of tional businesses and jobs. Given the regional brain the Valley’s two main industrial corridors runs along trust, and an ample supply of willing employees, the the Metrolink Antelope Valley rail line that stretches Northeast’s implementation group needs to bring from Glendale to Sylmar and beyond. The entire available resources together in a marketable way. corridor is best viewed as a single industrial and manufacturing cluster—a wellspring that is vital to The healthcare and biotechnology industries are area jobs, careers, and prosperity. gathering steam, as the leading edge of the “Baby Boomers” begin to join the ranks of senior citizens. High-end manufacturing industries still dominate in Hospitals and healthcare providers anticipate ex- the Valley. Because of the Valley’s brain trust, the pansion to accommodate an ever-growing demand potential for expansion into more green- and clean- for their services. Aside from providing an important tech industries is excellent. array of regional services, medicine also provides Because the value of production of goods and ser- a wide range of professional careers and allied vices is positioned high-up on the economic food employment. chain, industrially-zoned land should be protected, preserved and expanded if possible. Unfortunately, with the square-foot value of industrial property being at the low end of the scale, developers and investors often base strategies on up-zoning to make their land more valuable, thus diminishing the inventory of wealth-producing industrial properties. In some cases, production properties are converted to other uses, such as commercial and mixed wholesale/retail. It is possible to include industrial preservation and development in general plan and community plan strategies. Industrial uses can even be included as part of a balanced mixed-use project entitlement. This not only helps the jobs-housing balance, but provides desirable higher-paying careers. Unfortu- nately, the City of Los Angeles has lost over 20% of its industrial land in the past 20 years. With it goes the opportunity for well-paying jobs and careers. Any workable economic strategy will require “bal- ancing the needs of residents and visitors, automo- biles and pedestrians, living spaces and working spaces, along with public and private spaces.”3 The healthcare and biotechnology industries are gathering steam, as the leading edge of the Baby Boomers begin to join the ranks of senior citizens.

2 See “Great Corridors, Great Communities: The Quiet Revolution in Transportation Planning,” Jay Walljasper ed., (New York: Project for Public Spaces, 2008), 6 3 Charles C. Bohl, Placemaking: Developing Town Centers, Main Streets, and Urban Villages, (Washington DC: ULI-the Urban Land Institute, 2002), 6

REVISION 4 - JUNE 2016 Page 85 EQUESTRIAN LIFESTYLE FOR FUN AND PROFIT The Northeast Valley is one of the few locales where authentic horse ranches and equestrian communities thrive. Mostly located in the foothills, these communities and this culture harkens back to the early agricultural days of the area, a time when virtually all of the Valley was rural—farms and ranches. Many of these were owned by movie stars and well-to-do Angelenos. According to Mary Benson who is an equestrian activist, there are approximately 3,000 horses in the 40 square miles zoned for horsekeeping in the Northeast Valley.4 Preserving these properties and The equestrian economy, unique to the foothills, is an often over- fending off incompatible development is a constant looked asset—both recreationally and financially challenge. With the Northeast communities overlapping the western edge of Angeles National Forest, there are virtually unlimited opportunities for horseback riding, hiking, eco-tourism, natural history hikes, photography, mountain biking, hang gliding, and nature study. The pleasure of horseback riding is undeniable. Horse ownership has always been as culturally horse riders experience, and the cultural experi- ence owned by those who are recreational eques- trians.5

4 Source: Mary Benson 8/17/2015, derived from Horses and the Economy 5 Mary Benson 8/17/2015 Email derived from Horses and the Economy

86 Page WWW.NORTHEASTSTRATEGY.ORG GREEN GOODS AND SERVICES Opportunities for new Green Jobs and Industries There is no reason why new employment devel- oped in the context of this sustainable community strategy should not be in industries that foster new “green” jobs. Even older, existing businesses can pursue these strategies in new ways with new practices. One of the benefi ts of AB 32 was the de- velopment of a resource and funding base, whose primary purpose is to promote social justice and cleaner environmental conditions in economically vulnerable communities—like the areas targeted in this strategy. Yucca on the face of Hansen Dam According to the 2013 California Solar Jobs Cen- sus, California leads the nation in solar jobs, ac- For example, solar manufacturing technicians counting for about one-third of the nation’s total have been serving the solar industry for at least 20 solar industry employment. Within the state, solar years, yet this occupation is still classifi ed as an job growth (8.1 percent in 2013) outpaced overall emerging green occupation because it does not job growth (1.7 percent). And this solar job growth have a unique SOC9 code. is resulting in new hires—nearly three-fourths (72.2 percent) of solar-related fi rms with job growth hired The U.S. Bureau of Labor Statistics defi nes green new workers in 2013. Assuming the new-hire trend jobs10 for use in data collection based upon two continues, this will create career ladder opportuni- surveys. Green jobs are either: ties for disadvantaged and entry-level workers.6 A. Jobs in businesses that produce goods or Los Angeles is a leader in many sustainability ar- provide services that benefi t the environment or eas. L.A. has the most solar power of any city in the conserve natural resources; or nation. The Los Angeles region has the most tech- B. Jobs in which workers’ duties involve mak- nology jobs in California, and L.A. is on track to add ing their establishment’s production processes more green jobs than any other city in the US. The more environmentally friendly or use fewer city is working to “clean up” and “green up” its most natural resources.” polluted and underserved neighborhoods.7 This strategy will address some of the Northeast’s most Categories of Green Goods and Services pressing problems while increasing opportunities. 1. Energy from renewable sources; There are few commonly accepted defi nitions for 2. Energy effi ciency; what constitutes a green job or a green business, which may be due to the different purposes, con- 3. Pollution reduction and removal, GHG texts, and usages of these defi nitions.8 The clean reduction, and recycling and reuse; economy is nebulous in nature, there is no standard 4. Natural resources conservation; and defi nition or agreed-upon set of data, and little is 5. Environmental compliance, education and known about the clean economy’s nature, size, and training, and public awareness. growth at a regional level.

6 The Solar Foundation, February 2014, California Solar Jobs Census 2013 (accessed February 27. 2014 from ) 7 “PLAN Transforming Los Angeles: Environment, Economy, Equity,” Report, City of Los Angeles, April 2015 8 “Understanding the Green Economy in California: A Community College Perspective,” Report, Centers of Excellence, Economic and Workforce Development Program, California Community Colleges, June 2009. See also, “Sizing the Clean Economy: A National and 9 Standard Occupational Classification Regional Green Jobs Assessment” (Brookings Institution Report, July 10 Sommers, Dixie, “BLS Green Jobs Overview,” Monthly Labor 13, 2011) Review, Bureau of Labor Statistics, January 2013

REVISION 4 - JUNE 2016 Page 87 NEW JOBS IN SUSTAINABILITY public commitment has not waned, as evidenced by their adopting an even more aggressive 50 The Northeast has a combined availability of a percent renewable energy portfolio standard,11 the trainable workforce and the potential for develop- private sector and local governments have some ment of modern industrial spaces. When coupled misgivings. Concerns are mostly focused on the with the commitment by the state of California to regulatory process (in the form of the California Air signifi cantly reduce its GHG emissions, this creates Resources Board) and the responses of local plan- a unique “perfect storm” of opportunity. The cre- ners. ation and adoption of new technologies will allow the state’s businesses and consumers to advance Green-energy programming needs a revival as their leadership in this area. a focal point of economic development and em- ployment in the region. Because of its setting and Financial resources are available under the auspic- history, the Northeast Valley is the ideal place from es of AB 32, and others are coming on line, that will which to launch such initiatives. The key here is not allow the region to foster new investments in these a top-down, government-driven effort to reshape critical technologies. There are a large number of the local economy, but rather, leveraging and coor- jurisdictions and agencies offering grants and sub- dinating the already considerable resources of the ventions relating to the very challenges confronting region that are already pursuing work in this area. the Northeast Valley, and the list is changing con- stantly. Much like technology in Silicon Valley, entertain- ment in Hollywood, and aerospace across southern With Caltech to the east, and UCLA and USC to the California, the opportunity exists for the Northeast south, this region of the Valley is perfectly situated San Fernando Valley to establish itself as the hub to be a research and development hotbed, and an for the next generation of green energy, energy ef- accelerator for the emergence these new technolo- fi ciency innovation, and well-paying manufacturing gies. jobs. What is missing is an overarching collabora- The Northeast San Fernando Valley—and espe- tive partnership between industry, research institu- cially the Sun Valley area—represents a particular tions, capital, and local governments to realize this opportunity for Los Angeles County as an epicenter vision. of these new technologies. The City of Los Angeles, The San Fernando Valley Council of Governments, for example, has the most solar power of any city in conjunction with local economic development in the nation; and California has been a leader in actors like the Los Angeles Economic Develop- building both the physical and economic infrastruc- ment Corporation, The Valley Economic Alliance ture needed to encourage the expansion of solar and the Valley Economic Development Center, in power generation. partnership with local community and educational Prior to the recessions of 2002 and 2008, there was institutions, should form the basis of a new col- considerable enthusiasm and attention among com- laborative in the region to develop a strategy for panies, communities and governments to pursue precisely such a partnership. This collaborative new, green-energy sources and aggressive strate- would embody and demonstrate all that is possible gies for conservation. It was in this setting that the in public-private partnership. There are few places state adopted its original, bold 33 percent renew- in the United States where the right combination of able standard, AB 32’s commitment to reduce GHG people, institutions, climate, political will, and busi- emissions, and SB 375’s forward-thinking goals to ness acumen align as well as they do in and around reshape local planning and governance processes. the Northeast Valley. During that time many initiatives arose in the public sector, including specifi c economic development strategies with names like the “High Desert Region Green Jobs Initiative.” Besides these public efforts, an entire industry of innovation blossomed as fi rms and entrepreneurs stepped forward to provide train- ing, materials, new technologies and innovations to foster a new green economy in California. Unfortunately, the recession of 2008 sidetracked many of these efforts. The toll of that slump fell upon many of the public and private efforts to move 11 Senate Bill 350, De León. Clean Energy and Pollution Reduction in this sector. While the state of California and Act of 2015, Approved by Governor October 7, 2015

88 Page WWW.NORTHEASTSTRATEGY.ORG DEFINING THE CLEAN/GREEN ECONOMY12 organic agriculture and sustainable forestry; land management; soil, water, or wildlife conservation; Green Goods & Services (GGS) - The “Green” and stormwater management. Industry Cluster 5. Environmental compliance - education and • Clean Industry and Activities - Community training, and public awareness. These are products Friendly and services that: • Healthy Communities & Lifestyles - Living Lightly • Enforce environmental regulations. • Amenability to Retrofi t - Room for Improve- • Provide education and training related to ment green technologies and practices. The Unites States Bureau of Labor Statistics has • Increase public awareness of environmental developed the following defi nition of green jobs for issues. purposes of data collection: Green jobs are jobs in businesses that pro- Determining what comprises Green Goods and duce goods and provide services that benefi t Services is not a simple task. Many of the industries the environment or conserve natural resourc- that were once the greatest offenders in the war on es. GHG have now developed entirely new divisions and lines dedicated to reducing or eliminating car- These goods and services are sold to custom- bon emissions, re-using water, saving energy and ers, and include research and development, recycling commodities. installation, and maintenance services. Green goods and services fall into one or more of the The California Community Colleges Centers of following fi ve categories: Excellence program has also been studying the is- sue from an educational perspective. Their two-part 1. Energy from renewable sources - Electricity, defi nition follows: heat, or fuel generated from renewable sources. These energy sources include wind, biomass, geo- “A Green Firm is an organization that provides thermal, solar, ocean, hydropower, and landfi ll gas products and/or services that are aimed at utiliz- and municipal solid waste. ing resources more effi ciently, providing renewable sources of energy, lowering GHG emissions, or 2. Energy effi ciency - Products and services that otherwise minimizing environmental impact. Green improve energy effi ciency. Included in this group are fi rms with similar activities, production value chains energy-effi cient equipment, appliances, buildings, and/or products can form a green industry, sub- and vehicles, as well as products and services that sector or sector. improve the energy effi ciency of buildings and the In particular, the COEs have classifi ed all green effi ciency of energy storage and distribution, such 13 as Smart Grid technologies. fi rms into six green sectors or areas: 1. Renewable Energy: Energy Generation, 3. Pollution reduction and removal - GHG reduc- System Installation & Storage tion, and recycling and reuse. These are products and services that: 2. Green Building and Energy Effi ciency 3. Biofuels Production & Farming • Reduce or eliminate the creation or release of pollutants or toxic compounds, or remove 4. Transportation & Alternative Fuels pollutants or hazardous waste from the envi- 5. Water, Wastewater & Waste Management ronment. 6. Environmental Compliance & Sustainabil- • Reduce GHG emissions through methods ity Planning” other than renewable energy generation and “A Green Job is an occupation that: energy effi ciency, such as electricity gener- 1. directly works with policies, information, ated from nuclear sources. materials, and/or technologies that contrib- • Reduce or eliminate the creation of waste ute to minimizing environmental impact, materials; collect, reuse, remanufacture, and recycle, or compost waste materials or 2. requires specialized knowledge, skills, wastewater. training, or experience in these areas.”14 4. Natural resources conservation - Products and services that conserve natural resources. Included 13 “Understanding the Green Economy in California: A Community in this group are products and services related to College Perspective,” Report, Centers of Excellence, Economic and Workforce Development Program, California Community Colleges, 12 Bureau of Labor Statistics Definition - 14

REVISION 4 - JUNE 2016 Page 89

Table 1. 2007 NAICS industry sectors and 2011 annual average number of establishments and employment, in and not in scope for the Green Goods and Services survey Number of Number of establishments, 2011 Employment, 2011 2007 detailed industries NAICS Sector Not in Percent Percent code In scope In scope Not in scope In scope Not in scope scope in scope in scope — Total, all industries 333 861 2,112,134 6,788,107 23.7 25,861,335 103,449,745 20.0 Sectors in scope 11 Agriculture, forestry, fishing, and hunting 56 8 89,170 6,711 93.0 985,293 179,206 84.6 22 Utilities 6 4 14,315 11,016 56.5 289,045 516,943 35.9 23 Construction 48 2 749,211 20,250 97.4 5,087,631 563,949 90.0 31−33 Manufacturing 127 345 81,997 259,955 24.0 3,495,456 8,550,659 29.0 42 Wholesale trade 1 70 8,694 605,226 1.4 117,298 5,428,579 2.1 45 Retail trade 1 74 16,623 243,944 6.4 133,247 4,788,874 2.7 48−49 Transportation and warehousing 10 47 10,769 241,686 4.3 534,698 4,440,242 10.7 51 Information 15 17 77,136 71,474 51.9 1,377,956 1,309,756 51.3 52 Finance and insurance 3 38 3,468 460,875 .7 33,258 5,499,322 .6 54 Professional, scientific, and technical services 21 27 628,903 409,833 60.5 5,055,118 2,724,229 65.0 55 Management of companies and enterprises 1 2 44,146 9,530 82.2 1,832,345 82,198 95.7 56 Administrative and support and waste management and remediation services 13 31 126,278 348,817 26.6 1,042,011 6,738,414 13.4 61 Educational services 5 12 27,946 139,670 16.7 3,704,528 8,387,156 30.6 71 Arts, entertainment, and recreation 3 22 7,211 123,438 5.5 202,388 2,107,575 8.8 81 Other services (except public administration) 16 33 184,127 1,134,645 14.0 1,027,015 3,414,913 23.1 92 Public administration 7 22 42,140 95,557 30.6 944,048 6,361,627 12.9 Sectors entirely not in scope 21 Mining, quarrying, and oil and gas extraction — 29 — 32,560 — — 730,047 — 53 Real estate and rental and leasing — 24 — 346,185 — — 1,954,964 — 62 Health care and social assistance — 39 — 826,075 — — 18,362,350 — 72 Accommodation and food services — 15 — 632,006 — — 11,447,468 — NOTE: Dash indicates data not applicable. and employment data from the BLS Quarterly Census of Employment SOURCES: Green goods and services industry list and establishment and Wages.

“ Green Jobs Overview” Monthly Labor Review, Bureau of Labor Statistics, January 2013, p.8 Fig. 41 - Green Jobs Overview and Ratios SHADES OF GREEN - INDUSTRIES In addition to direct green industries, specifi cally companies that are supportive in nature, but not dedicated to production and distribution of green directly engaged in the production or supply chain goods and services, there are also certain areas of green goods and services; e.g. legal, accounting, of employment within traditional companies that goods movement, sales, etc. The Bureau of Labor are devoted to such pursuits as conservation, ef- Statistics has liberally defi ned most of these activi- fi ciency, solar power or environmental remediation; ties as “green” jobs in their calculations. The table employment that has little to do with actual green in Figure 42 shows some of their “apportioning” activities. Likewise, there are activities within green among different NAICS Code activities.

90 Page WWW.NORTHEASTSTRATEGY.ORG CLEAN ECONOMY BY INDUSTRY (NAICS-BASED)15 NAICS - Industry Title - 2010 Job Count - % Proportion of Clean Jobs

11 Agriculture, Forestry, Fishing and Hunting 31,373 1.2 21 Mining, Quarrying, and Oil and Gas Extraction 1,091 0.0 22 Utilities 155,875 5.8 23 Construction 106,109 4.0 31-33 Manufacturing 687,116 25.7 42 Wholesale Trade 157,476 5.9 44-45 Retail Trade 15,977 0.6 48-49 Transportation and Warehousing 341,041 12.7 51 Information 657 0.0 52 Finance and Insurance 565 0.0 53 Real Estate and Rental and Leasing 718 0.0 54 Professional, Scientific, and Technical Services 278,621 10.4 55 Management of Companies and Enterprises 453 0.0 56 Admin/Support/Waste Management/Remediation 299,409 11.2 61 Educational Services 520 0.0 62 Health Care and Social Assistance 2,115 0.1 71 Arts, Entertainment, and Recreation 253 0.0 72 Accommodation and Food Services 314 0.0 81 Other Services (except Public Administration) 21,067 0.8 92 Public Administration 574,795 21.5

Fig. 42 - Clean Economy by Industry The manufacturing sector contains the largest proportion of green jobs, and Los Angeles has the second highest concentration in the United States. It is fair to conclude that there are not too many places where green opportunities are better than the Los Angeles region. Discontinuation of Green Goods and Services In- dustry Employment Data: On March 1, 2013, the President ordered into effect the across-the-board spending cuts. Under the or- der, the Bureau of Labor Statistics (BLS) was com- pelled to cut its budget by more than $30 million. In order to achieve these savings and protect core programs, the BLS eliminated several programs, including all “measuring green jobs” products. INNOVATION AND COORDINATION The Los Angeles Department of Water and Power launched the nation’s largest Feed-in Tariff (FiT) In- Basin Solar program in 2013. A well-implemented FiT can help drive economic growth, enhance envi- ronmental sustainability and offer a higher degree of opportunity in the workforce—with rooftops and other areas amenable to conversion in disadvan- taged neighborhoods—many in need of career- ladder employment.

15 Source: Brookings-Battelle Clean Economy Database (See Brookings - Sizing the Green Economy)

REVISION 4 - JUNE 2016 Page 91 SECTION 11 - CONCERNS COMMUNITY NEEDS INDEX (CNI) In an attempt to identify the areas with most need, AND STRATEGIES Dignity Health previously known as CHW, part- Environmental Justice and Mitigation nered with Solucient, LLC, to apply a scientifi c One of the reasons that Northeast Valley prop- model to fulfi ll community benefi ts needs. Dignity erty is so affordable, relative to other areas of the Health’s research has shown that CNI data applies greater Los Angeles region, has been the history of to hospital readmissions. Residents of communities industrial, sometimes polluting industrial, develop- with the highest CNI scores (4.2 to 5.0) are twice as ment in the area. Drawn by lower rents, Lower-SES likely to be hospitalized for manageable conditions, households move to the region—often doubling or like pneumonia and asthma, as the communities tripling up in housing units to afford even the most with lower CNI scores. Hospital readmissions for reasonable rents they can fi nd. This has added to preventable conditions contribute to an increase in the Environmental Justice challenges for the resi- health care costs, for families, hospitals, and the dents of these communities. health care sector as a whole. Out of 65 ZIP Codes in SPA 2, 24 ZIP Codes were identifi ed as the high- This plan proposes to directly address this strategy est need areas with a score of 4.2 or higher, repre- by (1) drawing new businesses into the communi- senting approximately 37.0% of all ZIP Codes. ties who, as part of their location in the area, will mitigate some of the issues caused by past eco- Communities with the Highest CNI Scores in SPA-2 nomic activity, and (2) bringing new technologies on - Out of a Total of 65 ZIP Codes line to turn the region’s landfi lls, “brownfi elds” and “grayfi elds” into net community assets—increasing Rank Community ZIP Code Score local employment and improving incomes. 1 North Hills 91343 4.8 As the region builds a capacity and a reputation as a green innovation center, the ability to mitigate 6 Pacoima 91331 4.6 the prior uses of many of the parcels of the region 7 Panorama City 91402 4.6 act as a resource for the community demonstrating 8 Sun Valley 91352 4.6 what is possible for cities and communities else- where. For example, imagine repurposing a former 18 San Fernando 91340 4.4 sand and gravel pit/landfi ll into a stormwater infu- 19 Tujunga 91042 4.4 sion basin topped by super high-yield photovoltaic array generating solar electricity for the neighboring 26 Sunland 91040 4.0 businesses. In the next step, proceeds are used, 28 Mission Hills 91345 3.8 not only to generate returns to its investors, but also 30 Sylmar 91342 3.8 to reinvest in workforce development and after- school programs for the people who work in those Fig. 43 - Community Needs Index - Scores businesses. Source: Dignity Health “Community Needs Index,” 2011 There are other innovation models possible for The CNI tool assesses underlying social and the Sun Valley region in particular. Expanded economic barriers that affect health. Those barriers integration of landfi ll gas generation power plants, include income, culture/language, education, insur- for example, not only creates new energy from a ance, and housing. Scores are assigned to each renewable resource, but can signifi cantly reduce barrier, which are then added to create a total score emissions of methane gas, which is one of the most per ZIP Code. A score of 1.0 indicates a ZIP Code destructive of the GHGs. with low need, while a score of 5.0 indicates the HIGH UNMET DEMAND FOR PUBLIC T RANSIT highest need. The Northeast Valley generally has a lower Socio- economic Status than the rest of the Valley and most of Los Angeles. Unfortunately, it tends to be left out of strategic thinking partly because it isn’t contiguous with other poverty pockets in Los Ange- les, and partly because it is physically remote. Nonetheless, it is an excellent candidate for SB 375 GHG reductions. With a 35 percent transit depen- dency, several hundred thousand residents, and a very long haul to the Los Angeles Basin, residents are more in need of transit than most others in the county.

92 Page WWW.NORTHEASTSTRATEGY.ORG The health of the community is the result of many EALTH AND ELLNESS H W inter-related factors. The economy, unemployment, 1 COUNTY SERVICE PLANNING AREA 2 a lack of full time employment, reduced pay, and PRIORITY NEEDS AND ISSUES the lack of employer based health care have been Health Needs and Issues derived from a wide key concerns for community residents, and commu- range of individuals who have experience with nity experts. The overall consensus has been that providing services to the low-income, uninsured many issues such as obesity, chronic disease, and population of the San Fernando Valley and Santa depression could be the result of stress that comes Clarita Valley. from being part of the “working poor” population. To identify the top 10 health care needs, primary HEALTHFUL LIVING AND ENVIRONMENTS data was collected for the most signifi cant health The 2013 Triennial Community-Health-Needs- problems in the community, which contribute to- Assessment +covers County Service Planning Area wards social and economic issues faced by the 2 (SPA-2) indicates a large number of uninsured community, and unhealthy behaviors in SPA-2. residents with limited access to healthcare. Poor Each group was asked to rank the top ten imme- air quality and toxic sites challenge the health and diate health issues facing them personally, and well-being of the local population. These issues the community as a whole. It was determined that deserve recognition and must be factored in to any identifi ed chronic diseases and would be combined quality-of-life strategy. into one issue. 1. Chronic Diseases (management, treat- ment and prevention of diabetes, heart disease, stroke, hypertension and asthma) 2. Cancer (all types) 3. Access to Care 4. Obesity 5. Mental Health 6. Oral Health 7. STDs 8. Aging Issues (older adults) 9. Teen Pregnancy 10. Housing and Home- lessness

Olive View-UCLA Medical Center in Sylmar

1 Los Angeles County Service Planning Area 2 - SPA-2: Community Needs Assessment” Valley Care Community Consortium, October 2013, p.15

REVISION 4 - JUNE 2016 Page 93 ENVIRONMENT & REMEDIATION social impacts on area residents and business—al- To this very day, the Project Area has not recov- ready heavily burdened with economic disadvan- ered, and in many ways has been forgotten by the tage and the accompanying challenges to their jurisdictions it so readily served for more than a quality of life. The facilities are all closely monitored, century. This confl uence of locally undesirable land and most will ultimately be decommissioned or re- uses (LULUs) compounds the negative civic and purposed.

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Fig. 44 - Landfills, Excavations, Facilities

FACILITY NAME (PARTIAL LIST)1 STATUS WASTE T YPE Athens Sun Valley Mat Recycling & Trnsfr Stn Active Green Inert Mtl Mixed Muni Wood Bradley East Transfer Stn Active Transfer/Processing Agricultural Green Manure Bradley Landfi ll Closed n/a Bradley Landfi ll West & East Ext Closed Const Demo Ind Mixed Muni Branford Landfi ll Closed n/a Community Recycling Resource Recovery Active Const Demo Ind Mixed Muni Glenoaks Dump Closed n/a Hewitt Pit Landfi ll Closed Unpermitted Lopez Cyn Sanitary Landfi ll Closed Mixed Muni Pendelton St. Dump Closed n/a Penrose Pit Closed Solid Waste Sheldon Arleta Landfi ll Closed n/a Rory M. Shaw Wetlands Park Project Inactive Inert Sun Valley Landfi ll Active Inert Sun Valley Paper Stock Mat Rec Fac/Trnsfr Stn Active Transfer/Processing Ind Mixed Muni Sunland Street MDY Active Transfer/Processing Mixed Muni Tujunga Pit Closed Unpermitted Tuxford Pit Disposal Site Closed Unpermitted

1 http://www.calrecycle.ca.gov/SWFacilities/Permitting/Facts.htm TOTAL ENVIRONMENTAL BURDEN See also Appendix A, Environmental Mapping of the Region

Fig. 45 - Total Environmental Burden Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 GROUNDWATER SUPERFUND SITE with state-of-the-art groundwater basin remediation Groundwater basin contamination is found in the facilities, to effectively cleanup and remove contam- northeast San Fernando Valley. Over 70% of the ination from the SFB. These facilities may consist of Los Angeles Department of Water and Power centralized and localized treatment. The remedia- (LADWP) groundwater production wells in the San tion facilities are anticipated to be operational by Fernando Basin (SFB) are impacted by contamina- 2021. tion caused by various commercial and industrial PACOIMA SPREADING GROUNDS activities. The SFB is an aquifer that provides drink- ing water to over 800,000 residents within the City Pacoima Spreading Grounds was built in the 1930s of Los Angeles. and is one of the major water conservation facili- ties that provide groundwater recharge for the San Contamination was likely caused by improper stor- Fernando Basin. Currently, the spreading grounds’ age, handling, and disposal of hazardous chemi- percolation rate is reduced due to a low permeabili- cals used in the aircraft manufacturing industry, as ty clay layer underlying the infi ltration basins. A new well as commercial and heavy industrial activities project is being undertaken that will increase the dating back to the 1940s. Since the 1980 discovery spreading grounds’ capacity, resulting in increased of volatile organic compound (VOC) contamina- groundwater recharge. tion of groundwater in the SFB, LADWP, Burbank Water and Power, and Glendale Water and Power have been working regionally with state and fed- eral agencies to contain and remediate man-made contaminants in the SFB. Without comprehensive containment and groundwater basin remediation, the City will lose the ability to use this valuable local resource within the next decade. LADWP has begun the necessary planning to build the world’s largest groundwater treatment center

Pacoima Spreading Grounds - Groundwater Recharge

96 Page WWW.NORTHEASTSTRATEGY.ORG Fig. 46 - Sustainable Parking Lot Treatment - Concept

Fig. 47 - Sustainable Storm Water Management - Concept

REVISION 4 - JUNE 2016 Page 97 lent example of this is the Japanese Garden at the RECREATION AND AMENITIES Donald C. Tillman Water Reclamation Plant in the The Northeast Valley and surrounding areas offer Sepulveda Dam Basin—a popular visitors center some unique recreational assets and local ame- perched atop a water reclamation plant. nities. Of special interest are those features that make Northeast Valley unique, such as Discovery It is likely that surplus and underutilized properties Cube Los Angeles, San Fernando Mission, the can be acquired from public agencies and even Nethercutt Collection and Museum, recreation and some private benefactors. In virtually every case, equine activities along Foothill Boulevard, in and green spaces and open areas literally have to be around the Angeles National Forest, and activities created out of existing uses. The land for the parks around Hansen Dam Basin: golf, hiking, swimming, may be taken from surplus government lands, fi shing, picnicking, cycling, eco-exploration, etc. unbuildable private lands, be donated, or in some Such assets distinguish the Northeast Valley in the cases acquired through the permitting process as entire Los Angeles region. mitigation for project entitlements. It is common- place for developers to include green spaces in The Northeast Valley is traversed by Pacoima Wash mixed-use projects where commercial sites are be- from the northeast out of the San Gabriel Moun- ing combined. Creativity can also play a hand, us- tains. It extends 10.3 miles until it joins up with the ing techniques such as tunneling, bridges, rooftops, Tujunga Wash. Tujunga begins further south at the or capping stormwater channels where they abut Hansen Dam Outfall and heads mostly south until major streets—using them as mini green spaces its confl uence with the Los Angeles River in Studio and parks. City, 10 miles away. Major Southern California assets, such as Los Residents seek more trails, pocket parks, walk- Angeles International Airport, Bob Hope Airport ways and the other spaces. But these invariably and Van Nuys Airport, serve the Northeast Valley, require resources and funding. Government entities as do the Ports of Los Angeles, Long Beach, and sometimes have surplus properties that can be re- Hueneme. purporsed for public use. The Northeast has a very complex mix of properties and open spaces, many There are a number of under-appreciated assets controlled by one or more government entities. in the Northeast Valley to appeal to visitors and tourists—many unmatched within the region. With In some cases—such as stormwater capture— the proper awareness and marketing, the area has public use may actually be a complementary use to great potential to raise its profi le and appeal. the government purpose for the property. An excel-

San Fernando Regional Pool Facility

98 Page WWW.NORTHEASTSTRATEGY.ORG ATTRACTIONS AND ASSETS • Andres Pico Adobe • Angeles National Forest • Angeles National Golf Club • Angeles Shooting Range • The Aqueduct Cascades • Blarney Castle • Bolton Hall • Brand Park Memory Garden • Branford Recreation Center • Cesar E. Chavez Memorial • Discovery Cube Los Angeles • El Cariso Golf Course • El Cariso Regional Park • Fernangeles Recreation Center • Gonzalez Recreation Center Discovery Cube Los Angeles in Lake View Terrace • Griffi th Ranch • Hansen Dam Aquatic Center • Hansen Dam Equestrian Center • Hansen Dam Recreation Center • Hansen Dam Municipal Golf Course • Lake View Terrace Recreation Center • Las Palmas Park • Layne Park • Lopez Adobe • Los Angeles Aqueduct • McGroarty Home • Mission San Fernando Rey de España • Mission Wells & Settling Basin • Monte Verde Trails Ranch • Nethercutt Collection & Museum • Oak Glen Ranch • Oro Vista Park • Panorama Mall and Shopping Area • Panorama Plaza • Panorama Recreation Center • Pink Motel - Cadillac Jack’s • Pioneer Park San Fernando Mission • Plaza del Valle • Richie Valens Recreation Center • Rim of the Valley Trail • Rudy Ortega Park (Heritage) • Saddletree Ranch Trailhead • San Fernando Museum Art/History • San Fernando Pioneer Cemetery • San Fernando Recreation Center • San Fernando Regional Pool Facility • Stetson Ranch Park • Stonehurst House • Stonehurst Recreation Center • Stonehurst Recreation Center Building • Sun Valley Park • Sunland Park and Recreation Center • Sunland Recreation Center • Sylmar Recreation Center • Verdugo Hills Golf Course Library Plaza in San Fernando • Weatherwolde Castle • Whiteman Airport • Wilson Canyon Park Partial List Fig. 48 - Attractions and Assets

REVISION 4 - JUNE 2016 Page 99 14. Monitor progress and promote the San ESOURCES AND PPORTUNITIES R O Fernando Valley Mobility Matrix. Problems in underserved communities usually come down to a lack of resources needed to pro- 15. Be alert to funding sources - public, pri- vide necessities, and to enhance local quality of life. vate, charitable and civic. Many resources and opportunities exist, but are not 16. Build on strengths and distinctive features. taken advantage of. To make the most of resources 17. Capitalize on the “green” economy. and funding, Stakeholders need to collaborate and reach consensus on their goals and objectives. In 18. Investigate technology transfer and retrofi t higher turnover communities, such as those with a of older core industries. greater percentage of renters, this is no easy task. 19. Cultivate investment in local communities Whiteman Airport is an excellent example of an and town centers. under-utilized asset. Since purchasing it in 1970, 20. Promote job creation by enhancing the it has been operated by Los Angeles County. It is talent pool. relatively small as general aviation airports go, but 21. Work with community colleges and univer- it occupies a large parcel of land that some have sities to provide highly-relevant profession- suggested could be better leveraged for economic al, technical, managerial and occupational development. This could mean enhancing its cur- education and training. rent use as a logistic facility for news, fi re and other aircraft—creating an amenity hub—or being re-pur- 22. Establish a “culture of education.” posed as a commercial or industrial area. Resources will always be in short supply, and STEPS TO PROSPERITY subject to keen competition. Opportunities are constantly evolving, grantwriting skills and program- 1. Coordinate economic development strate- ming are indispensable. It is crucial to any mission gies between the public, private and civic to have the backing of local government and civic sectors. organizations. In some cases, such as the San 2. Improve communications among all stake- Fernando Valley Council of Governments, grant holders. activities can make a direct link to resources and 3. Build consensus on changes and improve- agencies, using the joint-powers authority as the ments that the community is willing to jurisdictional vehicle. support. ADDITIONAL KEY RESOURCES 4. Maintain strategies that complement com- munity resources and needs. • Caltrans Planning Grants 5. Attract and retain growing and sustainable • TIGER grants industry clusters. • SB 375 and AB 32 –- Resources Cap-and- 6. Implement campaigns for attracting trad- Trade funds for station developments able commerce and industry to the region. • Entrepreneurship/SBA support for small 7. Monitor competitive data on strengths for businesses enterprise attraction and job creation • Technology investments 8. Be alert to opportunities for successful • Federal Transit Administration (FTA) tech- future development. nical assistance, economic development 9. Attract private investment. around Transit-Oriented Development (TOD), strengthen communities, focus on 10. Encourage development of emerging boosting disadvantaged areas industries such as green, tech and health- care. • Community development organizations 11. Implement complete streets, great streets, See Sources for Grants and Subventions - and viable commercial areas to enhance Appendix H aesthetics and the quality of life. 12. Develop each community’s unique differ- entiation in the regional context. 13. Cultivate Transit-Oriented Development, Pedestrian-Oriented Districts and Busi- ness Districts.

100 Page WWW.NORTHEASTSTRATEGY.ORG For traffi c demand forecasting each destination is SECTION 12 - OVERARCHING a point with an assigned gravity (mass) attraction. STRATEGIES Each other point has an effect on each and all of Sustainable Planning Policies the others. This provides us with a way of analyzing what is needed and where it should be placed. The A key goal of this strategy is to integrate transpor- natural frequency distribution is usually determined tation, land use, housing and environmental plan- by the market and by successes and failures of ning with economic development that will heighten destinations. prosperity in the region For transportation purposes, the gravity model THE CONTEXT OF THIS STRATEGY is similar to Isaac Newton’s theory of gravity. For these purposes the force of gravity (attraction) This strategy is set in the context of some very decays at a rate of the inverse of distance squared. specifi c and signifi cant planning realities. The re- Since commerce and land use planning are not gion’s population is expected to grow substantially perfect sciences, this equation is only suggestive of over the next 25 years, and the Northeast Valley, as how to envision the urban form. one of the most affordable areas in the greater Los Angeles region, is expected to absorb a signifi cant The calibrating term or “friction factor” represents share of that new population. the reluctance or resistance of persons to make trips of various duration or distances. The general In light of this assumption, employment growth is friction factor indicates that as travel times increase, necessary if prosperity is to be sustained. Everyone travelers are proportionately less likely to make is benefi tted by having more jobs available for the trips of such lengths. Calibration of the gravity region’s growing population. Quality of life, econom- model involves adjusting the friction factor. ic mobility, and future opportunity are all fueled by a healthy and growing employment base. The optimal distance between the centroids might be one mile, fi ve miles or fi fty miles depending on The question for this strategy therefore is not the type of attraction involved. An amphitheater whether to encourage or discourage growth, but or stadium can easily have a fi fty-mile-plus radius rather how to accommodate that growth in a way of attraction. The attraction factor of a dry cleaner that not only minimizes its carbon footprint, but ac- would normally be confi ned to the local neighbor- tually reduces it. Toward this end, implementation hood. Often competitors, such as high-end restau- should accommodate growth, while (1) creating op- rants actually do better when they are next-door portunities for local employment; (2) protecting local neighbors. Local serving amenities such as coffee housing stocks; and (3) enabling local populations merchants, mini-marts, business services and take- to become less automobile dependent. out restaurants can be spaced out by less than a Within these parameters, there are three critical mile and still be quite successful. goals that signifi cantly shape the overall planning Retail stores are normally further apart or posi- strategy recommendations: (1) preserving current tioned within a planned-use development shopping housing stock and relative affordability; (2) preserve center or mall. In the case of PUDs, the “tenant mix” current commercial, industrial and manufacturing and “anchor” strategy are keys to their success. capacity; and (3) encourage new development Patrons are more inclined to visit a center where investments that reduce overall environmental they can park once and accomplish more than one impacts and local carbon emissions. objective within a single trip. GRAVITY MODEL1 SUBURBAN SPRAWL In Geographic Information System2 terms, the cen- troid is a point around which all surrounding things The landscape of the region is already charac- react. The primary centroids for this work establish terized as sprawling. One important recent work the major centers of signifi cance in the Northeast focused on the fact that sprawl in the region, had 3 Valley. Surrounding the centroids, within these “hit the wall.” It is diffi cult to reconcile increasing centers are dozens of potential attractors, or desti- densities—in effect double-decking density—with- nations and thousands of points of origin—usually out strategies for supporting infrastructure and places of residence. transportation. It is a signifi cant challenge to reduce the carbon footprint once the template has been es- 1 See The Gravity Model GravityModel.htm, Accessed 6-Oct-2008 ter, University of Southern California, Los Angeles, and The Brookings Institution Center on Urban and Metropolitan Policy, Washington, 2 Geographic Information Systems D.C., 2001

REVISION 4 - JUNE 2016 Page 101 tablished. Focal points, or Town Centers may hold THE ROLE OF POLITICS IN REGIONAL PUBLIC the answer as they can complement the developing POLICY regional centers. Sound public policy should be embraced by all of The reality is that most residents will likely prefer the stakeholders. The discourse has to be elevated highly-disbursed, single-family residences for the above simple protest, and set in visionary terms. foreseeable future. Strategies are quite elusive, Too often, as a result of political differences, the that would accommodate “fi rst-mile” challenges, proper course is overwhelmed by passion and mis- resolving how one gets to the transit stop from their information. residence, or point of origin. Shuttles, DASH buses Local residents certainly have a stake in the out- and rideshare are being increasingly made avail- come of planning decisions. Those proximate to able, and used for last-mile destinations. new development nearly always have legitimate Residential effi ciencies are now being achieved by concerns. Those with investment in the community, taking it to the next level: Transit-Oriented Develop- who are indirectly affected, have to be relied upon ment (TOD) moves origins closer to transportation to interject wisdom and common sense into the access points to the destinations (activity centers) discourse. of the region. Elected offi cials are normally keen to support rea- Northeast Valley objectives: sonable, community-friendly growth, and certainly not interested in alienating their constituents. But, 1. Encourage the cities to adopt Station Area because of term limits and other considerations, Plans, Specifi c Plans, and TODs, in both elected offi ces change hands, and are not always jurisdictions adjacent to the Sylmar/San the best repositories for the longer-term community Fernando Metrolink station to comple- vision. On the other hand, homeowners associa- ment City of San Fernando’s Metro grant tions and community groups tend to be more apt to programming; and around the Van Nuys oppose projects at the permitting stage, and some- Metrolink Station. what less likely to come out in support—even of 2. Intervene and coordinate with the Metro excellent projects. East Valley Transit Corridor development In a large city like Los Angeles, some amount of process to maximize its effects on the re- this aggressive concern is understandable. Stake- gional RTP/SCS and the local strategy. holders tend to feel overwhelmed by such a large 3. Implement a locally-scaled strategy for the municipality. Since they don’t know how far the AB 32, SB 375, SCAG RTP/SCS using leadership will go on growth, they are more likely to best practices along with community- oppose almost any growth. based concepts and visioning. Because many of them have participated in the 4. Adopt smart-growth tactics in the context General Plan or Community Plan process, they fi nd of unique local communities it hard to understand why developers seek plan 5. Use best practices and focus on model amendments, variances and conditional use per- centers mits. They regularly argue the worsening of conges- tion. But to be practical, any new activity, business 6. Assure viability of strategies by taking real- or residences will inevitably generate some amount istic approaches of traffi c.

COORDINATING AGENCIES AND PARTNERS Successful implementation requires building a sub- regional consensus, and careful coordination with agencies, partners and stakeholders. The strategy includes coordination with SCAG, Met- ro, Metrolink, Metro’s Regional Transportation Plan, California High-Speed Rail, freight and related goods movement opportunities. Civic and not-for- profi t groups are also important long-term partners.

Community Stakeholders meet at Vaughn Next Century Learning Center

102 Page WWW.NORTHEASTSTRATEGY.ORG SUSTAINING MOMENTUM INTO THE FUTURE tives to work, small and medium-sized local busi- ness must also join the region’s larger employers in The strategy laid out in this work must be carried these collaboratives. forward by local community leaders who have a vested interest in their neighborhoods and “Town MODELS FOR COLLABORATION Centers.” This document serves as a launching point and vision for the Northeast subregion. But it One successful example of one type of effort in this will be necessary for these ideas to be driven and regard is the Valley Economic Development Cen- adopted by those whose lives are the most affect- ter’s Entrepreneur Center in Pacoima. This initiative ed. Consequently, the strategy offers suggestions and facility is targeted to local entrepreneurs, and for these leadership opportunities, and candidates demonstrates how communities can build a local for those roles. resource to leverage investment in the human capi- tal of their residents. The details for each of these strategic areas are laid out as: (1) new integrated transportation strate- But these efforts need to be scaled up signifi cantly, gies; (2) land use and planning rules and incen- to involve existing and expanding employers, as tives; and (3) economic and workforce development well as fostering new enterprises. For these types partnerships and strategies. As with any strategy, of partnerships, training resources from local ROPs, it is important to set forth goals and objectives. It is adult schools, secondary schools, community also necessary to identify opportunities for leader- colleges and universities need to be brought into ship, while at the same preserving the opportunity the communities themselves. Most of the regional for existing community leaders to adapt and re- college campuses are too distant from the impacted spond to the specifi c realities they encounter. communities. Class schedules are often inconve- nient, when added to working schedules and com- See also Appendix G, Outreach Strategy mutes, to make the training programs truly acces- LEADERSHIP ACADEMIES sible to community residents. However, technology can be combined with expansion to leverage new Leadership Academies have been very effective in workforce training opportunities. the past at making able spokespersons out of local residents. They can provide a partial solution, by LOCATIONS FOR COLLABORATIVE CENTERS assisting stakeholders in fi nding their place at the governance table. To maximize the opportunity for these workforce centers to truly create opportunities for residents Informed decision making is the key. There is a vast to train for local businesses, they too must be lo- difference between making a case as a “chronic cal. They need to include the participation of local complainer” and a credible advocate who can actu- businesses themselves, and they should be close ally inform the public debate—contributing wisdom enough to the businesses, transportation access to the public discourse. points, and homes of the residents, that they can access the training easily and conveniently. This USING COMMUNITY CENTERS TO IMPROVE means having a series of smaller localized work- WORKFORCE/WORK ALIGNMENTS force training resources across the region, rather To achieve what is possible in the subregion and than larger, more centralized locations. For this to help residents of the Northeast San Fernando work on a staffi ng level, it requires the use of tech- Valley reduce their commute and personal vehicle nology and volunteers, as well as the coordinated trips, leaders must do everything possible to en- efforts of the training providers. able local residents to access the range of current To facilitate easy local access, the strategy envi- and new job opportunities that will emerge in their sions at least four local locations for these work- communities. This is not a theoretical exercise. Only force development centers. Each is seen as an three percent of residents work within the same lo- opportunity to provide a general range of services cal area across our fi ve focus areas. Establishment specifi c to the local businesses with whom they will of infrastructure to partner with local businesses; to partner. It is also possible that some may emerge properly train local residents to do these local jobs; as specialized centers for the entire region focusing will have immediate benefi ts in trip reduction. on larger efforts in specifi c industries. For this ap- The workforce infrastructure needs to leverage proach to be successful, the proposed high-quality current efforts by local community organizations, transit infrastructure will have to be particularly schools, community colleges, Regional Occupation robust. Programs (ROPs) and businesses. For these initia-

REVISION 4 - JUNE 2016 Page 103 At minimum, the four centers for community-based 12. Increased percentage of trips less than workforce training centers envisioned include: three miles Sylmar/San Fernando Metrolink Station: As dis- 13. Improved balance of local jobs to local cussed earlier, this intermodal station is seen as a residents and housing key location to build not only a transit hub, but also 14. Increase in Transit Mode Share to public a destination for residents to shop, eat, and live. transportation - boardings It would also be an ideal location to allow access 15. High public-transit ridership in East San for residents of the immediate area. Any additional Fernando Valley Transit Corridor parking associated with the station would allow after-hours access for residents of neighboring In addition to these metrics, measures of mobility areas while accessing these resources. and accessibility also serve to further reinforce the importance of the location effi ciency out- Sun Valley: Because of the unique mix and range comes.4 of possible industries in Sun Valley, this would likely be one of the largest and most active community BROAD-BASED PROSPERITY training sites. Not only would local residents be able 1. Increase in median household incomes to access the resource, but workers in neighboring communities could attain specialized marketable 2. Increase in locally-owned and operated skills as well. businesses Pacoima: The VEDC Entrepreneur Center in Pa- 3. Increase in local participation in college coima is an excellent example of the type of facili- and post-secondary achievement ties needed to cultivate home-grown innovation 4. Increase in industrial base and entrepreneurship. The VEDC BusinessSource 5. Number and quality of local businesses Center is co-located with the Entrepreneur Center, and amenities offering quality goods and and together they serve as a one-stop shop for services business resources. The facilities also include train- 6. Reduction in concentrations and pockets ing spaces readily accessible to the community. of poverty Panorama City: Efforts to revitalize the retail and 7. Reduction in poverty-serving establish- commercial sectors in Panorama City have led ments such as alcohol and drug-related to a more business-services-oriented focus in its outlets economic activities. Workforce development efforts here could center on this distinct aspect of the local ENVIRONMENTAL REMEDIATION AND employment base ENHANCEMENT See CalEnviroScreen (Appendix A)for objective GOALS AND METRICS measurements of many of the following metrics. LOCATION EFFICIENCY 1. Quantifi able reductions in toxins and pol- The location effi ciency outcome refl ects the de- lutants, involving, ozone, pesticides, PM gree to which improved coordination of land use 2.5, Chemical Releases, Diesel, Water and transportation planning impacts the movement Pollution, and solid waste burdens of people and goods in the Northeast Valley. This 2. Improved health care outcomes, includ- outcome has several associated performance mea- ing, Asthma and Low Birth Weight sures that will be used for monitoring the degree to 3. Reduction of social and economic dis- which the region is advancing toward our Location advantages, including, Unemployment, Effi ciency goals: Limited Education, Linguistic Isolation 7. Increase in area classifi ed as High Quality and Poverty Transit Areas (HQTAs) 4. Aesthetic improvements and development 8. Share of growth confi ned to HQTAs and of Town Centers that include healthy and TODs sustainable streetscapes, street trees and 9. Reduced land consumption relative to shrubbery, as well as stimulating experi- growth ences at the human scale 10. Reduction of residents’ per-capita Vehicle 5. Protection of natural elements and open Miles Traveled (VMT) spaces, as well as the special rural 11. Reduction in average distance for both features that are unique to the Northeast work and non-work trips Valley 4 Derived in part from the Southern California Association of Gov- ernments (SCAG) 2016-2040 Draft RTP/SCS, p.154

104 Page WWW.NORTHEASTSTRATEGY.ORG Fig. 49 - Per Capita Vehicle Miles Traveled 2035 Fig. 51 - Average Auto Trip Length 2035

MEASURING THE GREENHOUSE GAS BENEFITS OF THE SCS

• Two thirds of new housing will be multi-family by 2035. • Over 60% of all jobs will be within HQTAs by 2035. • Over half of new homes and jobs will be within walking distance of transit. • Fewer drive-alone trips and more transit use, bik- ing and walking, and High Occupancy Vehicle trips • Average auto trip length decreases through 2035. • Per capita VMT decreases through 2035. CARB staff charts - SCAG predicted outcome metrics

Source: California Air Resources Board, technical evaluation of SCAG’s Sustainable Communities Strategy metrics Fig. 52 - Percent Change in Mode Share 2035

Fig. 50 - Share of Housing in HQTA Transit Areas 2035 Fig. 53 - New Multi-Family Housing 2035

REVISION 4 - JUNE 2016 Page 105

APPENDIX A - ENVIRONMENTAL MAPPING OF THE REGION

REVISION 4 - JUNE 2016 Page 107 POLLUTION BURDEN

Fig. 54 - Pollution Burden Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 ENVIRONMENTAL CLEANUP SITES

Fig. 55 - Environmental Cleanup Sites Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 GROUNDWATER THREATS INDICATOR

Fig. 56 - Groundwater Threats Indicator Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 HAZARDOUS WASTE GENERATORS & FACILITIES

Fig. 57 - Hazardous Waste Generators & Facilities Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 SOLID WASTE SITES & FACILITIES

Fig. 58 - Solid Waste Sites & Facilities Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 OZONE CONCENTRATION

Fig. 59 - Ozone Concentration Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 DIESEL PARTICULATE MATTER

Fig. 60 - Diesel Particulate Matter Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 PM 2.5 FINE PARTICLE POLLUTION

Fig. 61 - PM 2.5 Fine Particle Pollution Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 TRAFFIC DENSITY INDICATOR

Fig. 62 - Traffic Density Indicator Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 PESTICIDE USE

Fig. 63 - Pesticide Use Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 RSEI CHEMICAL RELEASES & TOXIC EXPOSURE

Fig. 64 - RSEI Chemical Releases & Toxic Exposure Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 DRINKING WATER CONTAMINANTS INDEX

Fig. 65 - Drinking Water Contaminants Index Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 ASTHMA

Fig. 66 - Asthma Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 LOW BIRTH WEIGHT

Fig. 67 - Low Birth Weight Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 LINGUISTIC ISOLATION

Fig. 68 - Linguistic Isolation Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 SENSITIVE POPULATION CHARACTERISTICS

Fig. 69 - Sensitive Population Characteristics Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 AGE: CHILDREN & ELDERLY PERCENT OF POPULATION

Fig. 70 - Children & Elderly Percent of Population Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 UNEMPLOYMENT

Fig. 71 - Unemployment Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 POVERTY

Fig. 72 - Poverty Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 LESS THAN HIGH SCHOOL EDUCATION

Fig. 73 - Less Than High School Education Source: Mulholland Institute - CalEnviroScreen 2.0 - 2016 APPENDIX B - TRANSIT ALTERNATIVES

Fig 74 - Alternative 1 - Curb-Running Bus (BRT)

128Fig 75 -Page Alternative 2 - Median-Running Bus (BRT) WWW.NORTHEASTSTRATEGY.ORG Fig 76 - Alternative 3 - Low-Floor Light Rail (LRT)

Fig 77 - Alternative 4 - Light Rail Transit (LRT) REVISION 4 - JUNE 2016 Page 129 APPENDIX C - PACIFIC ELECTRIC RED CAR LINE MAP

Map Source: Mulholland Institute

Fig. 78 - Pacific Electric Red Car Line Map APPENDIX D - REGIONAL EDUCATIONAL INSTITUTIONS

Fig. 79 - Regional Educational Institutions vide a pedestrian refuge area or accommodate APPENDIX E - MAIN STREET MAGIC landscaping Main Street Magic Landscaping in medians, sidewalk planting strips Main streets provide access to businesses, residen- and planters tial roads and other nearby properties. Main streets Ornamental lighting, planters, benches, trash serve pedestrians, bicyclists, businesses and public receptacles, light poles, traffi c signals, overhead transit, with motorized traffi c typically traveling at banners, artwork, bus shelters and other street speeds of 20 to 40 miles per hour. Main streets give furniture communities their identity and character, they pro- Pedestrian Signs mote multi-modal transportation, support economic growth, and may have scenic or historic value.1 • Textured crosswalks, rumble strips or inter- section pavement Reducing the Number of Lanes • Limit lines set back from crosswalks Reducing the number of lanes can provide space • Transportation Art for features such as wider shoulders, bicycle lanes, sidewalks, and medians, or the addition of left turn Roundabouts pockets or parking. Reducing the number of lanes Many communities are beginning to recognize may reduce the potential for collisions or may the traffi c calming effect of properly designed and decrease speeds and smooth traffi c fl ow. However, strategically located circular intersections. Although reducing the number of lanes may also reduce the their use has been promoted primarily to improve vehicular level of service, which may or may not be safety, the modern roundabout can provide numer- acceptable to the community. ous advantages over conventional intersection traf- fi c control treatments. Reducing Lane Width Roundabouts can reduce the number and sever- Wider lanes tend to improve driver comfort. How- ity of collisions for all highway users. Additionally, ever, on highways that serve as main streets, roundabouts help to address other benefi ts such as particularly those that operate at lower speeds, lane those described above2 widths narrower than the standard 12 feet may be appropriate. Reduced lane widths, used in com- • Reduce speeds of vehicles—calming traffi c bination with other traffi c calming measures may • Improve access and traffi c circulation, main- encourage slower speeds, which is desirable for an taining a more constant throughput active main street. Where existing right of way is • Reduce delay by replacing stoplights limited, reducing lane widths can provide additional • Reduce the number of through and channel- shoulder width to accommodate bike lanes, side- ization lanes walks and alternative parking confi gurations. • Provide more space for bicycle and pedes- trian facilities Visual Cues • Improve pedestrian mobility Visual cues help drivers recognize that they are • Reduce fuel and/or energy consumption entering an area of increased pedestrian, bicycle with less stop and go or other non-motorized activity, and in combina- tion with other traffi c calming measures may help • Lower vehicle emissions with less stop and reduce vehicle speeds. Visual cues encourage go motorists to park, and to experience the main street • Provide unique opportunities for landscap- amenities. Examples of visual cues that can rein- ing and other aesthetic treatments force this transition include: • Have the unique ability to serve as a physi- Gateway treatments, which are typically signs or cal and operational gateway monuments Lower Speed Limit Sidewalks, typically accompanied by curb and gut- ter, to designate portions of the roadway for motor- Speed reduction can be achieved with limit signage ized and non-motorized users or by creating a transition area using design ele- ments and/or traffi c control devices that will natu- Raised medians or traffi c islands, typically installed rally reduce the speed of the motorist. as an access management technique and to pro-

2 Additional information on roundabouts can be found in Caltrans 1 See Main Streets: Flexibility in Design and Operation, (Caltrans, Design Information Bulletin (DIB) No. 80-019 and the FHWA publica- Sacramento, CA - 2005) pp 8-13 tion: Roundabouts: An Informational Guide, March 2000

132 Page WWW.NORTHEASTSTRATEGY.ORG Synchronized Signals Unique Pedestrian Crossings Speed is not necessarily the key to traffi c capacity. What applies to pedestrian crossings also applies An unbroken fl ow at 25 miles per hour may provide to other types of non-motorized crossings, such more throughput than a 35 mile per hour street as equestrians and bicycles. Pedestrian crossings with poorly coordinated signals. On most arteri- include: markings, signing, overhead signing where als, the “effective speed” is far less than the posted the main street displays numerous business signs speed. It’s the “jackrabbit” phenomenon of racing and other distractions, raised islands for pedestrian from signal delay to signal delay that fosters inef- refuge, and traffi c control systems (e.g., fl ashing fi ciency. A series of intelligently-synchronized traffi c beacons with warning signs or in-roadway warning signals can maintain the vehicular Level of Service lights). (LOS) and still facilitate throughput even at reduced speeds. Computerized systems are best, to accom- Intersections modate changes in the traffi c fl ow and demand that Pedestrian crosswalk markings are installed to occur throughout the day. channelize pedestrians into a preferred path at intersections and give visual cues to drivers. They Raised Median Islands may be painted on, stamped or laid with masonry. Raised median islands have multiple functions: they In slower speed areas they can also include rumble provide pedestrian refuge, reduce the scale of the strips to remind motorists that they are in a reduced main street, and with added landscaping, make the speed pedestrian-oriented area. They can be as public space aesthetically more pleasing. Raised simple as two parallel lines or contain any number medians also channelize left turn pockets and cre- of artistic features. They can also contain animation ate a unique visual identity for the corridor. Raised and fl ashing lights to catch the attention of traffi c. median islands help reduce confl icts between pedestrians and vehicles by allowing pedestrians to cross only one direction of traffi c at a time. Mid-Block Crossings Mid-block pedestrian crossings are generally unex- Parking Confi guration pected by motorists. Particular care should be given to roadways with two or more traffi c lanes in one di- Parking is necessary to support business and main rection as a pedestrian may be hidden from view by street uses, and may also have a traffi c calming a vehicle yielding the right-of-way to the pedestrian. impact. Caution must be used to protect bicyclists traveling on the roadway and pedestrians or dis- abled persons who may not be tall enough to be Textured Pavement in Pedestrian Crossings seen above a parked vehicle. In general, stamped concrete and asphalt concrete are preferred over brick or unit pavers when a tex- Diagonally-angled parking will accommodate more tured/aesthetic surface treatment is desired. Brick parking spaces on the main street. Angled parking or unit pavers may cause more noise, have a higher can be forward (nose-in) or reverse (back-in). It can initial cost, and in particular, have a potential high create problems due to the varying length of ve- cost of maintenance. hicles and sight distance limitations associated with backing up against oncoming traffi c, a maneuver that is also required for parallel parking. Sidewalk Bulbouts and Curb Extensions Sidewalk bulbouts are extensions of the curb and Broad Sidewalks sidewalk into the roadway, usually at intersec- The preferred sidewalk width in a downtown envi- tions. They often have textured/aesthetic surface ronment is a minimum of 10 feet. This width allows treatment and are integrated into the streetscape pairs of pedestrians to walk side by side or to pass design, allowing sidewalk widening, placement of comfortably. More width is desirable to accom- street furniture, landscaping, kiosks, statuary, bike modate high volumes of pedestrians, bus shelters, racks, bollards and other design features. They pro- streetscape, sidewalk cafes and other outdoor uses. vide pedestrians greater visibility when approaching On-street parallel parking and landscaped sidewalk crossings; decrease the distance pedestrians must planting strips can provide a welcome buffer be- cross; and give visual cues to slow traffi c. tween pedestrians and moving vehicles.

REVISION 4 - JUNE 2016 Page 133 Street Lights Decorative Banners are intended to convey brief Unique and decorative street lights are major text or logos identifying local agencies and orga- features in town centers and convey a certain look nizations. Banners are most effective when the and feel: modern, retro, antique, etc. Main streets graphics and text are simple enough to be viewed should have adequate lighting, in any case, for and understood in the split second that drivers have pedestrians to feel secure at night. Decorative light- ing fi xtures enhance a downtown’s unique sense of to glance at them. Larger creative and more pro- place. fessional graphics can be used to complement the streetscape or set the mood for special events. Text Street Furnishings is not always required. Street Furnishings include benches, kiosks, bol- lards, bike racks, planters, etc. Street furnishings Gateway Monuments provide pedestrians a place to rest and socialize. A gateway monument is any freestanding structure or sign, not integral or otherwise required for the To enhance pedestrian activity, a main street may street facilities that communicates the name of a include places to sit, such as benches, low walls, community or area. These are more than just a clue planter edges or wide steps. The presence of pe- that you are entering a special district or town cen- destrian gatherings reminds motorists that streets ter. They would use text such as “University Village have other public uses. Welcomes You.”

Street Landscaping Combined Parallel Parking and Angle Parking Street landscaping makes downtowns more livable, It is possible to promote the look and feel of a vil- lage by using a careful mix of parking styles. As dis- beautiful and unique to the town. Quality landscap- cussed elsewhere, diagonal parking could be used ing along the roadway, close to the highway or in on one side of the street and parallel on the other, medians can increase driver awareness of the im- without reducing the total number of traffi c lanes. mediate environment and may alter driver behavior, The parking would vary from side to side by strip- resulting in slower speeds and a safer main street. ing the traffi c lanes to defl ect occasionally, allowing A row of trees may calm traffi c by making the road for a more leisurely drive on a meandering street. By interspersing curb extensions, bulbouts, medi- appear narrower. Street trees add an attractive ans, and heavy landscaping, the result is a defi nite canopy over the main street and may increase sense that Northeast Valley is a place, and that comfort for pedestrians. They create comfortable you have arrived. With parking re-confi guration will spaces and soften lighting. They cool streets in the come the opportunity to extend curbs, widen side- summer, and provide a windbreak in the winter. walks and opportunities to dramatically enhance Trees can also create distinctive identity and sea- the streetscape. sonal interest. Diagonal Parking Banners and Decorations Diagonal parking is a relatively simple and inexpen- sive modifi cation to change the character of existing Banners, decorations and temporary signage over streets. Diagonal parking shortens the in-the-line-of and within street rights-of-way are common for traffi c distance for people crossing the street, and events sponsored by local agencies and nonprofi t it garners support from businesses because it can organizations. Non-Decorative Banners are intend- add up to 40% more parking spaces than parallel.3 ed to convey a message such as the occasion of an Transportation agencies have targeted diagonal event or activity and may be frowned upon. In Los parking, “removing it from innumerable main streets Angeles, there are limitations in the amount of text and commercial districts on the grounds that more or advertising that is permitted in proportion to the room is needed to move traffi c ‘safely’, which re- 4 overall size of a banner. ally translates to ‘speedily’.” An experiment with diagonal parking in San Bernardino, California, 3 Streets as Places at p 37. 4 Ibid. at p 15

134 Page WWW.NORTHEASTSTRATEGY.ORG doubled pedestrian volumes and increased the number of parked vehicles by 25%. Diagonal park- ing changed the personality of the street “from a bare, off-putting stretch to an intimate, welcoming urban environment.”5

Reverse Angle Diagonal Parking With angle parking on both the east and west sides of the business district, additional spaces could be created, while at the same time contributing to the architectural appeal and traffi c calming of the dis- trict. It normally takes away one to two traffi c lanes, which slows traffi c, and the overall gateway effect puts visitors on notice that they are in a special part of the road. Most are familiar enough to know that this is a district where pedestrians take the street back from the automobile. “Back-in/head-out diagonal parking is superior to conventional head-in/back-out diagonal park- ing. Both types of diagonal parking have common dimensions, but the back-in/head-out is superior for safety reasons due to better visibility when leav- ing. This is particularly important on busy streets or where drivers fi nd their views blocked by large vehicles, tinted windows, etc., in adjacent vehicles in the case of head-in/back-out angled parking. In other words, drivers do not back blindly into an ac- tive traffi c lane. The back-in maneuver is simpler than a parallel parking maneuver. Furthermore, with back-in/head- out parking, the open doors of the vehicle block pedestrian access to the travel lane and guide pe- destrians to the sidewalk, which is a safety benefi t, particularly for children. Further, back-in/head-out parking puts most cargo loading (into trunks, tail- gates) on the curb, rather than in the street.” The growing presence on American streets of sport utility vehicles (SUVs), with their bulky rear ends and (frequently) tinted windows may have spurred the trend toward back-in/head-out angle parking: when using conventional angle parking, drivers increasingly fi nd themselves beside an SUV, with more diffi cult sightlines.

5 Ibid. at p 62

REVISION 4 - JUNE 2016 Page 135 50 cities in the US. Cleveland OH covers the same APPENDIX F - ABOUT THIS PROJECT area, and has a smaller population (389,521).4 This planning project is an extension of the South- ern California Association of Governments (SCAG) Because all such works have to start somewhere, Regional Transportation Plan/Sustainable Com- fi ve “centroids” were chosen. Three of the centroids munities Strategy (RTP/SCS) that addresses the represent arterial stretches that are challenged, but key elements of Senate Bill (SB) 375: reduction of also offer the greatest opportunity for the creation greenhouse gas emissions from automobiles and or re-creation of Town Centers and Transit-Oriented light trucks through integrated transportation, land Districts (TODs): San Fernando Road and Mall use, housing and environmental planning. The Area TOD, Van Nuys Boulevard - Pacoima Center SCAG RTP/SCS focuses on the following compo- TOD, and Panorama Mall and Shopping Area. All nents of sustainability and prosperity: three of these lie along the planned East San Fer- nando Valley Transit Corridor. They each represent • Reducing pollution and associated health the center line for a half-mile band Transit-Oriented impacts from traffi c and industrial uses; Pre- District including elements for Pedestrian-Oriented venting additional pollution growth through Districts as well. traffi c mitigation, transportation planning, zoning and land use actions; The fourth centroid is a point represented by the Sylmar/San Fernando Metrolink Station. Inasmuch • Implementing “smart growth” through re- as the current strategy centers around TODs, and positioning key hubs as potential transit- this station is fast-becoming a multi-modal transit oriented activity centers and building on the center for the region, it is an ideal center point for a investments in Metrolink, Rapid Bus, light half-mile radius TOD. rail, high-speed rail and includes the future Northeast San Fernando Valley Transit Cor- The fi fth area is the Sun Valley Remediation Area, ridor public transportation improvements; representing a half-mile band radiating out from • Fostering economic revitalization and ex- several major landfi lls/surface mining excavations pansion by retrofi tting existing businesses in Sun Valley. The major operations in the area all and structures to reduce pollutant output have different profi les for the future. Some of the and water consumption and increase en- heavy operations—mining and recycling—will likely ergy effi ciency, attracting new green busi- continue operations for the foreseeable future. Oth- nesses and promoting local investment and ers have been decommissioned, and still others job creation. may ultimately be re-purposed to more environmen- tally-friendly activities, such as recycling, stormwa- The SCAG project seeks to couple economic ter infusion, settling basins, green space, or even growth with environmental betterment in a positive solar farms. What and when remains a question. way, showing that economic expansion and envi- ronmental quality can be compatible and mutually supportive. The Northeast Valley project is designed both to serve the local communities of the North- east and to serve as a model for similar communi- ties throughout Southern California.1

CORE STRATEGIES The area covered in the project scope is quite extensive. As defi ned, it is home to 407,129 resi- dents.2 Its census tracts cover 189 square miles,3 of which, 111 square miles is contained in a largely- unpopulated area of the Angeles National forest. The suburban/rural portion comprises 78 square miles. This would make it comparable to the top

1 “RTP/SCS 2012-2035,” Southern California Association of Governments 2 U.S. Census Bureau, 2013 American Community Survey (ACS), 5-Year Area Analysis of Census Tract Block Groups, Mulholland Institute, 2016 3 For data consistency, includes a 111 square mile census tract that 4 “American FactFinder – Results”. United States Census Bureau, comprises a major watershed in the Angeles National Forest Population Division. Retrieved May 21, 2015.

136 Page WWW.NORTHEASTSTRATEGY.ORG for 2020 and 2035 for each region covered by one APPENDIX G - OUTREACH of the State’s metropolitan planning organizations STRATEGY (MPOs). The Southern California Association of Northeast San Fernando Valley Sustainability & Governments (SCAG) is the Metropolitan Planning Prosperity Strategy Organization (MPO) for the region that includes Los Angeles County. Local jurisdictions within the The outreach process in support of this project State of California are now required to meet rigid serves multiple functions, engaging interested par- standards and targets to comply with the new laws. ties as to goals and objectives, recruiting participa- This includes establishing a Sustainable Communi- tion, sharing expertise and attracting resources. ties Strategy (SCS) to accompany their Regional Transportation Plan (RTP). 1. At the beginning of this process, outreach serves a purpose by gathering input and In short, the goal is to reduce private automobile information from stakeholders, leaders and trips and reduce total Vehicle Miles Traveled (VMT) experts. thus contributing to a reduction of greenhouse gas 2. Outreach sessions have been utilized to (GHG) emissions. Because of these regulations, guide incremental progress during the an increase in emphasis on public transportation process. in Northeast Valley communities can be expected. Most of these areas have a highly transit-depen- 3. As the strategy is nears completion, the dent population. project outcomes and conclusions are vetted through further outreach to assure The instant project focuses on one of the most un- that they coincide properly with the original derserved areas in the greater region—the North- goals and with the data developed. east San Fernando Valley. It is an environmentally 4. At the end of the development process, and economically challenged group of communities. when the strategy has been completed, It is also home to some of the most undesirable the outreach functions as an introduction land uses and compromised resources in Southern to the implementation phase. California. 5. Outreach is normally conducted before There are some glimmers of hope in the area’s implementation begins. But in many cases, transition from a landfi ll economy to the green, such as visioning or community planning, recycling economy, including the introduction of the outreach serves as an integral part of Materials Recovery Facilities (MRFs). In addition to implementation of the project itself. this, the area is home to a willing workforce, well- In the present case, all of the above functions are positioned to transition into the advanced manufac- true of the Outreach Plan. Early buy-in is extremely turing and green industries of tomorrow. important. All of the interested leaders and re- Achieving sustainability alone will not be suffi cient sources needed to be invited to provide input at the for this heavily-impacted area. What must fi rst occur earliest possible stage, establish a vested interest, is elevation to a quality of life worthy of being sus- and to increase the probability that they will be sup- tained. Modern techniques and technologies need portive of the outcomes. These leaders can provide to be employed to mitigate environmental degrada- the means through which successful implementa- tion, and enlightened planning concepts can lead to tion can be achieved. an area that is attractive, effi cient and prosperous. GOALS AND OBJECTIVES Enhanced prosperity is an important step in that Because of its geographic and political circum- direction. High-paying jobs and careers are key. The stances, the San Fernando Valley has often been San Fernando Valley is well situated to convert its overlooked on issues of infrastructure and transpor- aerospace, advanced manufacturing and fabrica- tation. This is an especially vexing problem because tion industries to work with green technologies such the Valley is geographically separated from the Los as turbines, fans and other wind-, solar- and water- Angeles basin by the Santa Monica Mountains, and driven technologies. And the Northeast is a perfect by long commutes to the greater Los Angeles area. area to re-tool and accommodate these emerging enterprises. Any economic strategy should include Under Senate Bill 375, the Sustainable Communi- re-directing industry clusters to take advantage of ties Act, the California Air Resources Board (ARB) these opportunities. sets regional targets for Greenhouse Gas emis- sions reductions from passenger vehicle (and small truck) use. In 2010, ARB established these targets

REVISION 4 - JUNE 2016 Page 137 DRAFT GOALS GEOGRAPHIC AREA • Implement a strategy for compliance with While the northeast San Fernando Valley is gener- AB 32, SB 375, SCAG RTP/SCS using best ally described as the area of the City of Los An- practices and community-based concepts. geles and the City of San Fernando to the north • Maintain a balance between quality of life, of Roscoe Boulevard and to the east of the I-405 economic health and job growth. freeway, the strategy focuses its energy on several areas of greatest need and opportunity. Demo- • Convert rundown commercial areas into graphically, this takes in the community of Pacoima, “Complete Streets,” creating visual cues, and portions of adjacent communities affected by streetscape and walkable corridors. environmental degradation, economic weakness, • Promote “Active Transportation” by increas- and a shortage of services, amenities and infra- ing safety and security and changing rights structure. of way to accommodate biking, walking, and shared transportation. The contrasts are shown in mapping and compar- • Implement a strategy for “Location Effi cien- ing attributes of the greater area. Comparative sta- cy” to complement transit modes and tech- tistics are used to highlight the disparate fi nancial, nologies being identifi ed and brought on line social, housing and other indicators that are the in the East Valley Transit Corridor. hallmarks of Northeast Valley communities. • Promote thinking of project area planners to Target Centroids for Strategic Planning and promote mixed uses and situating points of Revitalization origin nearer transportation hubs. 1. Sylmar/San Fernando Metrolink Station • Realize community visions by making cer- TOD - East Valley Transit Corridor Termi- tain that a full range of opportunities and nus - half-mile radius around the station amenities are available to residents. designated for a Station Area Plan • Develop unique assets and regional desti- nations to attract visitors and patrons. 2. San Fernando Road and Mall Area TOD - Pedestrian-Oriented District, area overlap- • Work with leadership for a healthy and sus- ping the Sylmar San Fernando Metrolink tainable planning process. Station radius • Implement Station Area Plans in Los An- 3. Van Nuys Boulevard - Pacoima Center geles as well as San Fernando around the TOD - from Laurel Canyon Boulevard to Sylmar/San Fernando Metrolink station. San Fernando Road, including a three- • Support industry clusters, and monitor data quarter mile segment of that is the focus of and profi les. the Urban Land Institute’s Healthy Corri- • Support workforce, skills and education dors project. system. 4. Panorama Mall and Shopping Area TOD - • Migrate from the old economy to the new— Van Nuys Boulevard from Parthenia Street from “bricks and mortar” to green, tech and to Lanark Ave. healthcare—capitalizing on the “green” 5. Sun Valley Remediation Area - mining, economy. materials recycling, landfi lls and infi ltration • Develop grant-writing capacity to seek out areas - including heavy industry, transi- funding sources—public, private and civic— tion to community-friendly green-tech and attracting private investment. complementary advanced-manufacturing • Maintain a system of communication and clusters empowerment that will allow leaders in the Additional areas worthy of observation and discus- Northeast to work with decision makers. sion are the Discovery Cube Los Angeles, corridor • Support upgraded and modernized indus- in Lake View Terrace, and Foothill Boulevard eques- trial infrastructure. trian corridor—Regional Attractions—with connec- • Work to improve goods movement and tions to Foothill Trails and the Angeles National logistics. Forest recreation areas. • Establish dialog with owners and operators Note: The Centroids are not intended to limit the of environmentally challenged facilities and process, but be considered practical starting points properties, and share proven and practical from which improvement and planning can radiate. “best practices” for remediation.

138 Page WWW.NORTHEASTSTRATEGY.ORG ALIGNMENT WITH COMMUNITY VALUES Spanish and English fl yers and collateral materials. Efforts are also used to develop coverage through This undertaking is consistent with long-held goals earned media and insightful media communica- and values of the Northeast Valley. Residents of the tions. region are entitled to livable communities, where the air and water are clean and clear; where the Electronic media is by far the most advanced and roads and sidewalks are well maintained and free effective way to communicate a message. Email of potholes and cracks. These communities deserve updates/news fl ashes to stakeholders and the adequate green spaces, commercial amenities and broader region are an excellent method for drawing opportunities for recreation and entertainment. Cul- attention to progress being made, and ultimately to tivating a sense of “place” is important to encour- assist in attracting resources and investment. Email age community pride and future investment. This in relays through the mailing lists of strategic partners turn, boosts the economy, increasing local employ- can dramatically amplify the outreach coverage. ment, resulting in shorter commutes that are better Strategic Partner organizations have been recruited adapted to alternative transit modes. to pass-along fl yers and invitations to their mem- bers and constituents, or to share their mailing lists. Local entrepreneurs and innovators can be encour- aged and supported by an optimistic populace and Stakeholders have been engaged using targeted a cadre of visionary leaders. Educational access methods for specifi c input sources. One-on-one and support are essential for developing fulfi lling briefi ngs, phone interviews, roundtable discussions, careers and the promise of “shared prosperity.” presentations to specifi c groups, and personal invi- tations to public outreach activities, are all methods BRANDING AND T ARGET MARKETS used to involve stakeholders. The overall project area can benefi t from positive imaging and branding of the region. Examples A variety of informational materials and methods, include Restaurant Row, Hollywood Boulevard, such as news media, fl iers, and the project website, NoHo, Little Tokyo, Warner Center, etc. Promot- are tools used for reaching out to the public during ing an identity is a form of shorthand that makes the strategic planning process. Public involvement it easier to attract visitors and investments, while activities include methods designed to improve pub- bolstering local pride among residents. Instead of lic awareness by presenting information (one-way the locals needing to go to other communities with communication), as well as to solicit input to inform their business, a brand will attract spending and the plan’s content (two-way communication). build community capital in local neighborhoods. As with all public outreach materials and activities, Some stakeholders will oppose the attraction of the team has ensured equal access and meaningful new activity and development. It is incumbent upon participation of all individuals, including those from the project team, leaders and strategic partners to racially and ethnically diverse backgrounds. This fully explain the ramifi cations of community-friendly includes reaching out to those with limited English improvement and proactive planning. profi ciency and members of underserved popula- tions. IDENTIFYING EFFECTIVE OUTREACH MODES OF Email news/updates have been used in advance of COMMUNICATION each of the two main public meetings to generate Once an image or brand is established, the out- interest among residents and stakeholders, as well reach messaging must be clear and easily commu- to keep other participants and leaders informed of nicated. This means packaging it in innovative ways progress being made. In addition, emails have been and sharing it with a broad cross-section of offi cials, used to summarize some of the points being dis- civic leaders, infl uencers and resident stakeholders; cussed. as well as helping to drive participants to the www. NortheastStrategy.org website. Because of the high INFLUENCERS AND ADVOCATES concentrations of Spanish speakers in the area, the During the planning process, the team is conducted website needs also to accommodate visitors from a series of structured discussions with public of- this cohort. fi cials, civic leaders and interested stakeholders. This broad outreach effort included telephone and The most effective outreach messaging is achieved face-to-face interviews with leaders and representa- through in-person presentations to key leaders, and tives from the affected communities, and with public community events that target the greater popula- and private agencies. tion. These events are promoted through the good offi ces of the project sponsors, using bilingual,

REVISION 4 - JUNE 2016 Page 139 As the process unfolded messengers were identi- munities where they are convinced that something fi ed—those who can take the results back to their meaningful is taking place—and that they can be a neighborhoods, communities and infl uence centers. part of it. Typically these groups provide the longer-term momentum to carry the initiatives to fruition. The stakeholders in each community are the ultimate Charitable and faith-based organizations are always messengers to their friends and neighbors. on the front line of community enhancement, and initiatives to improve the quality of life of local resi- EADERSHIP OUNDTABLE DEATION ESSIONS L R - I S dents. Their support brings resources, and provides The process began with foundational information a compassionate helping hand. and histories from this area with longer-term knowl- edge and experience. The individuals and families that make up com- The planning team conducted interviews and brain- munities thrive on hope and inspiration. Popula- storming sessions with identifi ed leaders within the tions such as those in the Northeast Valley need to market to marshal stakeholder resources at the earliest stages. This work continued through the be carefully addressed, as there can be dramatic fi nal steps of outreach. contrasts in culture and communications. Latinos are heavily represented in Northeast Valley and the It is important to identify what incentives can be offered to engage targeted stakeholders and orga- outreach to residents has been offered in Spanish nizations. Stakeholders have to be offered reasons as well as English. why they should become involved. They need to be shown that their participation will actually have an A good time to invite broad public input, to under- effect—that they can make a difference. Recruiting stand stakeholder ideas and priorities, is in the mid enthusiastic leaders and participants is essential to stages as the strategy is being developed. This is the longer-term implementation of the strategy. when a rough framework is available for discus- INPUT AND PARTICIPATION FROM STAKEHOLDERS sion, but before the plan is fi nalized. The next most Input and resources needed from stakehold- important milestone is sharing and promoting the ers depended on each stakeholder’s capabilities, fi nished product when the strategy has been com- experience, and position relative to the targeted pleted. communities. Elected offi cials have the ability to PLAN EVALUATION rally constituents, make policy, identify resources, Because this is a real-time project, incremental and generally to provide the inspiration for success. adjustments to the schedule and contacts are to Their support is critical for attainment of project be anticipated. As the stakeholder group expands goals. and input is received, the shape of the developing strategy will necessarily evolve. The elements of the Within the City of Los Angeles the City-Charter- plan come together as the collaborative process based Neighborhood Council system has provided moves forward. These are the hallmarks of a truly an ideal platform for reaching community leaders meaningful and inclusive approach. and neighborhood activists. This unique format of governance provided this project with the residents By evaluating the outreach plan near the end of the and offi cials who can connect with leaders and process, the team determines what is working and decision-makers. what adjustments need to be made for completion. Such metrics as the number of meetings, number Civic groups and leaders are able to organize sup- of attendees, productivity, number of volunteers port, provide background information, and add an recruited, number of strategic partners identifi ed, element of continuity from within the affected com- and successful coalitions built, provide solid metrics munities. Businesses and the fi nancial community for outreach evaluation. can bring investment and revitalization for com-

140 Page WWW.NORTHEASTSTRATEGY.ORG PUBLIC PRESENTATION AND REVIEW CONTEXT FOR LEADERSHIP INVOLVEMENT The public has been given the opportunity to re- Participants may be involved at different levels: view and comment on the fi nal draft plan prior to Community Workshops, Roundtable Workgroups, Individual Interviewees, Resources/Advisors, Team its adoption. This includes posting it on the www. Members. NortheastStrategy.org website. It is helpful to get feedback from the public on the identifi cation of The Prospects and Participants list is a work in community assets and the prioritization of environ- progress and not all prospects and participants are involved in every phase. mental and economic actions in the strategy. Two online surveys have been fi elded. The fi rst During the development of this multi-jurisdictional strategy, the team Made presentations to the public is the Community Survey, and the second is the and to governing bodies. Business Survey. These results will be posted and updated from time to time to truly make this a “living • Community/Stakeholder Outline - Draft “ and timely strategy. • PowerPoint and handouts - English/Spanish The feedback received through outreach activities, • Team and managers kickoff meetings such as comments at meetings, and comments on • Stakeholder interviews (24+) individual lead- plan drafts, are evaluated and incorporated into the ers and experts planning team’s decisionmaking process and into • Website allowing registration and inclusion the fi nal strategy. During the outreach process, the in Email list team communicated clearly to stakeholders and the • Workshop I - Community stakeholder input public how public feedback will be used to inform • Roundtable - Leadership Ideation the plan. • Planning meeting State Senator SUCCESSION PLANNING • Planning meeting State Assembly Member At the conclusion of the development process, the • Planning Meetings - Mobility Summits (x2) strategy is handed off to those people and groups • Online Survey - Community w/promotion evidencing the most interest and greatest stake in its success. As with anything designed to occur • Online Survey - Business w/promotion over many years or even decades, it is essential • Roundtables - Transportation (x2) that the stewards to whom the strategy is entrusted, • Roundtable - Sustainability, Energy & Envi- be able to maintain the institutional drive over a ronment sustained period. • Roundtable - Civic, Community & Gover- The project team has worked to identify and devel- nance op stakeholders to take ownership of the initiative • Roundtable - Economy & Business on a ongoing and continuous basis. Organizations and institutions that emerge through the process • Roundtable - Education, Opportunity & are sought to maintain the momentum over time. Careers The leadership from this group needs to crystallize • Roundtable - Land Use, Planning & Centers into a long-term steering committee. The project • Council of Governments Meeting Updates team is working with these emergent leaders, ad- vising them in organizational management tech- • Roundtables - Joint - Elected Offi cials (x4) niques and “civic entrepreneurship.” • Presentation of Draft Strategy to community organization(s) This steering committee is charged with, and has assisted in, creating a more detailed succession • Northeast Valley Neighborhood Councils plan. Generally, individuals can provide a great deal • Meetings with LAEDC at CSUN (x2) of energy. But it is unlikely that any one person can • Present to existing community events carry the torch indefi nitely. The development of this community leadership should not be tied to any one • Planning Commission Workshop - City of leader or elected offi cial as offi ces change, and the San Fernando timeline requires that the plan remain consistent beyond most elected terms.

REVISION 4 - JUNE 2016 Page 141 Land & Water Conservation Fund (LWCF) APPENDIX H - SOURCES FOR The LWCF program provides matching grants to States and local 1 governments for the acquisition and development of public outdoor GRANTS AND SUBVENTIONS recreation areas and facilities. The program is intended to create and maintain a nationwide legacy of high quality recreation areas and FEDERAL FUNDING SOURCES facilities and to stimulate non-federal investments in the protection and maintenance of recreation resources. The LWCF could fund the National Highway System (NHS) development of river adjacent bicycle facilities. These funds are typically restricted to projects located on the Na- tional Highway System. Petroleum Violation Escrow Account (PVEA) PVEA funds come from fines paid by oil companies in the 1970’s for Surface Transportation Program (STP) violating oil price caps set by the federal government. The Depart- STP funds can be used on any public roads that are not classified ment of Energy’s State Energy and Weatherization Assistance as local roads or minor collectors. Such roads are referred to as Program distribute the money at the state level through grants. PVEA federal-aid roads or highways. However projects or improvements to funds projects with an emphasis on energy saving including public bridges, safety, carpool related, and bicycle/pedestrian infrastructure transportation and bridge construction or maintenance. care exempt from the highway restriction.2 Congestion Mitigation and Air Quality (CMAQ) Improvement STATE FUNDING SOURCES The CMAQ program funds transportation projects and programs California’s principal source of state revenue for transportation is the that help meet the requirements of the Clean Air Act. Eligible proj- state excise tax on motor vehicle fuels; this includes motor vehicle ects include: transit improvements, travel demand strategies, traffic fuel, diesel fuel, and alternative fuels on a per-gallon basis. Approxi- flow improvements, and fleet conversions to cleaner fuel.3 mately 49.7% of the State’s transportation funding was attributed to the State Fuel Excise Tax, 20.8% to the sales tax on Motor Vehicle Transportation Investment Generating Economic Recov- Fuel. Much of the money available at the State level is funded ery (TIGER) through the State Transportation Improvement Program (STIP), The United States Department of Transportation invests in road, rail, which includes revenue from the State Highway Account (SHA) and transit, and port projects that will have a significant impact on the Na- TEA-21 fund allocated to the State. tion, region, or a metropolitan area. To date, Congress has dedicated $1.5 billion for TIGER I, $600 million for TIGER II, $526.944 million in Active Transportation Program (ATP) 2011, and $500 million in 2012. The TIGER Discretionary Grants have As of September 26, 2013, the ATP consolidates existing federal and awarded projects that are multi-modal, multi-jurisdictional, or are dif- state transportation programs, including the Transportation Alterna- ficult to fund through existing programs.4 tives Program (TAP), Bicycle Transportation Account (BTA), and State Safe Routes to School (SR2S), into a single program with a focus to Fixed Guideway Capital Investment Grants Program make California a national leader in active transportation. The ATP (New Starts and Small Starts) administered by the Division of Local Assistance, Office of Active The New Starts program provides funds for the construction of fixed Transportation and Special Programs. guideway systems or extensions to existing guideway systems. The The purpose of ATP is to encourage increased use of active modes Small Starts program provides funds to capital projects that either of transportation by achieving the following goals: (a) meet the definition of a fixed guideway for at least 50 percent of the project length in the peak period or (b) are corridor-based • Increase the proportion of trips accomplished by biking and bus projects with 10 minute peak/15 minute off-peak headways or walking better while operating at least 14 hours per weekday. New Starts • Increase safety and mobility for non-motorized users, projects must cost more than $75 million and have a total capital cost of more than $250 million, while Small Starts projects must cost • Advance the active transportation efforts of regional agencies to less than $75 million and have a total capital cost of less than $250 achieve greenhouse gas (GHG) reduction goals, million. • Enhance public health, The New Starts and Small Starts programs were funded through the • Ensure that disadvantaged communities fully share in the ben- Safe, Accountable, Flexible, Efficient, Transportation Equity Act: A efits of the program, and Provide a broad spectrum of projects Legacy for Users (SAFETEA-LU), and was reauthorized through the to benefit many types of active transportation users. Moving Ahead for Progress in the 21st Century Act (MAP-21). Map- 21 authorized $1.9 billion for 2013 and $1.9 billion for 2014. Funds Environmental Enhancement and Mitigation Program are available for five years (the fiscal year in which the amount is (EEMP) made plus four additional years.5 The Environmental Enhancement and Mitigation (EEM) Program has a total of $10 million each year to local, state, and federal governmen- tal agencies and to nonprofit organizations. Projects must be directly 1 “Mobility Plan 2035” An Element of the General Plan, Los Angeles or indirectly related to the environmental impact of the modification Department of City Planning, December 2015 of an existing transportation facility or construction of a new trans- 2 State of California Department of Transportation, Division of Local portation facility. The four categories of the grant are: Assistance. Local Assistance Program Guidelines: Processing Pro- cedures for Implementing Federal and/or State Funded Local Public • Highway landscaping and urban forestry projects Transportation Projects. December 2008 • Resource lands projects 3 Ibid • Roadside recreation projects 4 United States Department of Transportation. TIGER Grants. • Mitigation projects beyond the scope of the lead agency All projects are funded on a reimbursement basis of the state’s 5 U.S. Department of Transportation Federal Transit Administration. proportionate share of actual costs. No matching funds, cost shares, Notice of FTA Transit Program Changes, Authorized Funding Levels or other funding sources are required to apply from the EEM grant. and Implementation of the Moving Ahead for Progress in the 21st However, projects that include the greatest proportion of other Century Act (MAP-21) and FTA Fiscal Year 2013 Apportionments, monetary sources of funding are rated highest. Grants are limited to Allocations, Program Information and Interim Guidance. $350,000.

142 Page WWW.NORTHEASTSTRATEGY.ORG Offi ce of Traffi c Safety (OTS) Grant are sent to the Regional Transportation Improvement Programs Office of Traffic Safety Grants (OTS) fund safety programs and (RTIP). The City of Los Angeles falls under the jurisdiction of the equipment. Bicycle and Pedestrian Safety is a specifically identified Los Angeles County Metropolitan Transportation Authority (Metro). priority. This category of grants includes enforcement and education Metro works with the Southern California of Governments (SCAG), programs, which can encompass a wide range of activities, including the Metropolitan Planning Organization (MPO), to develop a Regional bicycle helmet distribution, design and printing of billboards and bus Transportation Plan (RTP) every four years. The RTP is critical to the posters, other public information materials, development of safety region’s transportation projects because without it, proposed proj- components as part of physical education curriculum, or police ects would not qualify for Federal and State funding.8 safety demonstrations through school visitations. The grant cycle Metro: Call for Projects Program typically begins with a request for proposals in October, which are Much of the funds available for local transportation programs are due the following January. In 2009, OTS awarded $82 million to 203 funded through Metro’s Call for Projects program. Metro accepts agencies.6 project applications every other year in eight modal categories.9 Recreational Trails Program (RTP) • Regional Surface Transportation Improvements The Recreational Trails Program provides funds to states to develop • Goods Movement Improvements and maintain recreational trails and trail-related facilities for both non-motorized and motorized recreational trail uses. Examples of • Signal Synchronization & Bus Speed Improvements trail uses include hiking, bicycling, in-line skating, equestrian use, and • Transportation Demand Management other non-motorized as well as motorized uses. Recreational Trails Program funds may be used for: • Bicycle Improvements • Maintenance and restoration of existing trails; • Pedestrian Improvements • Development and rehabilitation of trailside and trailhead facilities • Transit Capital and trail linkages; • Transportation Enhancement Activities • Purchase and lease of trail construction and maintenance equip- Approved projects are ranked, prioritized, and integrated into the ment; Los Angeles County Transportation Improvement Program (TIP) as 10 • Construction of new trails (with restrictions for new trails on part of the five-year program of scheduled projects. federal lands); Transportation Development Act (TDA), Article 3 • Acquisition of easements or property for trails; The Transportation Development Act (TDA), Article 3 funds are ad- ministered by Metro, to local jurisdictions annually. • State administrative costs related to this program (limited to • Fifteen percent of the TDA funds are allocated to the City and seven percent of a State’s funds); and County; 30 percent going to the City and 70 percent to the • Operation of educational programs to promote safety and envi- County. TDA Article 3 funds may be used for the following ronmental protection related to trails (limited to five percent of a activities related to the planning and construction of bicycle and State’s funds). pedestrian facilities: Safe Routes to Schools (SR2S) • Engineering expenses leading to construction. The Safe Routes to Schools (SR2S) program provides funds to local • Right-of-way acquisition. governments to improve safety and efforts that promote walking and bicycling within communities. The main objective of the SR2S • Construction and reconstruction. grant is to increase the number of children walking and bicycling to • Retrofitting existing bicycle and pedestrian facilities, including school by removing barriers such as lack of infrastructure, unsafe installation of signage to comply with the Americans with Dis- infrastructure, and lack of programs to educate children, parents, abilities Act (ADA). and members of the community. The program rates proposals on • Route improvements such as signal controls for cyclists, bicycle the following factors: loop detectors, rubberized rail crossings and bicycle-friendly • Demonstrated need of the applicant. drainage grates. • Potential of the proposal for reducing child injuries and fatalities. • Purchase and installation of bicycle facilities such as secure • Potential of the proposal for encouraging increased walking and bicycle parking, benches, drinking fountains, changing rooms, bicycling among students. restrooms and showers which are adjacent to bicycle trails, employment centers, park-and-ride lots, and/or transit terminals • Identification of safety hazards. and are accessible to the general public • Identification of current and potential walking and bicycling Congestion Mitigation Fee Program routes to school. The Congestion Mitigation Fee Program was proposed by Metro Consultation and support for projects by school-based associa- (through a joint study effort with local jurisdictions and agencies) to tions, local traffic engineers, local elected officials, law enforcement meet the state mandated Congestion Management Program (CMP) agencies, and school officials. The State’s SR2S program is autho- Deficiency Plan requirements. The one-time fee would be applied to rized through Streets & Highways Code Section 2330-2334 and was all types of new development projects to help mitigate the impact of extended indefinitely through AB 57. In 2012, SR2S awarded $48.5 8 Caltrans. Global Gateways Program. nually.7 9 Los Angeles County Metropolitan Transportation Authority REGIONAL FUNDING SOURCES (METRO). Call for Projects Overview. A major portion of state funding from the State Transportation Improvement Program (STIP) is allocated to Regional Transportation 10 Los Angeles County Metropolitan Transit Authority (Metro). Call Planning Agencies (RTPAs). In California, 75 percent of STIP funds for Projects Overview. 6 Caltrans. EEM Program Information. bicycle parking, benches, drinking fountains, changing rooms, rest- rooms and showers which are adjacent to bicycle trails, employment 7 Caltrans. Safe Routes to School program information. centers, park-and-ride lots, and/or transit terminals and are acces- sible to the general public Congestion Mitigation Fee Program

REVISION 4 - JUNE 2016 Page 143 growth on the regional transportation network through transporta- Bicycle Plan Trust Fund tion improvements. A feasibility study was completed in 2008, yet Following the adoption of the Citywide Bicycle Plan in 2010, the the program has not yet been adopted.11 City created the Bicycle Trust Fund in 2011 to collect developer mitigation fees. These fees are used to fund the implementation of LOCAL FUNDING SOURCES bicycle projects and programs of the Bicycle Plan. The City requires While the availability of Federal and State grants are adequate conditions of approvals or development agreements, for land use sources to fill the gap in necessary funds, they only provide a projects, that include the contribution of funds to implement im- temporary fix to the ongoing deficit in funding. Regional and local provements that benefit surrounding communities. sources can provide a more stable, reliable, and long-term solution Developer Trust Funds to the shortage in transportation improvement funds. However, the The City has created 10 trust funds (funded primarily with the Trans- limited supply of funds available for transportation improvements portation Impact Assessment Fee) that are dedicated for specific and programs are already stretched thin and will require additional transportation projects. sources of revenue to supplement new projects and programs. The following are City’s major sources of revenue that fund transporta- High Priority Projects tion related projects and programs: There may be an opportunity for the City to obtain 80% of the fund- ing for its unfunded capital projects from Congressional earmarks Proposition A Local Transit Assistance Fund for “High Priority Projects.” The process for obtaining High Priority The Proposition A Local Transit Assistance Fund consists of money Project funding is highly discretionary and may not be dependent on allocated by the County, based on population. Revenue generated well-defined funding criteria. The City would benefit by seeking sup- from the ½ cent sales tax is used for the planning administration, and port for projects through a congressional representative. operation of citywide public transportation programs. Congestion Pricing (Currently being studied by SCAG) Proposition C Transit Improvement Fund Utilizing a fee or charge to make the best use of existing/future The Proposition C Transit Improvement Fund receives funds from the investments in highway, roadway, and/or parking infrastructure. Fees ½ cent sales tax increase approved in Los Angeles County in 1990. would depend on congestion at the time of use; users would pay The funds are allocated on a per capita basis and may be used for more during peak periods of travel or high demand. Different types public transit, paratransit, and the repair and maintenance of streets of congestion pricing include: used by public transit. • Facility Pricing. Charges a toll for the use of all lanes of a road, a Measure R Local Traffi c Relief and Rail Expansion Fund bridge, or a short road segment Measure R is a countywide, ½ cent sales tax that funds local and countywide transportation projects and programs. Passed in 2008, • Express Lanes. HOT lanes; separate lanes of freeway this 30-year tax is expected to generate $40 billion, create 210,000 • Cordon Pricing. Fee is charged every time a vehicle crosses a construction jobs, fund vital county and local transportation projects, boundary in/out of a congested area and accelerate the timeline of projects in development. Measure R • Express Parking. Pricing of parking varies by weekday, weekend, local return funds are a key source of revenue used to fund street and availability maintenance and improvement projects, traffic relief, transit pro- grams and upgrades, and bicycle and pedestrian programs. • Area Wide Pricing. Charge is applied to vehicle driving anywhere in a larger area (county or region) Measure J and Extension of Measure R Measure J was an effort to extend the Measure R Transit Sales Tax • VMT. Fee is applied based on the number of miles traveled (used by another 30 years. The Measure was put on the ballot in June instead of the gas tax, see below) 2012, but failed to receive the necessary 2/3s vote to pass. Revenue • Emissions Fees. Variable fees based on the level and type of from the 30-year period was expected to be approximately $90 emissions/pollutants a classification of vehicles produce (en- billion from 2039-2069. While Measure R will not expire until 2039, courage a shift to cleaner burner engines..) there is still a need to plan for a funding mechanism or tax that will replace it. Congestion Mitigation Fee Metro proposed a countywide Congestion Mitigation Fee Program to ADDITIONAL FUNDING AND LEVERAGING meet the State-mandated requirements of the Congestion man- agement Program (CMP) Deficiency Plan to mitigate the impact of OPPORTUNITIES new development (2003). The Congestion Mitigation Fee would be In addition to sources of transportation funding that it has not tra- applied to new development projects seeking a building permit. ditionally relied upon, the City may be able to secure transportation This one-time fee would be used to fund transportation projects dollars in the future through several existing, but as yet untapped or in each jurisdiction’s project list. Each jurisdiction determines the underutilized, sources of funds. Moreover, the City could potentially specific fee-per-trip by developing a transportation list that takes into benefit from entirely new sources—sources that do not yet exist but account expected growth in the city and would also generate a fee are being considered by transportation policymakers and stakehold- schedule by land use type.12 ers. Although Metro is the Congestion Management Agency, revenue Special Revenue Funds collected by each jurisdiction would stay in the City; control over According to the City Controller’s Office, as of June 30, 2012 there projects and spending would stay in the local government. are over 500 Special Revenue Funds in the City of Los Angeles. Rental Car Fees These funds consist of fees and monies collected for specific Many states and cities across the country assess a rental car tax to purposes and have specific expenditure provisions. While many ac- offset the impact of those cars on streets and highways- the State counts are actively being used, there is a possibility that the balances of California and the City of Los Angeles do not. If the City were to of many inactive funds can be used for transportation improve- levy a 2% tax on all car rentals in the City it could generate $7 million ments. annually.12 Developer Mitigations 11 LACMTA Congestion Management Program. (2013). Metro – Congestion Management Program. 12 Southern California Association of Governments SCAG. (2011). Express travel choices Study.

144 Page WWW.NORTHEASTSTRATEGY.ORG Funding through mitigation fees or development agreements can be In response to the growing need for federal financing to improve used strictly for street improvement in the area, rather than beautifi- transportation infrastructure, Metro, the City of Los Angeles, and a cation projects. number of municipalities in the US proposed legislation to provide more flexible federal bond and loan programs. America Fast Forward Trash Franchise Fees proposes a new federal financing approach to leverage transporta- The fees collected through a Franchise Fee could be used to repair tion projects by using tax code incentives and credit assistance roads used by private and/or public haulers. There would be a logical through two pieces of legislation: nexus between the fee and the use of revenue because a truck car- rying 10 times the weight of a car does 1,000 times more damage to Qualified Transportation Improvement Bonds (QTIB) and the En- a road than a car.13 hanced Transportation Infrastructure Finance and Innovation Act Program (TIFIA). While TIFIA was adopted in 2012, QTIB has yet to General Obligation Bond (Street/Infrastructure Bond) be approved. However, QTIB has the support of mayors across the Is backed by revenue from property taxes and requires a two-thirds US and provides an opportunity for state and local governments to voter approval. maximize infrastructure investment through public-private financing Incremental Sales Tax Assessment mechanisms.14 In July 2011, the State Tax dropped 1 percent, reducing Los Angeles Qualifi ed Transportation Improvement Bonds (QTIB) County’s Sales Tax to 8.75. A voter-approved increase of 1/4th of 1 Qualified Transportation Improvement Bonds (QTIB) would create a percent by the City would result in $100 million annually. *However, new class of qualified tax credit bonds, similar to those created for it is significant to note that in 2012 voters failed to approve (Measure forestry, conservation, renewable energy projects, energy conserva- J) an extension of the current half-cent tax (Measure R). Measure R tion, qualified zone academics, and new school construction. The will expire in 2039. qualified tax credit bonds would be issued by state, local, or other Special Tax Assessment eligible issuers where the federal government subsidizes most or all An assessment district can be created, at the request of a majority the interest cost through granting investors annual tax credits in lieu of property owners, to finance improvements in the defined area. All of interest payments. property owners that benefit from improvements would be subject Annual bond authorizations would be $4.5 billion annually; unissued to an assessment (based on how much the property is expected to amounts could be carried forward to a future year The QTIB pro- benefit from the improvement). posal has not been adopted by Congress, but it reflects the growing Mello-Roos District demand for more flexible transportation financing. The City can form a special, community facilities district (subject to Enhanced Transportation Infrastructure Finance and In- two-thirds approval of property owners in the area) that can finance novation Act Program (TIFIA) public infrastructure through the sale of bonds. The Transportation Infrastructure Finance and Innovation Act (TIFIA) Infrastructure Financing District (IFD) authorizes the federal government to make conditional credit com- The City or County can create IFDs to pay for regional scale public mitments to large projects or programs that meet national infra- works projects. IFDs divert property tax increment revenue for up structure investment goals. The U.S. Department of Transportation to 30 years. These funds cannot be used for maintenance, re- (USDOT) can provide: secured/direct loans, loan guarantees, and pairs, operating costs, and services. The City must first develop an lines of credit. Reauthorization of the Transportation Bill (MAP-21) infrastructure plan, send copies to all landowners, consult with local increased the maximum federal share on projects from 33 percent governments, hold a public hearing, and gain approval from all local to 49 percent. This guarantees lower interest rates for transportation agencies that will contribute its property tax increment to IFD. In ad- agencies and decreases the overall cost of projects. Eligible projects dition two-thirds voter approval is required to form an IFD and issue must have costs that equal or exceed at least one of the following: bonds. • $50 million; Mark Roos District • $25 million for a rural project; Local government facilities can be financed by bank bond pools, • $15 million for an intelligent transportation system (ITS) project; or funded by bond proceeds. The pool (formed under a Joint Pow- ers Authority) can buy any legally issued debt instrument within or • 1/3 of the most recently-completed fiscal year’s formula apportion- without its geographic area. ments for the States in which the project is located.15 General Road User Fees Similar to tolls implemented on highways, user fees can be applied Additional funding opportunities can be accessed through programs such as the California Strategic Growth Council’s Affordable Housing to City streets. and Sustainable Communities Program (funded through Cap-and- Transportation Utility Fees Trade proceeds) and Metro’s Transit-Oriented Development Plan- Legal difference between fee and tax, using the “rational nexus test” ning Grant Program. • Service needs must be directly relatable to those bearing the cost • The cost must be allocated proportionally to benefits • The facilities funded must be part of a comprehensive plan; the fee must account for taxes paid toward transportation so property own- ers are not double-billed • The fee revenues must be used for their intended purposes in a timely manner *proposes a direct fee on those using road/ similar to toll roads America Fast Forward

13 Metro. Congestion Management Program: Congestion Mitiga- 14 Metro. America Fast Forward. tion Fee Study. http://media. metro.net/board/Items/2013/05_ may/20130515p&pitem15.pdf 15 Metro. America Fast Forward: The TIFIA Provision.

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