SR 02-27-2018 4B
City Council
Report
City Council Meeting: February 27, 2018
Agenda Item: 4.B
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To: Mayor and City Council
From: David Martin, Director, Transportation Planning
Subject: Mobility Strategic Goal Update and Discussion
Recommended Action
Discuss progress toward the Council’s Strategic Goal of creating a new model of
mobility and provide future direction on the three action areas of increasing transit
usage, walking and biking; eliminating severe and fatal collisions (i.e. Vision Zero); and
creating a complete and connected mobility network throughout Santa Monica.
Executive Summary:
Given the severity of regional and local traffic congestion – and the economic,
environmental, and safety costs of overreliance on cars – the City of Santa Monica has
recognized the need for a comprehensive new approach – and developed a clear vision
for a diverse transportation network that promotes people walking, biking, carpooling,
and taking transit. This vision aligns with both the City’s General Plan and the City’s
larger Framework for promoting wellbeing and sustainability – and a city that works for
everyone.
The Land Use and Circulation Element (LUCE) of the General Plan (2010) set an
inclusive and forward-looking mobility policy foundation, but could not predict the recent
technology advances that pose new opportunities and challenges regarding use of the
public right-of-way, public-private partnerships, data, and management strategies. This
set of updated core principles to aid in day-to-day decision-making is based on adopted
policy documents:
Put people and safety first.
Give all people access to mobility choices.
Pioneer a clean mobility future.
Design great streets for health and wellbeing.
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Leverage private sector innovation in new mobility that serves community needs.
Strengthen government services with data-driven decision-making.
In August 2015, Council identified “Creating a new model of mobility" as one of its five
Strategic Goals. Early work on the Mobility Strategic Goal yielded progress through the
opening of Expo Light Rail, Breeze Bike Share, Evolution of Blue and GoSaMo mobility
campaign. The report outlines more recent work, organized around the Mobility
Strategic Goal's three target areas: increasing trips on foot, bike, and transit; eliminating
severe injury and fatal collisions; and creating a complete and connected mobility
network.
Increasing transit, walking and biking trips:
Enabling alternative travel options requires a combination of revamped infrastructure
and imaginative initiatives. The biennial Capital Improvement Program (CIP) organizes,
prioritizes, and allocates funding for the numerous annual infrastructure maintenance
and improvement projects. Mobility staff is preparing potential projects to be considered
for funding in the next capital budget based on the following criteria: identified in
adopted plans to complete bike, pedestrian and transit networks; advance work toward
Vision Zero; leverage outside transportation funds; and coordinated with adjacent
projects or maintenance efforts.
Vision Zero:
Vision Zero is a City target to eliminate severe injury and fatal collisions by the year
2026 for all roadway users. Vision Zero is an audacious goal but anything less would be
unacceptable, and major cities like New York have shown that Vision Zero action plans
can make major improvements. Santa Monica staff is working every day and across all
departments to encourage safety on the street. Nonetheless, in 2017, 9 people were
killed and 25 severely injured on Santa Monica streets. Speeding and distracted driving
were among the greatest causes of these tragedies. A Priority Network Map was
created to identify areas that will be first to receive more detailed evaluation of collision
reports, to better understand the conditions occurring, the factors contributing to a
crash, and what countermeasures would be effective.
Staff has prepared a 2-year work plan of strategic actions to advance Vision Zero within
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the larger goal of promoting a new model of mobility. The 2-year approach contains
elements that are specific, measurable and concrete, allows sufficient time to test new
tactical interventions and strategies, and incorporate elements into departmental work
plans. Achieving Vision Zero will necessitate that all departments take a role. In the next
year, staff will create and implement an outreach plan outlining steps the City is taking
to make streets safer for all modes, how to be safe and attentive while traveling, and
what everyone can do to participate in saving lives, highlighting that speeding and
distracted driving are the leading causes of collisions.
Complete and connected mobility network:
The opportunity to create a safer and more seamless transportation system has been
unlocked by technology and innovation. But it does not come without its drawbacks. The
latest innovations in transportation that are happening today, particularly shared
mobility, autonomous vehicles and vehicle electrification simultaneously support and
undermine sustainability, equity, economic, and quality of life outcomes. Cities across
the country are grappling with these new opportunities and challenges - starting pilot
projects, reorganizing for new work flows, and developing tools to deal with the myriad
data, communications, regulation, operation and maintenance challenges.
The report discusses the opportunities and challenges, and presents a range of short
and mid-term steps in advocacy, infrastructure, data management and policy with the
intent to encourage:
Vehicle automation that is safer for people on the street, and which does not
increase local congestion and emissions, and
Shared mobility that supports transit and shared rides, expands mobility options,
increases roadway efficiency, and reduces emissions.
Council input is needed on the approach, desired level of engagement and leadership,
and content of specific steps. These work efforts are new, and are not currently in the
planned projects, and Council direction can inform the level of effort toward staffing and
resources.
Background:
On July 6, 2010, Council adopted the LUCE, the heart of the State-mandated General
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Plan, that sets the City's broad transportation policy foundation. It identified the City's
street designations, transportation goals, demand management approach, parking
policies, and established the goal of "No Net New Trips." This goal commits to using
transportation management tools in a way that avoids any increase in vehicle trips in the
evening peak period by 2030. The LUCE also recommends dozens of circulation and
mobility action items. On November 22, 2011, Council adopted the Bike Action Plan as
the LUCE's first action item, and staff has reported annually on Plan implementation
since 2013.
Council identified a "New Model for Mobility" as one of the City’s top five Strategic Goals
at an August 23, 2015 City Council meeting. This was consistent with the City’s
proactive and on-going work on mobility policy, programs and implementation. The
Mobility Strategic Goal seeks a more diverse mobility system that is convenient,
attractive, cost-effective, customer-oriented and that supports community values of
wellbeing and sustainability.
On February 23, 2016, Santa Monica adopted the Pedestrian Action Plan, consistent
with LUCE recommendations.
This new model of mobility is linked not just to transportation, but to livability and
accessibility. This is a broad-ranging movement that requires renovating our public
streets, diversifying and improving mobility options and encouraging people to use
them. Three target areas for the Mobility Strategic Goal were identified in a subsequent
August 25, 2016 Information Item:
1. Increasing trips on foot, bike, and transit
2. Eliminating severe injury and fatal collisions
3. Creating a complete and connected mobility network
At the February 14, 2017 City Council Meeting, Council instructed staff to prepare a
report documenting the progress of several initiatives, including the Pedestrian Action
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Plan, Bicycle Action Plan, and Vision Zero. On May 9, 2017 the Council gave direction
regarding creation of a Vision Zero strategy to reduce and ultimately eliminate severe
injury and fatal collisions.
Discussion:
The City’s General Plan provides a comprehensive vision for preserving Santa Monica’s
unique sense of place and planning for a dynamic and livable future: “The LUCE
conserves the City’s neighborhoods and historic resources, expands open space, and
creates new opportunities for housing where few or none currently exist. It reduces the
amount of regional commercial growth and encourages smaller-scale local-serving uses
and housing. It encourages new development connected directly to transit, creating a
multimodal transportation system that incentivizes walking, biking and transit. It also
encourages local-serving retail within walking distance of existing and new
neighborhoods, serving to reduce greenhouse gas (GHG) emissions.” (Executive
Summary)
The LUCE highlights the importance of treating streets as public spaces and the need to
actively manage the street network to achieve our goals. It also puts equity at the
forefront, insisting that public streets serve all people regardless of age, ability or mode
choice. Streets were further identified as places that support public life, health,
economic resiliency, and neighborhoods. Street space is understood to be managed as
a limited resource, with a need to mitigate demand while also increasing efficiency.
LUCE paints an inclusive picture of the role of streets, never losing sight that streets are
meant for people first and are part of our community and social gathering spaces.
Since 2010 when the LUCE was adopted, many new and unforeseen transportation
technology advances have occurred, resulting in new services and new uses of street
space. These services include curbside passenger pick-up/drop-off, electric bicycle and
scooter riding, and on-demand delivery services to name just a few. Santa Monica will
need to adapt within this rapidly-changing environment and develop new tools to
effectively manage public space for the common good.
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Reinforcing the community's core mobility goals and principles is an important first step
to guide ad-hoc decision-making and set a foundation for longer-term efforts. The
following principles come from Santa Monica's adopted community plans, with minor
updates that address current technological advances:
Put people and safety first – reverse decades of single-purpose engineering to
increase automobile speed at the expense of all else, because no person should
have to feel in danger or endanger another – and streets ultimately should be
designed for people.
Give all people access to mobility choices - create a transportation environment that
provides for everyone, diversifies available options, and provides equal access
regardless of age, income, race, gender, or ability.
Pioneer a clean mobility future - reduce emissions from transportation to slow global
climate change, by reducing demand and increasing the supply of efficient options.
Design great streets for health and wellbeing - create complete streets that are safe,
pleasant and beautiful to provide social gathering places, strengthen community
connections and help people thrive.
Leverage private sector innovation in new mobility that serves community needs -
harness the investment in new mobility to increase the diversity of mobility options,
with careful partnerships that protect community safety and resiliency.
Strengthen government services with data-driven decision-making - Create strength
in government services by using a data-driven process to align new transportation
services with Santa Monica values. Leverage and train a responsive workforce that
can effectively use data to leverage resources to maximize public benefits.
These principles will help guide the day-to-day work of designing, managing and
maintaining the mobility system that we have today and are creating for tomorrow.
The remainder of this report is presented in the order of the Mobility Strategic Goal
target areas to provide an update on work efforts:
A. Increasing the number of trips made by walking, biking and transit
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B. A 2-year strategic action list that advances Vision Zero
C. A Connected and Complete Transportation Network
A. Increase the number of trips made by walking, biking and transit
Increasing transit, walking and biking trips takes a combination of street improvements,
and programs to encourage use. Street improvements should create better people-
oriented places with high quality walking, biking and transit facilities, while programs
create a culture in which active transportation is seen as a part of daily life.
Santa Monica has made great strides in more inclusive street design, but streets
change slowly so the majority of our streets still reflect the last 100 years of investment
in automobiles. Recently-adopted plans describe a new vision for streets that are more
complete with safer crossings, well-lit walkways, dedicated transit facilities, protected
bikeways and full tree canopies. Specific implementation projects are included in plans
like the Bike Action Plan, Pedestrian Action Plan, Downtown Community Plan,
Bergamot Area Plan, and Urban Forest Master Plan.
The work of creating and maintaining complete streets has never been more important.
Technology is transforming transportation, and while there remain many unknowns,
there is widespread confidence in the need for complete streets and the continued role
of walking, biking and shared mobility in the future of our cities and personal wellbeing.
This requires continued renovation to provide wider sidewalks, a protected bike network
comfortable for kids and families, streamlined vehicle lanes that move people in less
space, and dedicated transit facilities for efficient shared vehicles.
With an ever-evolving landscape of new transportation, as discussed later in the report,
the capital budget will be crucial for enabling projects that maximize efficiency and
equity in the street network as the number of mobility options continues to evolve. For
example, how can we move people smoothly, comfortably, and safely with the smallest
per-person footprint such as in a dedicated high-occupancy vehicle network, or in a
protected bikeway. Or as electric bikes and scooters are increasingly available, how can
these space-efficient devices have safer travel lanes. Similarly, with the growing
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challenges of climate change adaptation, how can streets encourage low- and no-
emission mobility options and cluster options into convenient mobility hubs. This will
take concerted efforts and investments in the existing infrastructure to create the
transportation future our community envisions.
City programs like Transportation Demand Management (TDM), GoSaMo, parking
management, and public outreach efforts maximize the return on investment in street
improvements. These programs provide the “carrots and sticks” that motivate people to
use multiple mobility options. Incentives include Breeze bike share discount days,
employer transit pass subsidies, or personalized travel planning services; disincentives
are often financial like parking pricing or congestion pricing. This section ends with an
overview of current and upcoming programs that support mode shift.
A1. Projects Recently Completed
The Mobility Strategic goal benefitted from many long-awaited transformative projects.
The opening of the Expo Light Rail connected Santa Monica to a county-wide network
of rail lines, and the Colorado Esplanade transformed an auto-oriented street to an
enticing people-oriented street. These and other projects create a momentum on which
the Mobility Strategic goal could build. Other recent efforts include:
Evolution of Blue integration of Expo and service increases (2016, 2017)
Lincoln Boulevard Peak Bus Lanes (2017)
12 Downtown Pedestrian Scrambles (2016)
Creative Crosswalks Pilot (2016)
California Incline and Protected Bikeway (2016)
Downtown Community Plan - requiring wider sidewalks on Lincoln Blvd (2017)
Michigan Avenue Neighborhood Greenway lighting - 9th to 19th Streets (2017)
4th Street Sidewalk widening and pedestrian lighting (2017)
Safe Routes to School - Samohi protected and green lanes, network connection
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from Michigan to 6th Street on Pico (2016, revised 2017)
Green bike lanes on Main Street and Broadway (2014)
Safe Routes to School - 15mph speed limit & striping refresh at 4 schools (2018)
Blue @ Night service at 17th/SMC Expo station (2016-present)
Santa Monica Free Ride operations (2014-present)
Encouragement and TDM:
Buy One, Get One Free (BOGO) Promotion, GoSaMo Campaign, CarFree
Friday (2016, 2017)
COAST Open Streets Festival (2016, 2017)
GoSaMo Transportation Management Organization launch (2016)
Adopted plans developed with community input generated the momentum behind these
projects. Specifically, the LUCE policies and actions, Bike Action Plan 5-year and 20-
year project lists, and Pedestrian Action Plan 5-year list provide guides. Attachment A
identifies the progress made on the Bike Action Plan program and project lists, and
Pedestrian Action Plan 5-year project list.
This work has yielded dividends - from 2016 to 2017 the number of resident drive-alone
trips dropped 4 percent, from 64% to 60%, replaced by a combination of biking, riding
Expo, carpooling and taking car services [Resident Travel Surveys 2016, 2017]. Breeze
bike share reported over one million bike trips taken in the first 18 months of
operation. Expo Light Rail also introduced people to new transit, and transit to new
people; reaching the 2030 ridership projections in just one year. GoSaMo campaign got
people in touch with these services. Through community engagement at over 15
community events, social media outreach, Seascape, and a GoSaMo website, the
campaign achieved over 60 million impressions, including over 15,000 people in person
and had over 25,000 website visits. Understanding of how to use Expo jumped 27%,
and how to use Breeze jumped 21% according to a GoSaMo before/after survey.
A2. Mobility-Related CIP Projects Underway
Santa Monica's Capital Improvement Program (CIP) organizes, prioritizes, and allocates
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funding for the numerous infrastructure maintenance and improvement efforts taking
place each year. The CIP includes over 200 active projects addressing multiple health
and safety requirements, infrastructure needs, and community and Council priorities.
Mobility is an ongoing focus of the CIP, and over a dozen mobility projects are currently
in process. The projects are in various stages of design and construction including
administrative processes with procurement and Caltrans approvals. In addition to
contributing to Mobility Strategic Goal mode shift targets, the mobility projects also
create safer streets that contribute to the Vision Zero target. See Attachment B for more
project details and maps.
Current Mobility Project Cost
(approx.)
Primary Funding
Source
Est.
Complete
17th Street Pedestrian Lighting, Crossings, and Protected
Bikeway: design of safer connections to Expo Light Rail,
Santa Monica College, and the hospitals
$7.2m CMAQ 2021
Lincoln Boulevard new pedestrian crossings with refuge
islands, and lighting
$3.3m* TIF 2020
26th St/Bergamot Connectivity - Olympic Boulevard
Sidewalks 26th to Stewart, and Stewart Street lighting and
protected bike lanes, Colorado to I-10
$2.8m STPL 2020
Michigan Ave Greenway - 20th Street Bike Connection:
Bridge improvements and reconnecting Michigan over I-10
for pedestrians and bikes.
$1.2m ATP 1 2021
Bike Network Linkages to Expo upgrading miles of
bikeways between Wilshire and Pico Boulevards with high
visibility green paint, bike detection, and 1,000 bike racks.
$3.4m Metro CFP 2018
4th Street Phase II bicycle and pedestrian improvements
between Colorado and Olympic Boulevard.
$2.0m ATP 2 2020
Real-time Downtown Parking availability sign system, and
pedestrian/bicycle wayfinding in ½ mile radius around
each Expo station.
$1.5m Metro CFP 2019
Pier Deck to Beach Bike Path Connection for bicyclists
and pedestrians
$1.4m Metro CFP 2022
Safe Routes to School: crossing, sidewalk and curbside
improvements adjacent to 4 schools.
$1.5m General Fund 2019
Safe Routes to School - Edison Language Academy
access improvements on Kansas, Stewart, Delaware
Streets
$700k SRTS 2018
Airport Avenue Sidewalk and protected bike facility -
Bundy to 23rd Street
$2m* Airport Fund 2021
North Beach Trail improvements creates separate parallel
paths for bicycle and pedestrian traffic.
$1.6m* Beach Recreation
Fund
2021
Wilshire Boulevard Corridor Safety Enhancements Study $500k Caltrans Planning
grant
2020
*Project may request additional funding in later phases.
Many of the mobility projects leverage limited City funding for external grant funding like
Metro Call for Projects (CFP), the Active Transportation Program (ATP), or Safe Routes
to School (SRTS). To be more competitive, grant match is usually proposed of 10-20%
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of project construction cost which comes from a combination of Prop C, Prop A, TDA
Article 3, Transportation Impact Fee (TIF), or general funds. The grants and their match
funds are also programmed through the biennial CIP. Most recently, grant agencies
have favored transit access projects such as first/last mile connections to rail stops and
allocated funds to “disadvantaged communities” as defined by a third party source like
CalEnviroScreen 3.0. This has resulted in Santa Monica being less competitive, and
may be a concern for future grant funding. Nonetheless, staff has tried to advance
projects that build a complete citywide network of infrastructure, pedestrian lighting,
landscaping, and other improvements.
The timing of project completion is determined by many factors including grant
administration requirements, local procurement processes, project complexity and staff
availability. For example, in order to use ATP grant funds for design or construction,
each phase must receive funding authorization from the California Transportation
Commission prior to release of our local Request for Proposals. Administration and
procurement can easily add 1-2 years to each project. While the Mobility Division has
been successful in winning over $20 million in grant funds for a dozen projects, the
availability of staff to implement them has been a challenge. Reallocation of time from
regulatory work has helped relieve some of the pressure, but there is still a backlog of
projects and slow progression that has to accommodate competing priorities.
Not shown on the list of projects is the City’s significant and on-going maintenance
work. When maintenance necessitates the reconstruction of street sections, there is an
opportunity to rebuild with multi-modal improvements. The result may occasionally be
improvements outside of priority areas or networks, but the cost and time needed for the
improvements are significantly reduced. PW and PCD staff share the goal of aligning
maintenance and multi-modal facility construction efforts, and are identifying the tools
needed to do it effectively such as maps and communication protocols. Staff has yet to
undertake the work to develop systems that would make this possible.
A3. Goals for Future Mobility-Related Capital Projects
Council will consider a Biennial Capital Improvement Budget in May and June. Broader
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capital priorities will be presented to Council for consideration at the Budget Study
Session in the context of wider-ranging infrastructure needs. Mobility Staff prepared a
number of proposed feasibility, planning, design and construction efforts for
consideration in context of all the requests. The staff approach to prioritizing proposals
for mobility projects in this cycle is:
1. Complete Streets projects identified in adopted plans that complete bike,
pedestrian and transit networks. These projects are based on a community input
process and consideration of network and modal connections. Projects come
from Bike and Pedestrian Action Plans, LiNC Plan, Downtown Community Plan,
Michigan Avenue Neighborhood Greenway. Examples: Ocean Avenue Protected
Bikeway (California to Colorado) identified in the Downtown Community Plan;
Safe Routes to School improvements at 6 schools identified in the Pedestrian
Action Plan.
2. Project development for Vision Zero and Neighborhood Greenway
improvements. Pursue crash evaluation and feasibility study for improvements on
the Vision Zero priority network, and initial Neighborhood Greenways in Bike
Action Plan. Examples: Ocean Avenue Safety Assessment and Preliminary
Design; Pico Boulevard Crossing Enhancements - Stewart to Urban Streets;
Washington Avenue Neighborhood Greenway Preliminary Design and Outreach.
3. Projects that leverage outside transportation funds. Stretch local dollars with
state and federal funds, with the tradeoff that grant funds constrain project scope
and introduce additional administrative steps (usually with Caltrans) that delay
project delivery. Example: Programming grant funds recently received for
Wilshire Boulevard pedestrian safety investigation.
4. Projects that are coordinated with adjacent maintenance or new projects. If work
is being done by the City or an adjacent property, leverage work to maximize
public outcomes. For example, when a road is being repaved add new lane
striping, or when a property is being redeveloped coordinate construction of
adjacent sidewalk and intersection upgrades. This may reorder projects identified
in an adopted plan. Examples: Pearl Street preliminary design adjacent to Santa
Monica College and JAMS Auditorium reconstruction; Addition of 26th
Street/Olympic Boulevard northeast corner pedestrian crossing to the Olympic
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Boulevard sidewalk construction.
Recent legislative changes have created additional transportation funding opportunities
through Local Return funds from Measure M, the countywide sales tax that passed in
2016, and Senate Bill 1 that increased statewide gas taxes, a portion of which flow back
to local governments. These complement prior local return sources from Proposition A,
Proposition C, Measure R, and dedicated State and Federal transportation programs
which get allocated through the City's budget process. Supplementing existing staff and
resources with these funds will help offset other capital funding limitations and will help
address expectations for mobility improvements and other community priorities.
The speed of delivering these projects directly affects progress on the Mobility Strategic
Goal. For example, efforts to grow walking and biking trips depend on increasing
evening lighting and protected lanes and crossings. Project delivery schedule is driven
by the numerous steps in procurement and approvals, and staffing availability. As the
city endeavors to reach Vision Zero (discussed more below) and to facilitate significant
mode shift, streamlining of procurement methods, alignment of staffing resources, and
better interagency collaboration will be needed to reduce project delivery schedules and
enable more facilities to be built in a timely fashion.
A4. TDM Efforts to Increase Walking, Biking and Transit
Transportation Demand Management is the term often given to the suite of efforts, both
“carrots and sticks,” which are used to transfer drive-alone trips to other modes. TDM
helps to reduce demand to manage the roadways as a limited resource, enabling more
people to move in the same amount of space. Santa Monica has a TDM program to
enforce trip-reduction regulations on employers, and does educational and promotional
events focused on Safe Routes to School. The City’s programs in parking and traffic
management need to work together with TDM so that the systems reinforce the policy
goals. Recent accomplishments in TDM include:
Project Name Project Description
GoSaMo Mobility Timed with Expo Light Rail opening, the City piloted a campaign designed to
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Campaign (FY16-17) help people get "excited, equipped, and trying" new mobility options. Timeless
elements from the campaign continue to be used as collateral material in other
work efforts. GoSaMo helped make the City's diverse and sometimes disparate
mobility efforts legible to community members.
Transportation
Management
Organization (TMO)
A Citywide Transportation Management Organization was created in 2016,
called the "GoSaMo TMO" available to assist residents, employees, and
businesses with mobility information. They have one full-time contracted
specialist, under contract until 2019.
TDM Ordinance
Increases (eff 1/1/16)
Council updated the TDM Ordinance in 2016 that requires the promotion of
transportation options. The Update added regulations for developments over
7,500 square feet, to decrease the threshold for employers that must implement
site reduction programs, and to increase the employer reduction targets. Prior
to update, the ordinance reduced over 4,000 trips in the AM and PM peak.
Events and Promotions Monthly Ride with the Mayor, Santa Monica Family Bike Festival, National Night
Out, Kidical Mass, and dozens of outreach events brought information to
people. Breeze Bike Share promotional days like free Breeze Birthday and
Valentine's Day rides bring new people to the system.
Efforts are concurrently underway to improve the customer experience of compliance
with the TDM Ordinance. Using the CityGrows platform (from the 2016 Hack the Beach
winner) staff is working to create an online employee survey tool and Emission
Reduction Plan tool. These are big steps forward that enable data collection and data-
informed decision-making as staff advises employers on what incentives and measures
are most effectively working locally.
In the next two years, two programs will be piloted based on Metro grants that the City
was awarded. An Active Aging pilot program, also known as Safe Routes for Seniors,
will outreach to seniors with mobility information, training, and to seek input on access
concerns. A Localized Travel Planning effort is also funded, to provide personalized
“concierge” service to residents and employees regarding travel route planning and
testing new modes. Both efforts are already programmed into the budget, and will be
tracked and evaluated with performance metrics.
Both the GoSaMo TMO and GoSaMo mobility campaign could be leveraged for more
reach to compel behavior change. Each could also be expanded to outreach to specific
market segments, such as people who currently drive to Santa Monica for recreation, a
group not currently addressed with the TDM Ordinance or resident outreach programs.
Currently the TMO contract extends to early 2019. The GoSaMo campaign funds have
been expended, but the graphic identity continues to be used in other efforts.
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Reactivation of the GoSaMo campaign would require staff and outreach resources.
Parking and Pricing Tools
Santa Monica has a rich reserve of on-street and off-street parking in Downtown and
therefore plays an important role in the parking market. Parking has been historically
under-priced in busy areas, providing a hidden subsidy for driving alone that
undermines efforts for sustainable transportation and transit. Actively managing parking
pricing is an effective tool that is supported by local policy and can play a role in
facilitating mode shift. Parking revenue should help to facilitate mobility options, with
continued reinvestment of parking revenue in transportation alternatives, and their on-
going system operations.
On May 10, 2016 Council reviewed and approved revised Downtown parking rates that
are better aligned with market rates, and that support the LUCE target of 85% parking
availability through pricing and incentive structures. On August 8, 2017 Council
eliminated parking minimums in Downtown through the Downtown Community Plan,
and established maximums that will encourage more sharing of existing parking spaces.
Action: Continue to actively review and adjust parking prices citywide as market rates
change, and revisit parking management and construction policies to encourage sharing
existing resources.
B. Initiate a 2-Year Program Pursuing “Vision Zero” in Santa Monica
The second component of the Mobility Strategic Goal is Vision Zero, the elimination of
all fatal and severe injury roadway collisions by 2026. A testament to the City’s
commitment to wellbeing, Vision Zero will ensure that our streets are safe for all,
regardless of age, ability, income or mode. While audacious in scope, anything less
would be unacceptable.
The notion of Santa Monica promoting safety on our streets is hardly new. Policies in
the Land Use & Circulation Element, programs in the Bicycle and Pedestrian Action
Plans, and daily staff work across all departments encourages safety. For example:
Police Traffic Services daily patrol, speeding enforcement, distracted driving
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operations, DUI checkpoints and community engagement.
Roadway maintenance and cleaning which among many benefits ensures visible
striping and functioning signals, and reduces bicycle crashes, vehicle damage and
unpredictable driver behavior; and maintains safety lighting for intersections and
roadways.
Sidewalk and crosswalk monitoring and regular maintenance.
Safe Routes to School education and encouragement programs that raise
awareness of student safety and driver behavior in school zones.
These efforts, coupled with a long history of safety projects and a host of capital
projects in the pipeline reflect the on-going commitment to community wellbeing and
protection.
But more must be done to achieve Vision Zero, as evidenced by the 9 people killed and
25 severely injured on Santa Monica’s streets in 2017 (two pedestrians were killed on
Pacific Coast Highway, which is under State jurisdiction, and one person was killed by a
driver in a public parking lot). Both the 2017 death and injury figures represent
increases from the 2006-16 average of 4 deaths and 22 severe injuries per year.
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This unfortunate trend is not unique to Santa Monica. According to the National Safety
Council, between 2014 and 2016, fatalities involving automobiles in California were up
19 percent, even worse than the lamentable national increase of 14 percent. Notable
exceptions are New York City and San Francisco which embarked on comprehensive
and far-reaching Vision Zero programs of education, speed management, and safer
facilities to protect people. According to Governing Magazine, both cities experienced
the fewest number of traffic fatalities in 2017 since records started being kept in 1910
and 1915, respectively. Notably, New York City experienced a 32 percent reduction in
pedestrian fatalities between 2016 and 2017.
Vision Zero reframes priorities of how we design, manage, and enforce our roads. For
decades, street performance has been measured primarily in vehicle capacity and
delay, encouraging policies and designs that prioritize vehicle speed and throughput
over people’s overall safety. Vision Zero changes ideas about what streets must
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accomplish, prioritizing the health and safety of people above all else. Achieving Vision
Zero will necessitate that all departments take a role - such as placing traffic calming to
manage speeding, reallocating roadway space to barriers that protect people walking
and biking, targeting enforcement on dangerous distracted driving, adapting emergency
response, and prioritizing engagement efforts to focus on safety education, and
communication tools.
Staff has created a work plan of strategic actions for achieving Vision Zero by 2026,
included as Attachment C, and complemented by the Priority Network Map. The map
was created by evaluating 11 years of fatal and severe injury data starting in 2006. The
map identifies areas where fatal and severe injury incidents have occurred, and is a
guide for subsequent efforts. These areas would be the first to receive more detailed
evaluation of collision reports, so that any necessary countermeasures can be
identified. This interim step is crucial to better understand the conditions occurring, the
factors contributing to crashes, and what countermeasures would be effective.
The strategic actions also identify a number of process and information improvements
that can help to align city work efforts to the Vision Zero goal. Aligning these work
efforts with a priority for eliminating severe and fatal collisions will help to leverage
existing resources toward the Vision Zero goal. When reviewing the work plan, what
quickly comes into focus is that these efforts touch many City functions, and will require
a committed inter-departmental team to achieve it.
The Vision Zero strategic actions represent a 2-year work plan, with elements that are
specific, measurable and concrete. This approach allows sufficient time to test new
tactical interventions and strategies, and is necessary to adapt and realign departmental
work plans. Progress will be tracked in SaMoStat, the City's performance management
system in order to have relentless follow-up and assessment. Based on the first 2 years,
work efforts that are producing results will be reinforced while any resources allocated
to tactics that are not working will be redirected to other efforts. The constant
assessment will be used to guide a longer-term action plan.
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The Vision Zero work plan is organized into five key areas:
Data-driven decision making: Develop a precise, data-driven decision-making
system. Identify the locations of highest need and evaluate collision reports to
identify the most effective countermeasures. Share data between departments and
regularly convene a safety task force of key City departments. Evaluate capital
improvement projects and programs to learn what works and where changes are
needed.
Safer streets for all ages and abilities: Speed is the biggest factor in whether a
collision is minor or fatal. Design and enforce street operations so that drivers travel
at appropriate speeds where people are walking and biking. Build a network of
neighborhood greenways, low-stress routes that parallel busier corridors and
connect to parks, schools, jobs and services. Conduct regular enforcement
operations targeting speeding and distracted driving, especially along the Priority
Network.
An engaged and alert community: For too long, collisions have been accepted as an
unfortunate cost of travel, so long as our friends and loved ones are not among the
victims. Cause a shift in awareness by engaging with the community through
presentations about roadway safety.
Supporting policies: Institutionalize Vision Zero principles in our daily work to support
the work in other categories. Ensure roadway safety is a prioritized metric in the
City’s budget process, create policy to minimize construction impacts to road users,
and advocate for safety improvements to Pacific Coast Highway, which is managed
by Caltrans.
Safer vehicles: Improve the safety of City fleet vehicles and their operators. Educate
drivers about cyclists and the maneuvers they make to improve predictability and
safety. Establish local policy regarding autonomous vehicles and identify smaller-
footprint fleet vehicles to enable slower street designs.
In 2017, Council allocated $500,000 for a first phase of Vision Zero projects including:
Vision Zero Jump Start Efforts Cost
(approx.)
Est.
Complete
Status
Improve the Pico/Stewart crossing with a curb extension $100k 2019 Procurement
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at the southeast corner to increase pedestrian visibility
and reduce exposure to collisions.
Improve either the Santa Monica Boulevard/6th Street or
Broadway/5th Street intersections with curb extensions
and leading pedestrian intervals.
$180k 2018-19
(temporary)
Procurement &
outreach
Install Rapid Rectangular Flashing Beacons to increase
vehicle yielding at two Wilshire intersections and near two
school locations.
$120k 2018 Devices no longer
approved for new
installs; looking at
alternatives
Pilot bicycle and pedestrian protections on Arizona
Avenue at McKinley Elementary, and near Franklin
Elementary.
$80k 2018-19 Procurement &
outreach
Install leading pedestrian intervals at 25 signalized
intersections throughout Santa Monica (based on
volumes, crash history and adjacent destinations)
Staff time 2018 27 intersections,
with plans for
approximately 25
additional
locations
Continue enforcement and education operations Staff time On-going On-going
There are numerous dispersed lane striping, crosswalk, and signage projects that could
help mitigate the speeding and driver behaviors leading to collisions. Some Vision Zero
cities have developed streamlined implementation teams for these projects, including
New York City and Austin, Texas. The teams vertically integrate the evaluation, design
and construction functions to expedite implementation within these larger cities with
dedicated transportation departments. On-call contractors could serve a similar function
to design and construct countermeasures, and supplement staff for outreach.
Vision Zero cities are working on realigning processes, work plans and budgets for
managing the public street. This significant coordination effort leverages existing work
efforts to deliver new results, and changes business as usual. Options to relocate or
add staff capacity to lead Vision Zero alignment efforts and to provide quicker response
would advance Vision Zero. Concurrent creation of on-call or pre-qualified contractors
and design consultants and an on-going operating budget for this work would enable
staff to more rapidly respond to community requests and install pilot countermeasures.
This month, the City began work on the Vision Zero communications and outreach effort
building from the GoSaMo campaign. The work will focus on creating and implementing
an outreach plan that will inform the community of how the City is taking steps to make
streets safer for all modes, how to be safe and attentive while traveling, and what
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everyone can do to participate in saving lives, highlighting that speeding and distracted
driving are the leading causes of collisions. As this work develops, we will keep the
community informed.
C. Connected and Complete Transportation Network - A New Model for Mobility
Creating a "Complete and Connected Transportation Network" is the third target of the
Mobility Strategic Goal, and seeks to provide people with a suite of adaptable options to
meet the varying needs of the traveler and the situation. New tools for creating a
connected and complete transportation system are being unlocked by technology and
innovation. People now have on-demand ride-hailing (Uber/Lyft), bike share and car
rentals available on their smart phone. And driverless vehicles are in rapid
development. This section discusses the benefits and challenges of these new
technologies with a focus on the intersection of vehicle automation, shared mobility, and
electrification, and how transportation technology can be shaped to achieve Santa
Monica’s community goals.
The cultural changes generating these transformative technologies extend well beyond
the scale of Santa Monica, but the City can choose how to engage and incorporate
them. Their effects on streets, transportation systems, safety, congestion and emissions
are still very much local issues. This section provides links to the work of lead cities that
are developing flexible adaption strategies. Ideas for short-term (1 year) and mid-term
(2-3 year) activities for Santa Monica are in Attachment E, and summarized below along
with a list of current staff work efforts that support the overall approach.
Benefits and Challenges of New Transportation Technology
There is unprecedented levels of private sector investment in transportation technology
development, fueled by the market demand for easier and cheaper mobility. Technology
companies and auto manufacturers are investing heavily in research and development
of new computer-driven vehicles and business models based on providing mobility
services (not just vehicle sales). Transportation services have multiplied with the help of
venture capital funds, which reportedly continue to subsidize operations. Access to
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mobility options, increased convenience, and a competitive cost per mile (whether
subsidized or not) have been game-changers for individuals and cities. Vehicle
automation, shared mobility, and electrification are associated with a number of
environmental, social and transportation benefits, as well as a number of challenges in
those same categories.
Vehicle Automation:
Partially automated vehicles are in testing, and some predict fully driverless vehicles as
early as 2020. Autonomous vehicles could transform the way people and goods move
through cities. How automation rolls out will depend on many choices. For example, will
people primarily own their automated vehicle, or will they be commercial fleet services
for hire; will automated vehicles be more or less able than human drivers to safely
interact with people on the streets; will transit and goods delivery jobs be replaced or
complemented? For some, automated vehicles are a technological innovation that will
eliminate congestion and barriers to free movement, for others automation is an
extension of the auto-dependence that has generated the congestion we have today
and will have the same result.
Benefit Challenge
Riders would gain productive use of driving
time. Driverless fleet services could offer
reduced per mile costs due to staff savings.
Youth, seniors and people without a license
could travel independently.
AVs would induce new and longer trips
(measured in vehicle miles traveled or VMT)
and emissions. Cars traveling more miles
will increase congestion, requiring
appropriate countermeasures to curb
negative externalities. Professional drivers
could lose gainful employment.
Action: increase vehicle sharing to mitigate increased VMT (shared rides, and shared
ownership if applicable), create tools to maximize street person-capacity and vehicle
efficiency.
Shared Mobility:
Shared Mobility refers to a very diverse collection of services that facilitate the sharing
of rides and/or vehicles, including car-sharing, ride-hailing, bike-sharing, micro-transit,
etc. A helpful list of types and definitions from the Shared Use Mobility Center is
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included in Attachment D. Shared mobility services are typically pay-per-use services
based on a credit-card enabled account. Some services are new and some are
duplicative but add consumer convenience or other amenities. Similarly, some shared
devices are new but others just operate in a new way. These services are coming from
the private sector, which raises some concerns about longevity and equity. For
example what happens when new services cannibalize public transit but then go out of
business? How can people without credit cards get access? And what should cities do
when private sector car-services create so much congestion that no vehicles can move,
and even bike lanes are blocked? And as new devices proliferate, how can space be
created for safe movement and access? The principles discussed above can help
inform the process of answering these questions, and the continued work of managing
street space for the movement and access of all.
Benefit Challenge
Riders get as-needed access to
transportation services. Increases travel
options, including replacing short trips with
zero- or low-emission devices that also
require less right-of-way space to move.
Research shows reduced vehicle
ownership and VMT among people who
use multiple shared services. Can reduce
overall cost of transportation per capita.
Shared services are drawn to activity
centers, adding to congestion and slowing
public transit service where it is most
needed. Ride-hailing services add to VMT
and emissions, and rarely offer zero-
emission options. Some services and
devices add functionality or convenience,
but some cannibalize transit riders. New
shared mobility devices can clutter public
rights-of-way. Lack of access by users
without smart phones or credit cards.
Action: support public mass transit through infrastructure and service improvements,
prioritize the highest-capacity shared ride services and lowest-emission modes.
Electrification:
Improved battery quality and longevity are reducing electric vehicle (EV) and fuel costs,
and improving range - leading to consumer savings and increased EV use. There are
positive signs that market forces will propel on-going EV market penetration. Santa
Monica recently adopted an EV Action Plan to catalyze electrification.
Benefit Challenge
Reduced consumer cost of vehicle
ownership and fueling. Using renewable
Reduced consumer travel costs typically
induce use and miles traveled. EVs still add
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energy supply can significantly reduce net
transportation emissions compared to non-
renewables. New smaller electric mobility
devices such as electric shuttles and
electric bicycles/tricycles can reduce overall
power load and space needs.
to congestion and suffer from it.
Action: maximize renewable energy sourcing, encourage diverse electric mobility
choices.
Safety: Cars driven by a computer would eliminate driver error as a cause of collisions.
Since driver error is a factor in 95% of incidents and distracted driving is on the rise,
automation is expected to save lives. The system of software, sensors, communication
and equipment necessary for a computer to drive a vehicle is complex. Technology is
progressing rapidly, but premature deployment is life-threatening. Auto makers are
adding passenger protections, but automated response to less predictable roadway
users like people walking and biking, and construction workers remains a challenge.
Action: Advocate for a focus on the safety of people in the public streets from the private
sector.
Data: As cars get smarter, the amount and type of data they process, collect and
produce increase exponentially. Fast and stable communication networks are the
backbone of an AV’s location and orientation systems. Cars will also increasingly
produce information about roadway conditions, travel speeds, vehicle operations,
origins and destinations, and much more. Who owns the data (automakers, software
providers, or customers), and who has access to it (private sector, public sector) are
important policy discussions happening at the highest government levels. Action:
Advocate for consumer privacy as well as secure public access to operational data that
can assist with roadway management and maintenance.
What have other Lead Agencies done?
Cities across the country are grappling with these new opportunities and challenges.
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They have initiated new work efforts and areas of exploration to guide change so that it
best fits within their communities. Many have developed pilots and other strategies to
test and reflect on the results. Some have crafted policies and plans to guide the myriad
efforts on data, communications, regulation, operation and maintenance.
Seattle Department of Transportation "New Mobility Playbook" - Outlines a series of
collective efforts to advance safety, justice and sustainability and avoid congestion,
unsafe streets and expensive, exclusive services. SDOT is restructuring to create a
New Mobility Program partially funded by new mobility permit revenues, and align
staff and resources with the playbook strategies.
Los Angeles Department of Transportation "Transportation Technology Strategy”-
The strategy defines a roadmap for integrating shared mobility, technology-enabled
transportation experiences, and AVs into department planning and operations to
maximize the benefits to public safety, sustainability and roadway efficiency. LADOT
is integrating recommendations from the technology strategies into the 2018-2020
work program including investments to modernize equipment, using data driven
metrics to guide decisions, and creating a citywide plan for autonomous and shared
mobility services.
North American City Transportation Officials (NACTO) "Blueprint for Autonomous
Urbanism" - The blueprint describes the critical role that cities play in designing safe
streets that provide for more modes of travel and people, encourage more active
and shared travel, and that maximize space for people concurrent with deploying
autonomous vehicles.
Shared Use Mobility Center "Shared Mobility Action Plan for Los Angeles County" -
The plan focuses on strategies and tactics to reduce the number of vehicles by 2%
in LA County. The plan stipulates that this modest but impactful change can be
achieved by expanding existing networks including transit, car sharing, bike sharing,
and building mobility hubs throughout the County.
Two themes in the work of lead cities are to proactively renovate streets and to continue
to provide crucial transportation services, to ensure that there is service equity and
continuity. Many also note that cities can strategically influence mobility choices through
system management and pricing structures so that the most sustainable, equitable, and
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efficient systems are the most convenient and cost-effective. For example, cities are
considering how to organize roadways so that higher-occupancy vehicles and low-
emission modes receive lane or intersection priority. Another theme is the realignment
of work groups to adapt to the significant changes in policy questions, public/private
partnership, data, and outcomes. Cities are staying engaged in this environment of
rapid change so they can be proactively ready for new challenges.
Santa Monica has already engaged with some of the changes, forging partnership with
Lyft for Dial-a-Ride services and launching a successful citywide bike share system.
However examples like the arrival of electric scooters this fall provided perspective on
the scale and complexity of these challenges, particularly when initiated by the private
sector. Existing regulations, infrastructure (both operational and physical), and
resources aren't suited to shared mobility options. Staff will be coming forward in the
upcoming months with a proposed trial program for shared mobility services. But the
scale and scope of this challenge necessitates a much broader strategy including a
range of actions, investments, and management tools.
What can Santa Monica do?
At this early stage, Santa Monica can start with identifying priorities for engaging with
both automated vehicles and shared mobility so that each contribute to, rather than
detract from, our community's shared vision for the future. Applying the principles
articulated earlier, Santa Monica should specifically work toward:
Vehicle automation that is safer for people on the street, and which does not
increase local congestion and emissions, and
Shared mobility that supports transit and shared rides, expands mobility options,
increases roadway efficiency, and reduces emissions.
As succinctly stated in the NACTO Blueprint: "The New Mobility network has public
mass transit as the backbone of the transportation network, while autonomous vehicles,
biking and walking complement the core parts of the network and provide service where
mass transit is not as efficient. Public agencies and private companies could work in
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tandem to actively manage the network with volume, mode and speed thresholds
controlled through real-time pricing and curbside demand management." By pursuing
this vision, Santa Monica streets can move more people with fewer vehicles which
creates opportunity to repurpose road space for community members. With more
people on the street, our streets become safer and we get closer to eliminating tragic
injuries and fatalities. And when clean energy powers the vehicles we use, we can
eliminate the 65% of Santa Monica's emissions that come from transportation and
achieve carbon neutrality by 2050.
Many of the City's existing work efforts already support new mobility because of Council
and executive leadership over recent years. Continuing the following efforts will help
support the long-range goals:
Existing Work Efforts Departments
Investing in transit, especially on high volume routes, and regularly evaluating
transit system performance
BBB
Renovating streets with additional safety measures and protections for vulnerable
people on the street, and streets that prioritize sustainable and active modes like
transit, walking and biking
PCD, PW
Collaborating among departments in planning for autonomous and shared mobility
through AV and Shared Mobility working groups
PCD, ISD, PW,
PD, CMO, CAO
Collaborating regionally on interoperability efforts and transportation planning
through the Westside COG and Metro
PCD, CM
Using parking pricing and parking sharing tools to maximize use of existing
parking resources
PCD
Expanding EV charging and implementing occupancy management tools PW
Fostering a culture of mobility innovation through the Mobility Strategic Goal PCD, CM
Developing the Citywide Economic Strategy to identify new transportation funding
mechanisms that build fiscal stability
HED, CM
Providing mobility information to support travel diversity and behavior change PCD, BBB
In spite of this good work, new technology has disrupted "business as usual" for
transportation planning and management, and the complementary efforts of other
departments. Similar to Vision Zero, cities are having to adjust structures, work plans,
budgets and procedures to maintain effectiveness. Attachment E outlines a number of
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new short-term (1-year) and mid-term (2-3) year steps in advocacy, infrastructure, data
management and policy for Council consideration and feedback such as:
Advocacy
Join State and Federal legislative advocacy for multi-modal safety, equity and
sustainability
Engage the public in discussions about new mobility
Outreach to senior, low-income, communities of color, and people with disabilities to
reduce barriers to new mobility
Infrastructure & Services
Pursue additional transit and high-capacity vehicle prioritization
Pilot low-emission micro-transit service for shorter intra-city trips
Fill in service gaps with flexible providers with low- or no-emission vehicles
Co-locate multiple shared mobility and EV charging in on-street Mobility Hubs
Develop a long-term permitting system for shared mobility devices with performance
criteria
Consolidate sensor and communications equipment for streetscape quality
Develop connectivity strategies for Purple Line subway extension to the VA
Policy
Create performance metrics for street efficiency that move people in fewer vehicles
Develop a new curbside management strategy, starting with Downtown
Consider transition strategies needed during periods of partial automation
Develop new street design criteria and operational targets
Create criteria for reallocation of underutilized street space to protect pedestrians, and
create green space in neighborhoods and gathering areas
Reorganize and expand capacity to successfully engage with mobility changes
Data
Develop data-sharing, partnership, and performance protocols for new mobility
Engage with third-party data platforms for secure open data
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Council input on the priorities listed in Attachment E and summarized above, including
input on the city's desired level of engagement and leadership on these issues, would
help to guide next steps. Each effort could be worthwhile, but is also above and beyond
the existing work of staff. A prioritization will help staff to allocate appropriate time and
resources. Additional study session could also help to determine a strategic work plan
with staffing, budget and resources.
In the near term, PCD is preparing a pilot program for Council consideration that would
enable permitted shared mobility devices to use portions of the public right-of-way. This
was an unplanned effort, and accommodated due to unforeseen private actions and
significant community concerns. The pilot will enable testing of permit conditions and
operating options, to be followed with revisions and updates based on lessons learned
and data evaluation.
Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of this
study session’s policy discussion. However, pursuing a new model of mobility involves a
significant shift of capital and staff resources to achieve, including transportation-related
funding sources, grant opportunities and private investment. Staff will use comments
received at this study session to inform priorities for mobility-related projects and
allocation of staff resources and return to Council as specific budget actions are
required in the future. Council will consider the FY 2018-20 Biennial Capital
Improvement Program Budget at a Budget Study Session in May.
Prepared By: Francie Stefan, Mobility Division Manager
Approved
Forwarded to Council
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Attachments:
A. Attachment A Bike and Pedestrian Action Plan Accomplishments
B. Attachment B CIP Mobility Project List and Maps
C. Attachment C Vision Zero 2-Year Actions
D. Attachment D Shared Mobility Definitions
E. Attachment E New Mobility Action Items
F. Written Comments
G. Powerpoint Presentation
5 Y ear Pedestrian Action Plan Projects
Category Location and Extents Project Description Status
Bergamot
Nebraska Street,
Stewart to Centinela Avenues
Install four curb extensions, crosswalks, painted medians, 2 rapid rectangular flashing beacons,
curb ramps at all corners; update signage and striping. Not Started
Olympic Boulevard,
26th to Stewart Streets
Sidewalks (approx 1,100 LF) on north side of street; add access ramps; grind and replace one lane
line; removing and replacing curb and gutter (per Bergamot Area Plan). Design
Boulevard Lincoln Boulevard,
Interstate 10 to Dewey Street
Upgrade with components such as median islands, rapid rectangular flashing beacons,
curb extensions and marked crosswalks (LinC plan in progress)Design
Downtown
4th Street/Interstate 10
Facilitate pedestrian crossing at 4th Street at 10 Freeway on/off ramp with sidewalk extension along
the eastern side of 4th Street, pedestrian railing, fencing ,and lighting along the 4th Street bridge
with trees on non-bridge sidewalk. (Santa Monica grant applicaton)
Design
Downtown, 2nd Street and
4th Street, Wilshire Boulevard to
Colorado Avenue; 3rd Street at
Wilshire Boulevard
Add pedestrian scrambles to 11 intersections allowing pedestrian crossing in all directions at the
same time, and allowing autos to cross street and turn without presence of pedestrians.Complete
Expo
Half mile radius from
each Expo station
Develop and implement wayfinding program for pedestrians, cyclists and transit riders for
first last mile connections; static and dynamic signs integrated into traditional signs.
(Santa Monica grant application)
Design
Pico Neighborhood, in the vicinity
of 17th Street/Michigan Avenue
Siting and installation of pedestrian-oriented lighting within Community Development Block Grant
(CDBG) eligible neighborhoods, to 80-100 new light fixtures. (Santa Monica grant application)Complete
Stewart Street, Colorado Avenue
to Pico Boulevard Improve access to Expo with pedestrian scaled lighting and directional access ramps Design
Freeway 17th Street, Interstate 10 Safety and pedestrian usability enhancements for overcrossing, including lighting Design
Main Street Main Street,
Pico Boulevard to Marine Street
Install up to two parklets along Main Street between
Pico Boulevard and Marine Street as a Pilot project.Complete
Memorial Park 17th Street,
Wilshire to Pico Boulevards
Streetscape project connecting Expo Station to north and south towards Santa Monica College,
including pedestrian-scale lighting, and curb extensions. (Santa Monica grant application)Design
Oceanfront Santa Monica Pier, West of
Colorado Avenue
Replacement Pier bridge to priortize pedestrian access, designed to accommodate
high volumes of pedestrians (Cost from Santa Monica grant application)Design
Safe Routes
Edison Language Academy, Area
Bordered by 22nd Street to 30th
Street/Pico Boulevard to Freeway
Edison Language Academy Safe Routes to School (eastern MANGo) including crosswalk striping, curb
extensions/dual curb ramps, wayfinding, shared lane markings. (Santa Monica grant application)Construction
Schools, surrounding
Public K-12 schools
Upgrade signs and striping to enhance safety adding curb extensions, flashing beacons and
crosswalks at four schools. (Santa Monica grant application)Complete
Pine Street, 14th Street Add curb extensions at all 3 legs Not Started
California Avenue, 14th Street,
15th Street, 16th Street Add curb extensions and crosswalks at all 4 legs Not Started
Citywide Multiple Install curb ramps at 50 locations.Not Started
Bicycle Action Plan Programs
Program Description Partners Status
EVENTS >>
Bike to Work Month/Week/Day Celebratory events during the month of May including “pit
stops” providing food, giveaways, information and specials to
encourage bicycling.
Advocacy groups, Bike shops,
Major Employers, City, Schools,
Convention And Visitors Bureau ``Underway
BikeIt! Day Student-led event to encourage biking, walking, and taking a
bus to school.
Advocacy Groups, Schools, City
``Underway
Car-Free Street Events In conjunctions with other events, close streets to automobiles
and open them to bicycles, pedestrians, etc.
City, Event Organizers, Advocacy
Groups ``Underway
Bicycle Events Integrate bicycling into Santa Monica events such as the
Farmers’ Markets, GLOW, Twilight Dance Series, Pier Drive-In,
etc.
City, special
events organizations ``Underway
Bike Tours Occasional tours of the City by bike that may be focused on
a special theme.
Volunteers, City, Advocacy
Groups, Bicycle and Tourism-
based Businesses
``Not Started
Bicycle Event Support Technical support to encourage others to host successful
bicycle events (i.e. Tour da Arts)
Businesses, Artists, City,
Advocacy Groups ``Not Started
Success Celebrations Host ribbon cuttings, openings, and provide award recogni-
tion
City, Community Leaders,
Advocacy Groups ``Underway
AWARENESS >>
Cycle Talks Regularly hosted discussion to explore bicycle issues City, Public, Advocacy Groups ``Not Started
Collaboration with Advocacy
Groups
Collaborate with established bicycle advocacy and support
groups to create synergy
LACBC, Santa Monica Spoke,
City, C.I.C.L.E., Sustainable
Streets ``Underway
Santa Monica’ s Bike Network
Showcase
Self-guided or guided tours highlighting the Santa Monica
bike programs and facilities
City, Bike Shops, Public
``Partial Complete
Bike Program Identity
Development of a new visual identity that has the ability
to encompass the entire suite of current and future bicycle
programs and facilities
City, Design Consultant
``Complete
Program Description Partners Status
AWARENESS >>
Targeted Campaigns Educate all road users about the rules of the road, benefits of
cycling, etc. in a fun and catchy way such as Celebrity PSAs,
television spots, giveaways and more
City, Advocacy Groups, Local
Celebrities and Bike Champions,
City TV ``Not Started
INFORMATION >>
Updated Website Create a more comprehensive and robust online bicycle-infor-
mation source
City ``Partial Complete
Request System
Santa Monica GO App and
Website
Online and mobile applications which enable the public to
connect to the City to report needs and issues
City
``Complete
Bicycle Maps and Trip
Planning
Printed, reusable bicycle maps and online bicycle maps
which support local and regional bicycle and multi-modal trip
planning and tour routes
City, Advocacy Groups,
Convention and Visitors Bureau ``Complete
Directions to Major
Destinations
Encourage destinations to provide directions and parking
information for cyclists makes it easier to arrive by bike
Convention And Visitors Bureau,
Chamber of Commerce, Major
Destinations, Advocacy Groups
``Partial Complete
Bike Information at City
Events and Info Outlets
Provide information about bicycles at Santa Monica events,
such as the Santa Monica Festival, and information outlets
such as the Visitor’ s Center
City, Advocacy Groups, Bike
Shops, Bike Center , Event
Organizers
``Underway
Transit Connectivity
Provide information about how and where to make connec-
tions to transit via bicycle
Metro, City, Bicycle
Advocacy Groups, Santa Monica
College
``Partial Complete
EDUCATION >>>
Bike Rodeos Student awareness and skill building City, Schools
``Underway
Bicycle Training
Support the provision of a range of bicycle education and
training courses such as Commuting 101, “B.E.” Bike Educa-
tion, Beginning Bicycling, League Certified Instructor (LCI)
Certification, etc.
City, Bike Center , Santa Monica
College, Advocacy Groups,
Schools ``Underway
Bicycle Repair Skills
Affordable resource for bike repair and assistance Bicycle Advocacy Groups, Major
Employers, Bike Shops, Santa
Monica College, School and
Y outh Organizations
``Underway
Program Description Partners Staitus
EDUCATION >>>
Bicycle Campus
Provide and maintain a facility for self- and instructor-guided
bicycle learning reflective of current roadway design features
City, Advocacy Groups, Bicycle
Instructors, Bike Center , Bike
Shops
``Complete
ENCOURAGEMENT >>>
Biking to School
Encourage biking to school through access planning, facility
improvements, training for students, outreach to parents, etc.
City, Schools, Santa Monica-
Malibu Education Foundation,
Private Schools
``Underway
Bike-Pooling Organized routes for biking to/from school and work that
provide safety, comfort, and encouragement
City, Major Employers, Schools,
PTA, Advocacy Groups ``Underway
Santa Monica
College Programming
Collaborate with SMC on ways to encourage biking to cam-
pus
SMC, City, Advocacy Groups,
Major Employers ``Underway
Bicycle Friendly
Business Recognition
Recognize businesses that exceptionally promote bicycling
for employees and customers
City, SMC, Chamber , Bike Shops,
Advocacy Groups ``Complete
Buy Local Bike Local
Integrate bicycling into Buy Local efforts Buy Local, City, Local Businesses,
Advocacy Groups, BIDS and
Merchant Associations, SMC
``Underway
Bike to Business Special Offers
Encourage special offer promotions for bicycle customers to
support vehicle trip reduction
Buy Local, Convention And
Visitors Bureau, Local Businesses,
Advocacy Groups, City,
Chamber of Commerce
``Not Started
Employee Incentives
Prioritize bicycling in employer TDM packages and provide
incentives including bike parking, training and web-based trip
planning
Major Employers, Bike Shops,
City
``Partial Complete
Bike@Work
Use City Bike@Work as an example to promote the establish-
ment of employee bike sharing programs
City, Major Employers
``Complete
Transportation Management
Association
Integrate bicycling into TMA formation City, Major Employers, future
TMA ``Underway
Bicycle Ownership
Makes it easier to obtain and own a bike City, BBB, Schools, student
centers such as Pico
Y outh and Family Center ,
Chrysalis, Bikerowave
``Not Started
Program Description Partners Status
ENCOURAGEMENT >>>
New Resident Outreach
Communicating that bicycles sare part of the culture from
when residents arrive
City, realtors, Chamber of
Commerce ``Not Started
ENFORCEMENT >
Police Bicycle Ambassadors
Facilitate communication on enforcement and safety and
develop best practices
SMPD, City, Advocacy Groups
``Partial Complete
Ticket Deferments
Provision of bicycle safety courses in exchange for a ticket
dismissal for bicyclists
City, Advocacy Groups, LCI
Instructors ``Not Started
Agency Coordination on the
Rules and Rights of the Road
Shared information on the rules and rights of the road to
provide a more coordinated message
City
``Partial Complete
SUPPORTING FACILITIES >>>
Bike Sharing >>>
Bike Sharing
Comprehensive system of publicly accessible bicycles stra-
tegically places at popular destinations such as downtown
business districts, transit stations, hospitals, and schools. Bike
sharing provides convenient access to a bicycle for one-way
trips, supports car-free tourism, and provides last-mile con-
nections to and from transit.
City, Independent bike sharing
agency, Bike Advocacy Groups,
Majoy Employers, Educational
Institutions ``Complete
Bike Centers >>
Bike Centers
Parking facilities geared towards providing secure short- and
long-term bike parking with high quality amenities like show-
ers, lockers, and repair stations. Some centers may be full
service with an attendant who can offer repair , sales, tours,
and training.
City, Major Employers,
Educational Institutions
``Partial Complete
Program Description Partners Potential Action Items
Bike Parking>>>
Bicycle Parking
Bike parking may serve short- or long-term parking needs.
Parking can include racks on public property—curbside and
in-street—or on private property.
City, Employers and Merchants,
Big Blue Bus ``Partial Complete
Bike Valet >>>
Bike Valet
An attendant service that provides a secure and convenient
place to leave a bicycle at popular destinations
City, Major Employers
``Underway
Wayfinding >>>
Wayfinding and
Advisory Signage
Signage that identify key destinations and bikeways enabling
people to easily navigate the City. May be used in conjunc-
tion with bike parking, Bike Center , and at major transit stops/
station.
City
``Partial Complete
5 Y ear Bicycle Action Plan Projects
Bikeway Name (Streets)From To Length (mi)Facility Type(s)Status
San Vicente Bikeway
``San Vicente
Ocean Avenue 26th Street 2.02 Buffered bike lanes
``Not Started
Montana Avenue Bikeway
``Montana
Ocean Avenue 21st Street 1.51 Buffered bike lanes
``Complete
Montana Avenue Bikeway
``Montana
21st Street Stanford Avenue 0.68 Buffered bike lanes, Shared lane markings, Raised median
crossing ``Complete
California Avenue Bikeway
``California Incline
Pedestrian
Bridge
Ocean Avenue 0.2 Bike path (determined by design process)
``Complete
California Avenue Bikeway
``California
17th Street 26th Street 0.68 Climbing bike lanes, Shared lane markings
``Complete
Arizona Avenue Bikeway
``Arizona
26th Street Centinela Avenue 0.52 Climbing bike lane, Shared lane markings
``Complete
Broadway Bikeway
``Broadway
``Santa Monica Boulevard
Ocean Avenue 7th Street / 6th Street 0.83 Shared lane markings (Green “Super-sharrow”), Bus-bike
lane ``Not Started
Broadway Bikeway
``Broadway
6th Street Centinela Avenue 2.04 Buffered bike lanes (green)
``Complete
Santa Monica Pier Improvements
``N/A - Off-Street
Ocean Avenue SM Pier N/A Determined by design process ``Not Started
Colorado Esplanade
``Colorado
Ocean Avenue 7th Street 0.45 Buffered bike lanes (green), Shared lane markings
``Complete
Exposition Bike and Pedestrian Path 17th Street Centinela Avenue 1.36 Bike path (determined by design process)
``Complete
Virginia Avenue Shared Lane Markings
``Virginia
Stewart Street Dorchester Tunnel 0.2 Shared lane markings ``Not Started
Michigan Avenue Neighborhood Greenway
``Arcadia Terrace
``Appian Way
``Pacific Terrace
``Olympic Drive
``East Olympic Boulevard
Ocean Front
Walk
7th Court 0.6 Neighborhood greenway, Bike path, Shared lane markings,
New intersection, Bicycle signal
``Not Started
Michigan Avenue Neighborhood Greenway
``Michigan
``7th Court
East Olympic 19th Court 0 .9 8 Neighborhood greenway, Shared lane markings,
Neighborhood traffic circles, Bicycle access enhancement ``Design
Michigan Avenue Neighborhood Greenway
``Michigan
``20th Street
``I-10 right-of-way
19th Court 21st Street 0.1 7 Shared use path, Bicycle Signal
``Design
Bikeway Name (Streets)From To Length (mi)Facility Type(s)Status
Michigan Avenue Neighborhood Greenway
``Michigan
21st Street Bergamot Station 1.85 Contraflow bike lane, Buffered bike lanes, Bike lanes,
Shared lane markings, Bike path ``Not Started
Michigan Wiggle Neighborhood Greenway
``19th
``Delaware
``22nd
``Virginia
``Kansas
``Y orkshire
``Urban
``Dorchester
``30th
Michigan
Avenue
Ocean Park Blvd 1.69 Neighborhood greenway, Shared lane markings,
Neighborhood traffic circles, Median diverter with refuges
``Partial Complete
Pearl Street Bikeway
``Pearl
``Bay
``Bicknell
``Pacific
``Hollister
Barnard Way Centinela Avenue 4.1 4 Buffered bike lanes, Bike lanes, Climbing bike lanes, Shared
lane markings
``Seeking Funding
Ocean Park Boulevard Bikeway
``Ocean Park
Main Street Lincoln Boulevard 0.52 Buffered bike lanes (green)
``Complete
Ocean Park Boulevard Bikeway
``Ocean Park
Cloverfield
Boulevard
Centinela Avenue 0.83 Bike lanes, Shared lane markings
``Complete
Ashland Avenue Neighborhood Greenway
``Ashland
``28th Street
Barnard Way 28th Street 1. 91 Neighborhood greenway, Shared lane markings
``Partial Complete
Marine/Navy/Ozone/Dewey/Airport Bikeway
``Marine
``Navy
``Ozone
``Dewey
``Airport Way
Barnard Way Bundy 4.85 Climbing bike lane, Shared lane markings, Full closure
retrofit
``Partial Complete
Marvin Braude Bike Trail North City
Limit
South City Limit 3.07 Bike path, wheel troughs (partnering with LA County/City
of LA)``Design
Ocean/Barnard Way Bikeway
``Ocean
North City
Limit
Pico Boulevard 1.89 Climbing bike lane, Double bike lanes, Buffered bike lanes
(green)``Partial Complete
Ocean/Barnard Way Bikeway
``East Ocean
``Barnard Way
Pico Boulevard Neilson Way 1. 11 Bike lanes, Climbing bike lane, Shared lane markings
``Complete
2nd/Main Bikeway
``2nd Street
Montana
Avenue
South City Limit 1.02 Buffered bike lanes (green), Intersection redesign
``Complete
3rd Street Bikeway
``3rd Street
Main Street South City Limit 0.88 Shared lane markings
``Complete
Bikeway Name (Streets)From To Length (mi)Facility Type(s)
4th Street and 5th Street Shared Lane Markings
``4th Street
``4th Court
``5th Street
California
Avenue
Olympic Boulevard 1.42 Shared lane markings
``Not Started
6th Street / 7th Street Bikeway
``6th Street
``7th Street
North City
Limit
Olympic Boulevard 1.76 Buffered bike lanes, Climbing bike lane, Shared lane
markings ``Complete
6th Street / 7th Street Bikeway
``6th Street
``7th Street
``Pico
``Bay
``Raymond
``Highland
Michigan
Avenue
South City Limit 1. 17 Shared lane markings, Bicycle Signal, Bicycle access
enhancement
``Partial Complete
11th Street Bikeway
``11th Street
San Vicente
Boulevard
Wilshire Boulevard 1. 14 Climbing bike lane, Shared lane markings
``Complete
11th Street Bikeway
``11th Street
Wilshire
Boulevard
Marine Street 1.86 Buffered bike lanes (green), Climbing bike lane, Shared
lane markings ``Partial Complete
14th Street Bikeway
``14th Street
San Vicente
Boulevard
Ashland Avenue 1.58 Climbing bike lane, Shared lane markings
``Complete
14th Street Bikeway
``14th Street
Wilshire
Boulevard
Pico Boulevard 1.29 Buffered bike lanes (green)``Partial Complete
17th Street / 16th Street Bikeway
``17th Street
San Vicente
Boulevard
Wilshire Boulevard 1.20 Climbing bike lane, Shared lane markings
``Complete
17th Street / 16th Street Bikeway
``17th Street
``Pico
Wilshire
Boulevard
Pico Boulevard 1.25 Side path, Cycle track
``Design
17th Street / 16th Street Bikeway
``17th Street
``16th Street
``Hill
Pico Boulevard Marine Street 1.66 Climbing bike lanes, Shared lane markings
``Complete
20th Street Bikeway
``20th Street
Montana
Avenue
Ocean Park Blvd 2. 12 Shared lane markings
``Complete
22nd Street and 21st Street Shared Lane Markings
``21st Street
``22nd Street
Virginia Avenue Dewey Street 1.02 Climbing bike lane, Shared lane markings
``Complete
23rd Street Bikeway
``23rd Street
Ocean Park
Boulevard
Dewey Street 0.1 9 Buffered bike lane, Climbing bike lane, Shared lane
markings ``Complete
Bikeway Name (Streets)From To Length (mi)Facility Type(s)Status
24th Street Shared Lane Markings
``24th Street
``La Mesa Way/Drive
``Chelsea
``Park
26th Street Broadway 1. 91 Shared Lane Markings
``Not Started
26th Street Shared Lane Markings
26th Street
North City
Limit
Exposition Bike Path 1.88 Shared Lane Markings ``Not Started
Yale/Stewart/28th Bikeway
``Y ale
Montana
Avenue
Colorado Avenue 1.03 Climbing bike lane, Shared lane marking, Neighborhood
traffic circle ``Partial Complete
Yale/Stewart/28th Bikeway
``Stewart
``Colorado
Colorado
Avenue
Kansas Avenue 0.34 Cycle Track, Buffered bike lanes, Median Bicycle Only Turn
Pocket ``Design
Yale/Stewart/28th Bikeway
``Stewart
``28th Street
Kansas Avenue Santa Monica Airport 0.75 Buffered bike lane, Climbing bike lanes, Shared lane
markings, Half closure ``Partial Complete
Dorchester Tunnel Improvements
``N/A - Off-Street
Virginia Avenue Urban Avenue N/A Tunnel enhancements ``Not Started
20 Y ear Bicycle Action Plan Projects
Bikeway Name (Streets)From To
Length
(mi)Facility Type(s)Status
San Vicente Bikeway
``San Vicente
Ocean Avenue 26th Street 2.02 Bike path, Buffered bike lanes ``Not Started
Washington Avenue Neighborhood Greenway
``Washington
``Stanford
``Lipton
``Berkeley
Ocean Avenue Arizona Avenue 2.65 Neighborhood greenway, Shared lane markings,
Neighborhood traffic circles, Bicycle access
enhancement ``Seeking Funding
California Avenue Bikeway
``California
Ocean Avenue 17th Street 1.20 Buffered bike lanes ``Not Started
Arizona Avenue Bikeway
``Arizona
Ocean Avenue 26th Street 2.41 Buffered bike lanes, Neighborhood traffic circles ``Not Started
Nebraska Avenue Bikeway
``Nebraska
26th Street Centinela
Avenue
0.68 Buffered bike lanes, Shared lane markings ``Not Started
Michigan Avenue Neighborhood Greenway
``N/A – Off-street
Marvin Braude
Bike Trail
Appian Way 0.08 Bike Path ``Not Started
Michigan Avenue Neighborhood Greenway
``N/A – Off-street
Bergamot
Station
parking lot
Stewart Street 0.1 6 Shared use path
``Not Started
Pearl Street Bikeway
``Pearl
Barnard Way Centinela
Avenue
0.67 Buffered bike lanes, Neighborhood traffic circles,
Intersection refuge ``Not Started
Ocean Park Boulevard Bikeway
``Ocean Park
Barnard Way Main Street 0.1 3 Buffered bike lanes
``Complete
Ocean Park Boulevard Bikeway
``Ocean Park
Lincoln
Boulevard
Cloverfield
Boulevard
1.22 Buffered bike lanes, Bike lanes
``Complete
Ocean Park Boulevard Bikeway
``Ocean Park
Cloverfield
Boulevard
Centinela
Avenue
0.67 Buffered bike lanes, Raised median extension ``Not Started
Ashland Avenue Neighborhood Greenway
``N/A – Off-street at Clover Park
Barnard Way Douglas Loop 0.03 Shared use path, Shared lane markings ``Not Started
Marine/Navy/Ozone/Dewey/Airport Bikeway
``Dewey Street alley
Lincoln
Boulevard
Dewey Street
closure
0.48 Shared use path, Shared lane markings ``Not Started
Virginia Avenue Shared Lane Markings
``Virginia
Stewart Street Dorchester
Tunnel
0.1 9 Shared lane markings ``Not Started
Marvin Braude Bike Trail North City
Limit
South City Limit 3.06 Bike path, Stair troughs (partnering with LA
County/City of LA)``Design
2nd/Main Bikeway
``Main
Colorado
Avenue
South City Limit 1.27 Buffered bike lanes (green)
``Complete
3rd Street Bikeway
``3rd Street
Main Street Pico Boulevard 0.1 3 Bike path ``Not Started
Bikeway Name (Streets)From To
Length
(mi)Facility Type(s)Status
6th Street / 7th Street Bikeway
``6th Street
Michigan
Avenue
South City Limit 0.06 Bike/pedestrian bridge, Neighborhood greenway,
Bike path/Cycle track ``Partial Complete
17th Street Bikeway
``Pearl
``16th Street
``Pico
Pico Boulevard Pearl Street 0.43 Side path/Bike path
``Not Started
20th Street Bikeway
``20th Street
Wilshire
Avenue
Pico Boulevard 1. 12 Buffered bike lanes ``Not Started
24th Street Neighborhood Greenway
``La Mesa Drive
``La Mesa Way
``24th Street
``Chelsea
``Park
26th Street Broadway N/A Neighborhood greenway, Curb ramps, Intersection
enhancements, Crossing treatments
``Not Started
26th Street Bikeway
``26th Street
North City
Limit
Exposition Bike
Path
1.88 Buffered bike lanes (green)``Not Started
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Pacic Ocean
Culver City Culver City, Mar Vista, Palms
Venice
Venice Marina Del Rey
Venice
Marina Del Rey
Venice
Marina Del ReySouth Bay Cities
Pacic PalisadesMalibu
Pacic
Palisades
BrentwoodPacic Palisades
BrentwoodWestwoodUCLA
WestwoodUCLA WestwoodUCLA
Venice
Completed, Current,
and Proposed
Projects
Completed, Current,
and Proposed
Projects, and
Remaining Identified
Network Gaps
Bike path/Multi-use trail
Enhanced Bike Route
(Buffered and highly visible Bike Lane)
Bike Route
(Shared lane markings, bike lanes, Climbing lanes)
Bike/Ped Projects Proposed for 18-20 CIP
New Bike/Pedestrian Projects Underway
Remaining Areas for Improvement
(Network Gaps)
N
MILES00.50.25
Attachment B – Vision Zero Actions
Work Plan
This document is a two-year work plan for our decade’s long effort to realize Vision Zero. It is a guide
for near-term work efforts, rooted in actions that are specific, measurable, and concrete.
It is important to note that it is not the final work plan to realize Vision Zero in Santa Monica, which is
why it also contains a look ahead to the subsequent three years to help guide staffing and resource
commitments. Contents of subsequent work plans may be different from what is included herein, as
the actions will be tailored to address the conditions borne out by the data. Subsequent 2-year work
plans will be developed and presented to Council.
This Plan is organized into five key areas:
• Data-driven decision making: Develop a precise, data-driven decision-making system. Identify
the locations of highest need and evaluate collision reports to identify the most effective
countermeasures. Share data between departments and regularly convene a safety task force
of key City departments. Evaluate capital improvement projects and programs to learn what
works and where changes are needed.
• Safer streets for all ages and abilities: Speed is the biggest factor in whether a collision is
minor or fatal. Design and enforce street operations so that drivers travel at appropriate
speeds where people are walking and biking. Build a network of neighborhood greenways,
low-stress routes that parallel busier corridors and connect to parks, schools, jobs and
services. Conduct regular enforcement operations targeting speeding and distracted driving,
especially along the Priority Network.
• An engaged and alert community: For too long, collisions have been accepted as an
unfortunate cost of travel, so long as our friends and loved ones are not among the victims.
Cause a shift in awareness by engaging with the community through presentations about
roadway safety.
• Supporting policies: Institutionalize Vision Zero principles in our daily work to support the work
in other categories. Ensure roadway safety is a prioritized metric in the City’s budget process,
create policy to minimize construction impacts to road users, and advocate for safety
improvements to Pacific Coast Highway, which is managed by Caltrans.
• Safer vehicles: Improve the safety of City fleet vehicles and their operators. Educate drivers
about cyclists and the maneuvers they make to improve predictability and safety. Establish
local policy regarding autonomous vehicles and identify smaller-footprint fleet vehicles to
enable slower street designs.
Data-driven decision making
Near-term actions
Lead Dept. &
Partners
(leads in
bold)
Staff effort Estimated
Cost
Future actions
Safety Task
Force
Establish monthly
collision report sharing
among departments
and conduct quarterly
review of fatal and
severe injury collisions
to identify and
implement any
immediate short-term
measures
SMPD, Fire,
PCD, CAO,
FIN, ISD
Medium Create collision
data set on
Open Data
portal updated
monthly
Using data Partner with providers
to obtain data including
distracted driving,
speeding, aggressive
breaking
SMPD Medium $ to obtain
data
Regularly
evaluate new
roadway
management
and safety
technologies
and pursue pilot
projects where
appropriate
Require all capital
improvement projects
located within the
Priority Network to
conduct a standardized
safety assessment
using individual
collision reports
PCD, PW,
SMPD
Low
Emergency
response
times
Evaluate the existing
distribution of and
potential for
supplemental fire
stations to reduce
response times while
still enabling slower
street designs speeds
Fire, CMO High CIP $ for
location
improvements
Implement
resulting action
items, including
potentially
establishing
small
neighborhood-
serving units
Safer streets for all ages and abilities
Near-term actions
Lead Dept.
& Partners
(leads in
bold)
Staff effort Estimated
Cost
Future actions
Rapid
Deployment
Team
Create team of key City
staff and identify on-call
contractors to design and
construct
countermeasures
PCD, PW,
SMPD, Fire
Medium
Speed
mitigation
Establish lower
enforceable speed limits
on 2 High Injury Network
street segments by
completing the necessary
engineering and traffic
surveys
PCD Medium $30K for
studies
and signs
Establish lower
enforceable speed
limits on 3 High
Injury Network
street segments by
completing the
necessary
engineering & traffic
surveys
Establish a policy for
target design speed of 20
mph on neighborhood
greenway network
PCD Medium Implement physical
improvements on 3
neighborhood
greenway street
segments to
achieve a 20 mph
design speed
Implement 15 MPH speed
zones at all public schools
consistent with California
Vehicle Code
PCD High $50K Implement 15 MPH
speed zones at
private schools
located on the High
Injury Network
Use signal timing to
manage vehicle speeds at
10 locations on High
Injury Network
PCD High Use signal timing to
manage vehicle
speeds at 10
locations on High
Injury Network
Implement 0.5 mile of
Neighborhood Greenway
Network
PCD High $1.5M Implement 1 mile of
Neighborhood
Greenway Network
Implement no right on red
and/or left turn restrictions
at 12 high collision
locations based on data
PCD High $330K
Deploy speed-feedback
signs at 10 locations and
rotate them periodically
based on data
PCD Medium $100K
Targeted
Enforcement
Conduct monthly
enforcement operations at
Priority Network
intersections and street
segments
SMPD Medium OTS
grants
Conduct monthly
enforcement
operations at
Priority Network
intersections and
street segments
Bicycle
Network
Create a protected
bikeways implementation
strategy as an
amendment to the Bike
Action Plan
PCD High
Pedestrian
Network
Establish a maximum
pedestrian crossing
distance on commercial
corridors
PCD, PW Medium Install 2 high
visibility crosswalks
at locations where
maximum crossing
distance is
exceeded and/or
crossings are
currently prohibited
and jaywalking
persists
Identify locations on
Priority Network where
landscape species
replacement would
improve visibility
PW Low Replace 50% of
locations
Stripe curb extensions at
4 locations along transit
boulevards at crosswalks
PCD, PW,
BBB
High $65K Stripe curb
extensions at 4
locations along
transit boulevards
for improved
visibility at
crosswalks
Street lighting Identify locations for City-
funded pedestrian safety
lighting
PCD, PW High Install 1 mile of
street lights
Safe Routes Implement pedestrian
and cyclist safety
improvements at 1 school,
senior center, hospital,
park or library on the
Priority Network
PCD, PW High $400K/
location
Implement physical
improvements at 2
locations on the
Priority Network
Safe passing Purchase and deploy a
C3FT, or similar device, to
enable enforcement and
education of AB 1371,
requiring cars to pass
cyclists with no less than
a 3 foot buffer
SMPD
Low $3K
Conduct quarterly
safe passing
education
operations
An engaged and alert community
Near-term
actions
Lead
Dept. &
Partners
(leads in
bold)
Staff effort Estimated
Cost
Future actions
Safe Routes
for Seniors
Implement 4
Rail Safety
Orientation
Tours
Metro,
PCD,
CCS
Low Implement 4 Rail Safety
Orientation Tours
Implement the
Safe Routes for
Seniors
programmatic
grant
PCD High
Safe Routes to
School
Offer two SRTS
roadway safety
courses at after
school
programs such
as CREST,
PAL, and/or
VAP
CCS,
PCD,
PW
Medium Implement in-classroom
training at 3 schools
Community
awareness
Develop Vision
Zero campaign
CMO,
PCD,
SMPD
High Funded: $250K Evaluate campaign impact
and develop scope for
second phase to reach
target audiences based on
crash data
Vision Zero
presentation to
6 neighborhood
groups, Boards
or Commissions
PCD,
SMPD
High Incorporate stakeholder
feedback from groups into
future project development
Implement 5
creative
activations in
various
neighborhoods
PCD,
SMPD,
CMO
High Continue Vision Zero
outreach through ongoing
events (Coast, National
Night Out, Buy Local
Health and Fitness
Festival, Kidical Mass,
Jazz on the Lawn, etc.)
Supporting policies
Near-term actions
Lead Dept.
& Partners
(leads in
bold)
Staff
effort
Estimated
Cost
Future actions
Sustainable
funding
strategy
Fold Vision Zero
into budget
framework and CIP
processes
FIN, CMO,
PW
Low Identify and establish additional
ongoing funding sources
Zoning Code
modifications
Review access
management best
practices and
propose
modifications to
Zoning Ordinance
and Municipal
Code, such as
prohibiting new
curb cuts along
Neighborhood
Greenways or
protected bikeways
PCD, CAO Low
Construction
mitigation
Create rules and
procedures to
minimize sidewalk
and bike facility
closures during
construction
PW, PCD,
CAO
High
State Routes Advocate for safety
improvements to
Pacific Coast
Highway, which is
managed by
Caltrans
SMPD,
PCD
Low Advocate for safety
improvements to Pacific Coast
Highway, which is managed by
Caltrans
Roadway
classification
Amend the Bike
and Pedestrian
action plans with a
complete network
of neighborhood
greenways to
provide a safe
network for people
walking and biking
to destinations
such as schools,
parks, and
commercial
corridors
PCD High Use amendment to design and
prioritize safety improvements
Safer vehicles
Near-term
actions
Lead Dept. &
Partners
(leads in bold)
Staff effort Estimated
Cost
Future actions
Safe driving
behavior
Implement a
bicycle friendly
driver program
and train 50
City staff
PCD, SMPD,
BBB, PW
Medium Expand training
to all City staff
and offer public
courses as well
City Fleet Identify options
for smaller City
fleet vehicles to
enable slower
street designs
Fire, PW,
SMPD
Low
Autonomous
Vehicles
Establish local
policy regarding
implementation
of autonomous
vehicles that
prioritizes
safety for all
people in the
roadway
PCD, SMPD High Participate in
discussions
with State and
local agencies,
and
professional
organizations
(e.g., NACTO,
TRB, etc.) on
the
advancement of
driverless
technologies
Priority Network Map
The Priority Network map was created by evaluating 11 years of fatal and severe injury data starting in 2006.
An index was created using the following formula: 1.5 x (# of fatalities) + (# of severe injuries). The Priority
Network represents 10% (or 15 miles) of streets and 4% of intersections. The map identifies areas where fatal
and severe injury incidents have occurred, and is a guide for subsequent efforts. These areas would be the
first to receive more detailed evaluation of collision reports, so that any necessary countermeasures can be
identified.
Street segments were added to the map in ¼ mile segments based on clusters of crashes, both at
intersections and those that occurred at mid-block locations, until approximately 50% of the fatal and severe
injury incidents were represented. Additionally, the top 10 intersections under the City’s control were identified
and mapped as well as one intersection on Pacific Coast Highway.
The Santa Monica Freeway (Interstate 10) is excluded as the City plays no role in enforcement, maintenance,
or management of the freeway. Pacific Coast Highway is shown in orange as the City has a limited role in the
operation of this roadway. SMPD responds to collisions and enforces PCH from the McClure Tunnel to the
northern City limit. The City of Los Angeles Vision Zero Network is shown in yellow.
Bikesharing
IT-enabled, public bikesharing provides real-time information and uses
technology to assist in rebalancing demand for bikes at docking stations
throughout a community. Bikesharing comes in a variety of forms,
including dock-based and dockless systems, tech-light solutions that do
not place technology in the bike or dock, and peer-to-peer bikesharing.
SHARED MOBILITY TERMS AND DEFINITIONS
Following is an overview of common shared-use mobility terminology:
Carsharing
Carsharing is a service that provides members with access to an
automobile for short-term—usually hourly—use. Types of carsharing
include traditional or round-trip carsharing, which requires customers
to borrow and return vehicles at the same location; one-way carsharing,
which allows customers to pick up a vehicle at one location and drop it
off at another; and peer-to-peer carsharing, which allows car owners
to monetize the excess capacity of their vehicles by enrolling them in
carsharing programs.
Ridesourcing
Ridesourcing providers, such as Uber and Lyft, use online platforms to
connect passengers with drivers who use personal, non-commercial
vehicles. These services were codified first in California state law and
subsequently in many other jurisdictions as Transportation Network
Companies (TNCs). Ridesourcing has become one of the most recognized
and ubiquitous forms of shared mobility.
Ride-splitting
TNCs have begun providing services in select cities such as San Francisco,
New York and Los Angeles that combine fares to reduce vehicle trips
and generate cost savings. Uber Pool and Lyft Line allow drivers to add
additional passengers to a trip in real time. These services are known
as “ride-splitting”—since the passengers split the cost of the trip—and
continue to evolve as companies experiment with various models.
Shuttles
Traditional shuttle services include corporate, regional, and local shuttles
that make limited stops and only serve riders from specific employers,
buildings, or residential developments. One example is the “Google
Bus,” which transports the technology company’s San Francisco-based
employees to and from Silicon Valley each day.
Ridesharing/Carpooling
At its core, ridesharing involves adding additional passengers to a trip
that will already take place. Such an arrangement provides additional
transportation options for riders while allowing drivers to fill otherwise
empty seats in their vehicles. Types of ridesharing include carpooling,
vanpooling, and real-time or dynamic ridesharing services such as Tripda
and Blablacar.
Public Transit
Transit – publicly owned fleets of buses, trains, and ferries that generally
operate on fixed routes and schedules – provides the foundation for most
other forms of shared-use mobility.
Microtransit
Technology-enabled private shuttle services, such as Bridj and Chariot,
serve passengers using dynamically generated routes, usually between
designated stop locations rather than door-to-door. Because they provide
transit-like service but on a smaller, more flexible scale, these new
services have been referred to as “microtransit.” In general, they draw
customers who are willing to pay somewhat more for greater comfort
and service.
Mobility Hubs
Mobility hubs are strategically located transfer points that feature
facilities for multiple transportation modes (such as bikesharing,
carsharing, and transit) combined in one location.
7 8
Attachment E: New Mobility Short-term and Mid-Term work effort options
Shared Mobility
Many cities are presently working towards understanding the role that shared mobility
can play in local communities. However, shared mobility presents a regulatory burden
as agencies struggle to find the right balance to properly regulate, incentivize, and or
even permit the use of the different devices on local streets. Early adopters like ride-
hailing services are regulated at the State level leaving cities to deal with congestion,
limited local controls, and a lack of data. Cities can develop a more proactive approach
to shared mobility services and devices that support many trip types and travelers, and
organizes the massive proliferation of shared mobility in an already congested
network.
Santa Monica is ahead of many cities in having a clear vision for a diverse
transportation eco-system that includes people sharing rides, riding transit, walking,
biking and socializing on calm streets. The burgeoning public-private partnership
between Big Blue Bus and Lyft provides a local example where private interest and
public benefits align. Santa Monica can leverage this experience to work closer with
other private entities to increase mobility options, gain a greater understanding of the
differing data challenges, and create synergistic opportunities that expand mobility to all
Santa Monica residents.
Locally Santa Monica should look at creating tools and strategies that work to integrate
new shared services that are transit supportive, expand mobility options, increase the
efficiency of the street network, reduce congestion, and reduce emissions.
Shared
Mobility: Short Term (1-year) Mid Term (2-3+ years)
New Devices/
Services
• Pilot permitting system for
shared mobility devices
• Pursue electric bike share
expansion
• Seek private sector
involvement in safety
education
• Establish permit system for
shared mobility devices
• Increase EV shared bicycle
fleet to 25% of total system
• Expand car-sharing system
• Pilot low-emission delivery
services with local
businesses
• Pursue creation of an open
marketplace for "mobility as a
service"
• Pursue aligning fare payment
systems, and promote
systems that integrate for
payment and multi-modal trip
planning
Shared
Mobility: Short Term (1-year) Mid Term (2-3+ years)
Infrastructure
• Curb space allocation project
in Downtown
• Pursue Downtown TNC zone
creation
• Pursue co-location of shared
mobility services, EV
infrastructure and transit
(Mobility Hubs)
• Citywide curb space
reallocation strategy
• Create Mobility Hubs with
multiple mobility services and
EV charging
• Install sensing equipment to
monitor street efficiency
Policy • Identify SMMC regulatory
conflicts
• Identify public-private
partnership structure options
• Articulate transit-supportive
policy for shared mobility
• Manage risk related to
emerging mobility systems
• Revise SMMC as needed
• Advocate to retain local
control of shared mobility
services
• Develop policy for
reallocation of underutilized
street space
• Develop a New Mobility
strategy adopted by Council
• Adopt street efficiency
performance metrics
• Investigate pricing
mechanisms for managing
demand
• Collaborate regionally for
interoperability
Data
Management
• Same as AV
recommendations
• Same as AV
recommendations
Vehicle Automation
Industry advocates are active on the federal and state levels, and cities have not been
invited into the decision-making process. Larger cities have begun to work with
advocacy groups to expand the voice of local agencies, where the most transformative
effects of this technology will be felt. Santa Monica can play a role in advocating for safe
and sustainable AV implementation, as well as data transparency, security and
access.
Locally, Santa Monica should begin to prepare its physical and technology
infrastructure. Cities will need to develop strategies for curb space management, lane
prioritization and access, and upgrades to infrastructure to encourage higher-capacity
and more efficient systems. These steps are crucial for strategic management of the
street to reduce congestion, and encourage higher-capacity travel that reduces
emissions. Cities also will need to collect larger and more timely data and be able to
manage, store, and properly analyze the most important aspects of the data to produce
greater safety benefits.
Autonomous
Vehicles: Short Term (1 year) Mid term (2-3+ years)
Engage/
Advocate
• Join LA and CA advocacy
efforts on AV and Shared
Mobility for safety, equity,
and shared/fleet-based AV
• Host community discussions
on AV and Shared Mobility
• Develop public education
materials
• Establish protocols and
policies regarding: AV safety
performance, AV City fleet
vehicles, AV commercial
activities
• Incorporate AV and Shared
Mobility materials
into GoSaMo campaign
Infrastructure • Expedite additional
protected facilities for people
in the street
• Implement curb space
management strategy for
Downtown
• Investigate steps needed to
pilot high-occupancy vehicle
lanes (surface streets)
• Upgrade equipment to
support secure
communication, and
maximize consolidation for
streetscape quality
• Develop speed mitigation
requirements for AV based
on land use context
• Adopt principles of street
operation & geometry for
safe concurrent human-
driven and AV
• Regularly sync street
conditions with AV services
• Develop reduced lane width
and roadway space
standards for AV operations
Autonomous
Vehicles: Short Term (1 year) Mid term (2-3+ years)
Data
Management
• Engage AV companies to
identify data
sharing protocols
• Identify new mobility data
processing needs
• Work with NACTO, ITE on
data management best
practices
• Partner with third party data
platform that provides
open access to anonymized
data
• Regularly collect and analyze
curbside, transit and driver
behavior data
• Create public/private data
sharing protocols
• Create new
mobility data evaluation
capacity
• Incorporate monitoring
into MobilityStat
Policy
Guidance
• Same as Shared Mobility • Same as Shared Mobility
1
Vernice Hankins
From:Estefania Zavala on behalf of Council Mailbox
Sent:Tuesday, February 27, 2018 1:51 PM
To:councilmtgitems
Subject:FW: Item 4B Mobility Strategic Goal Update and Discussion
Attachments:SM_Spoke_w_500px.gif; Principles for Safe, Livable & Sustainable Streets FINAL.pdf;
Principles for Safe, Livable & Sustainable Streets Spanish FINAL.pdf; 2018 Feb 27
Agenda Item 4B SM Spoke SaMoSSA.pdf
From: Cynthia Rose [mailto:Cynthia.Rose@SMSpoke.org]
Sent: Tuesday, February 27, 2018 1:19 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Rick Cole <Rick.Cole@SMGOV.NET>; David Martin
<David.Martin@SMGOV.NET>; Francie Stefan <Francie.Stefan@SMGOV.NET>
Cc: Terry O’Day <Terry.Oday@smgov.net>; Kevin McKeown Fwd <kevin@mckeown.net>; Tony Vazquez
<Tony.Vazquez@SMGOV.NET>; Sue Himmelrich <Sue.Himmelrich@SMGOV.NET>; Pam OConnor
<Pam.OConnor@SMGOV.NET>; Ted Winterer <Ted.Winterer@SMGOV.NET>; Gleam Davis <gleam.davis@gmail.com>;
Jason Parry <parryj@gte.net>; Amy Nancy Anderson <andersonsmpc@yahoo.com>; Mario@fbharchitects.com; Gerda
Newbold <gnewbold@gmail.com>; Nina Fresco <freddycan@freddycan.net>; Jennifer Kennedy
<Jennifer.Kennedy@SMGOV.NET>; Richard McKinnon <richard@richardmckinnon.com>; leslielambert92@gmail.com;
Kyle Kozar <Kyle.Kozar@SMGOV.NET>; Jason Kligier <Jason.Kligier@SMGOV.NET>
Subject: Item 4B Mobility Strategic Goal Update and Discussion
February 27, 2018
Dear Mayor, City Council, City management and staff
On May 9th 2017 and again June 27, Council gave clear direction to explore the creation of a staff coordinator
to implement Vision Zero as Santa Monica looks toward its future of “A New Model of Mobility” - one of five
strategic goals adopted by the City in 2015. However, in 2017, nine people were killed and 25 severely injured
in collisions on the streets of Santa Monica, more than two times the annual average of four fatalities in the
years between 2006-2016. These collisions cannot be brushed aside as “accidents”. These crashes are
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predictable and therefore preventable. No traffic death is acceptable. We must have meaningful and true
commitment to Vision Zero that prioritizes safe streets and safe mobility for everyone — regardless of whether
you walk, bike or drive a car.
We have yet to see meaningful commitment to Councils direction beyond words on a page and a pot of money
to partially fund a few projects; both lack a dedication of staff to implement these meaningful and necessary
projects or efficiently utilize these valuable, limited resources. New revenue streams including state and local
funding currently present a once-in-a-generation opportunity to invest tens of millions of dollars to reshape our
City’s largest public space into a vital and safe infrastructure for connectivity, environmental resilience and
community cohesion.
While we continue to be impressed with the Mobility Department’s commitment and ability - no real progress
has been made or seen for some time. We have an award winning Bike Action Plan (2011) that is stale and has
seen little progress in recent years. While I believe our enthusiasm has not faltered, our progress has slowed
with no visible projects hitting the streets.
In Santa Monica we have a demonstrated history of how talented and dedicated staff have produced undeniable
successes and great results. We have aimed high, and thus have achieved huge environmental and sustainability
successes such as increased water conservation, implementing a nationally-recognized Wellness Project and
with the initial implementation of the Bike Action Plan where we saw substantial projects that resulted in
increased biking and active transportation. We know healthy active mobility options contribute to a healthier
environment and community — and improve our overall transportation network for all modes. Each of these
successes have been reached because of dedicated staffing and budget in order to achieve real and meaningful
results.
The ultimate cost for not meeting our commitment to Vision Zero is the loss of human life and the
decimation of families and community. Money will never have a brain or specific expertise, money alone
cannot make the strategic and tactical decisions to realize the commitment to our City’s goal of safe streets for
all — and zero traffic fatalities by 2026 — only people can, the time to start is now.
Fixing problems is more intensive and costs money. Preventative measures save money and in this case save
lives. It is time for a fresh approach and a commitment to “fixing” outdated auto centric 1950’s planning
policies that along with technology have made safety on our streets exponentially worse — we must be
visionary and proactive to identify and address new age problems with new age solutions. Santa Monica must
continue to be a catalyst and leader in protecting the lives of our residents and visitors.
Last May we heard our City Manager recount how Bill Bratton was laughed at because he wanted to “prevent
crimes”. However he made his vision a reality in NY! Let us not laugh off proactive implementation to Vision
Zero and saving lives in Santa Monica. New York City has seen a 23% reduction in traffic fatalities in the three
years since implementing Vision Zero. Fremont, California adopted Vision Zero in 2015 and has since seen a
25% reduction in traffic fatalities. We can do this! We must progress beyond words on a page and put in place
proactive, transparent systems and policies to align workflows and get all city departments focused in the right
direction - and in unison - like focusing Public Works maintenance on higher crash locations, interdepartmental
coordination of city divisions and integration of projects and opportunities to oversee and make sure all
departments, contractors and engineers are coordinating the right “people-first” trade offs. We must have
funding and specific, coordinated actions toward this vision if we truly want to succeed in reducing preventable
traffic injuries and fatalities in 10 years.
All budget and policy decisions involve difficult tradeoffs, but there can be no tradeoffs when it comes to lives
in our community and the rising epidemic of serious injuries and traffic fatalities. We must not continue to
dehumanize these preventable deaths and injuries by making them so abstract that they seem as though they are
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someone else’s problem. We must prioritize these necessary changes in practice to institutionalize, catalyze and
guide efforts and focus to reduce traffic fatalities to zero.
We fully support the initial monetary commitment to jump-start and implement a few key safety projects.
However it is imperative that we use a data-driven process and dedicated capable leadership to implement
strategies that evaluate our progress and institute adjustments as necessary without collectively diluting the
efforts of an already busy staff. Good data is essential for understanding what the tradeoffs are and to help
provide transparency when challenging decisions are made. Good data is also the best bases of transparently
and accurately measuring outcomes and results.
In Santa Monica we lead with sustainability initiatives and the Wellbeing Project which prioritizes human
health and safety. Let’s continue this legacy and prioritize creating streets that are sustainable environmental
systems that encourage active transportation and are safe for people to walk, bike or drive. Our infrastructure
must remove barriers to safety in order to make it a viable choice for a healthy and active multi-modal eco
system — one that must also include creating a framework to make continued safety implementations
real. Business as usual won’t get us there, and business as usual doesn't change without effort, time,
commitment and people.
This letter is submitted by Santa Monica Spoke as a founding member of the Santa Monica Safe Streets
Alliance along with current members: Climate Action Santa Monica (CASM), Streets Are For Everyone
(S.A.F.E), Natural Resource Defense Council (NRDC) and our community members.
--
Cynthia Rose
Director
Santa Monica Spoke
SMSpoke.org
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SANTA MONICA
Safe Streets Alliance
Principles for Safe, Livable and Sustainable Streets in Santa Monica
Santa Monica has reached an important inflection point for mobility and active transportation: the Expo Line has
connected our community to the rest of the region; our bike share system has reached over 83,000 active users;
pedestrian-friendly plans are taking hold. Yet, serious problems persist:
• Increasing traffic violence continues to afflict our community.
• Too many households do not have access to reliable and affordable mobility options.
• Our streets exacerbate environmental instability with local urban heat and water problems.
• Car-oriented streets increase traffic, CO2 and particle pollution thereby depleting air quality, public health and
well-being.
New revenue streams, including state and local funding, present a once-in-a-generation opportunity to invest tens of
millions of dollars to reshape our City’s largest public space into a vital and safe infrastructure for connectivity,
environmental resilience and community cohesion.
The following represent our “North Star” goals that should guide Santa Monica’s policy-makers to invest in complete
streets that are safe and welcoming for everyone in the City of Santa Monica.
WE BELIEVE THAT:
1. No traffic fatalities are acceptable. The City needs to follow best practices in engineering, enforcement and
education in order to fulfill its commitment to “Vision Zero”: eliminating severe and fatal injury collisions by
2026. Traffic collisions must not be brushed aside as “accidents”: collisions are predictable and therefore
preventable. These preventable collisions can be eliminated through education, enforcement and engineering.
With the number of crashes involving fatalities or severe injuries climbing at alarming rates, we reaffirm that
the time is now to make a strong commitment to Vision Zero with true and meaningful investments in safer
streets.
2. Invest resources to improve equity. Our transportation investments must be distributed equitably but
should prioritize neighborhoods, residents and workers with the highest need and those who have been
historically underserved. Scarce public resources should be directed towards communities that are most
disproportionately impacted by pollution, traffic collisions and a lack of transportation options.
3. All students and children have a right to walk, bike or scoot safely to school. Crashes are the leading
cause of death for American children. Safe routes to schools facilitate and encourage active transportation, 1
which enable academic performance, concentration and behavior. Active transportation benefits students
regardless of age, socioeconomic status, ethnicity or prior achievement scores. As childhood obesity and
inactivity are on the rise, active transportation options need significant support so that every student has the
opportunity to safely travel on foot, bike, skateboard, etc. to school.
4. Access for all. Our mobility and transportation systems should equitably serve Santa Monica residents and all
those who study, work or visit in our community, regardless of gender, age, ability, income, race, or
socioeconomic status. Transit service should be affordable for anyone. Everyone should feel personally safe
when traveling through our community. To help ensure that commitment, our dedicated public safety officials
should serve as a model of 21st Century constitutional policing.
https://www.cdc.gov/safechild/child_injury_data.html 1
Safe, livable, and sustainable streets are welcoming to everyone and strengthen our community.
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SANTA MONICA
Safe Streets Alliance
5. Our transportation system should generate zero emissions. Transportation emissions comprise 64% of
Santa Monica’s climate-changing carbon pollution. Local air pollutants continue to diminish public health, 2
particularly the health of residents living near major transportation corridors. We should invest our resources
towards achieving a zero emissions bus and municipal fleet and aggressively facilitate a rapid transition to zero
emission cars and trucks, including within less advantaged parts of our communities.
6. Streets are our largest public space. Our streets occupy approximately 23% of our community space. Our
streets do more than transport people and things. Street planning should integrate mobility and place-making
to enhance social, economic and cultural opportunities, as well as our well-being needs. Our investments
should uplift our main commercial corridors as the essential social and economic places. Priority on our
roadways should address the modes of travel that use this scarce space most efficiently: public transit, walking,
biking, etc. On-street parking is the private use of valuable public space; management of this public resource
needs to reflect that reality.
7. Streets are essential environmental systems. Our streets are critical components of our environmental and
natural ecosystems that contribute to safeguarding water, air quality and climate resilience. We need to design
our streets to capture rainwater to help replenish local supplies and divert polluted runoff from Santa Monica
Bay. Paving with cool surfaces can reduce street temperatures by decreasing the heat created by asphalt. We
need to protect and expand our urban forest to shade our streets, as well as clean our air and capture water.
8. Community co-creation is essential to enduring change. Diverse community voices are critical for
identifying core values and the vision for transformative change. Project development should proactively
engage community stakeholders from inception to completion, with an emphasis on diverse,
underrepresented and historically marginalized communities.
9. Data drives decisions. We need to invest in robust, transparent collection and analysis of data that enable the
community to give informed input for City officials to make thoughtful decisions. All public policy decisions
involve difficult tradeoffs. Good data is essential for understanding what the tradeoffs are and to help provide
transparency when challenging decisions are made. Good data is also the best bases of transparently and
accurately measuring outcomes.
10. Plan our city and mobility together. Our neighborhoods, community gathering spaces and employment and
learning centers have a profound impact on our mobility options and choices. Policies on housing, open space,
community facilities, commercial development, public spaces, and other land use policies should give priority
to clean, affordable and sustainable mobility.
https://www.smgov.net/departments/pcd/agendas/Planning-Commission/2017/20171004/2
Electric%20Vehicle%20Action%20Plan/s201710047A%20EV%20Action%20Plan%20Draft.pdf
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SANTA MONICA
Safe Streets Alliance
Principios para Calles Seguras, Habitables y Sostenibles en Santa Mónica
Santa Mónica ha alcanzado un importante punto de inflexión para la movilidad y el transporte activo: Expo Line ha
conectado a nuestra comunidad con el resto de la región; nuestro sistema público bicicletas compartidas ha llegado a
más de 83,000 usuarios activos; los planes aptos para peatones están tomando fuerza. Sin embargo, persisten serios
problemas:
• El aumento de la violencia de tráfico sigue afectando a nuestra comunidad.
• Demasiados hogares no tienen acceso a opciones de movilidad fiables y asequibles.
• Nuestras calles sufren/padecen la inestabilidad ambiental con problemas locales de calor y agua en las ciudades.
• Las calles orientadas a los automóviles aumentan el tráfico, el CO2 y la contaminación de partículas, mermando
la calidad del aire, la salud pública y el bienestar.
Las nuevas fuentes de ingresos, incluidos los fondos estatales y locales, presentan una oportunidad única en la
generación de invertir decenas de millones de dólares para remodelar el espacio público más grande de nuestra
ciudad en una infraestructura vital y segura para la conectividad, resiliencia ambiental y cohesión comunitaria.
Los siguientes representan nuestros objetivos "Estrella del Norte" que deberían guiar a los responsables políticos de
Santa Mónica a invertir en calles completamente que sean seguras y acogedoras para todos en la Ciudad de Santa
Mónica.
NOSOTROS CREEMOS QUE:
1.No se aceptan fatalidades de tráfico. La Ciudad necesita seguir las mejores prácticas en ingeniería,
cumplimiento y educación para cumplir su compromiso con la "Visión Cero": eliminar las colisiones con
lesiones graves y mortales para 2026. Las colisiones de tráfico no deben descartarse como "accidentes": las
colisiones son predecibles y por lo tanto evitables. Estas colisiones evitables se pueden eliminar a través de la
educación, el cumplimiento y la ingeniería. Con el número de accidentes que involucran muertes o lesiones
graves que aumentan a un ritmo alarmante, reafirmamos que ahora es el momento de comprometerse
firmemente con Visión Cero con inversiones verdaderas y significativas en calles más seguras.
2.Invierte recursos para mejorar la equidad. Nuestras inversiones en transporte deben distribuirse
equitativamente, pero deben priorizar los vecindarios, los residentes y los trabajadores con mayores
necesidades y que históricamente carecen de servicios. Los escasos recursos públicos deben dirigirse a las
comunidades que se ven más afectadas por la contaminación, las colisiones de tráfico y la falta de opciones de
transporte.
3.Todos los estudiantes y niños tienen derecho a caminar, ir en bicicleta o en scoot de forma segura a la
escuela. Los accidentes son la principal causa de muerte entre los niños estadounidenses. Las rutas seguras a1
las escuelas permiten y fomentan el transporte activo, a la vez que mejoran el rendimiento académico, la
concentración y el comportamiento. El transporte activo beneficia a los estudiantes independientemente de su
edad, nivel socioeconómico, origen étnico o puntajes de logros previos. A medida que la obesidad y la
inactividad infantil van en aumento, las opciones de transporte activo necesitan un apoyo significativo para
que cada estudiante tenga la oportunidad de viajar de manera segura a pie, en bicicleta, en monopatín, etc. a
la escuela.
https://www.cdc.gov/safechild/child_injury_data.html 1
Las calles seguras, habitables y sostenibles son acogedoras para todos y fortalecen nuestra comunidad.
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SANTA MONICA
Safe Streets Alliance
4.Acceso para todos. Nuestros sistemas de movilidad y transporte deben servir equitativamente a los
residentes de Santa Mónica y a todos aquellos que estudian, trabajan o visitan nuestra comunidad,
independientemente de su sexo, edad, capacidad, ingresos, raza o condición socioeconómica. El servicio de
tránsito debe ser asequible para cualquier persona. Todos deben sentirse personalmente seguros cuando
viajan a través de nuestra comunidad. Para ayudar a garantizar ese compromiso, nuestros funcionarios
dedicados a la seguridad pública deberían servir como modelo para la policía constitucional del siglo XXI.
5.Nuestro sistema de transporte debe generar cero emisiones. Las emisiones de transporte comprenden el
64% de la contaminación de carbono que cambia el clima de Santa Mónica. Los contaminantes atmosféricos2
locales continúan disminuyendo la salud pública, particularmente la salud de los residentes que viven cerca de
los principales corredores de transporte. Deberíamos invertir nuestros recursos para lograr un autobús con
cero emisiones y una flota municipal y agilizar la transición rápida a autos y camiones con cero emisiones,
incluso en las partes menos favorecidas de nuestras comunidades.
6.Las calles son nuestro espacio público más grande. Nuestras calles ocupan aproximadamente el 23% de
nuestro espacio comunitario. Nuestras calles hacen más que transportar personas y cosas. La planificación de
las calles debe integrar la movilidad y la creación de lugares para mejorar las oportunidades sociales,
económicas y culturales, así como nuestras necesidades de bienestar. Nuestras inversiones deberían elevar
nuestros principales corredores comerciales como lugares sociales y económicos esenciales. La prioridad en
nuestras carreteras debe abordar los modos de viaje que utilizan este espacio escaso de manera más eficiente:
transporte público, caminar, ir en bicicleta, etc. El estacionamiento en la calle es el uso privado de un espacio
público valioso; la gestión de este recurso público debe reflejar esa realidad.
7.Las calles son sistemas ambientales esenciales. Nuestras calles son componentes críticos de nuestros
ecosistemas ambientales y naturales que contribuyen a salvaguardar el agua, la calidad del aire y la resiliencia
climática. Necesitamos diseñar nuestras calles para capturar el agua de la lluvia para ayudar a reponer los
suministros locales y desviar la escorrentía contaminada de la Bahía de Santa Mónica. Pavimentar con
superficies frías puede reducir la temperatura de las calles al disminuir el calor creado por el asfalto.
Necesitamos proteger y expandir nuestro bosque urbano para dar sombra a nuestras calles, así como para
limpiar nuestro aire y capturar agua.
8.La co-creación de la comunidad es esencial para un cambio duradero. Las voces de la comunidad diversa
son críticas para identificar los valores centrales y la visión para un cambio transformador. El desarrollo del
proyecto debe involucrar de manera proactiva a las partes interesadas de la comunidad desde el inicio hasta la
finalización, con énfasis en comunidades diversas, poco representadas e históricamente marginadas.
9.Las decisiones de la unidad de datos. Necesitamos invertir en la recopilación y el análisis robusto y
transparente de los datos que permitan a la comunidad brindar información bein fundada para que los
funcionarios de la Ciudad tomen decisiones inteligentes. Todas las decisiones de política pública implican
compensaciones difíciles. Los datos fiables son esenciales para entender cuáles son las compensaciones y para
ayudar a proporcionar transparencia al tomar estas decisiones desafiantes. También, los buenos datos también
son las mejores bases para medir de forma transparente y precisa los resultados.
10.Planifica nuestra ciudad y movilidad juntos. Debido a que nuestros vecindarios, espacios de reunión
comunitaria y centros de empleo y aprendizaje tienen un profundo impacto en nuestras opciones y decisiones
de movilidad, las políticas sobre vivienda, espacios abiertos, instalaciones comunitarias, desarrollo comercial,
espacios públicos y otras políticas de uso de la tierra deben dar prioridad a la movilidad asequible y sostenible.
https://www.smgov.net/departments/pcd/agendas/Planning-Commission/2017/20171004/2
Electric%20Vehicle%20Action%20Plan/s201710047A%20EV%20Action%20Plan%20Draft.pdf
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A community group dedicated
to biking in Santa Monica and Climate Action Santa Monica.
Working to make the City of Santa Monica a more sustainable,
bike-able place to live, work and play
February 27, 2018
Dear Mayor, City Council, City management and staff
On May 9th 2017 and again June 27, Council gave clear direction to explore the creation of a staff coordinator
to implement Vision Zero as Santa Monica looks toward its future of “A New Model of Mobility” - one of five
strategic goals adopted by the City in 2015. However, in 2017, nine people were killed and 25 severely injured
in collisions on the streets of Santa Monica, more than two times the annual average of four fatalities in the
years between 2006-2016. These collisions cannot be brushed aside as “accidents”. These crashes are
predictable and therefore preventable. No traffic death is acceptable. We must have meaningful and true
commitment to Vision Zero that prioritizes safe streets and safe mobility for everyone — regardless of whether
you walk, bike or drive a car.
We have yet to see meaningful commitment to Councils direction beyond words on a page and a pot of
money to partially fund a few projects; both lack a dedication of staff to implement these meaningful and
necessary projects or efficiently utilize these valuable, limited resources. New revenue streams including state
and local funding currently present a once-in-a-generation opportunity to invest tens of millions of dollars to
reshape our City’s largest public space into a vital and safe infrastructure for connectivity, environmental
resilience and community cohesion.
While we continue to be impressed with the Mobility Department’s commitment and ability - no real progress
has been made or seen for some time. We have an award winning Bike Action Plan (2011) that is stale and has
seen little progress in recent years. While I believe our enthusiasm has not faltered, our progress has slowed
with no visible projects hitting the streets.
In Santa Monica we have a demonstrated history of how talented and dedicated staff have produced
undeniable successes and great results. We have aimed high, and thus have achieved huge environmental and
sustainability successes such as increased water conservation, implementing a nationally-recognized Wellness
Project and with the initial implementation of the Bike Action Plan where we saw substantial projects that
resulted in increased biking and active transportation. We know healthy active mobility options contribute to
a healthier environment and community — and improve our overall transportation network for all modes.
Each of these successes have been reached because of dedicated staffing and budget in order to achieve real
and meaningful results.
The ultimate cost for not meeting our commitment to Vision Zero is the loss of human life and the decimation
of families and community. Money will never have a brain or specific expertise, money alone cannot make the
strategic and tactical decisions to realize the commitment to our City’s goal of safe streets for all — and zero
traffic fatalities by 2026 — only people can, the time to start is now.
Fixing problems is more intensive and costs money. Preventative measures save money and in this case save
lives. It is time for a fresh approach and a commitment to “fixing” outdated auto centric 1950’s planning
policies that along with technology have made safety on our streets exponentially worse — we must be
visionary and proactive to identify and address new age problems with new age solutions. Santa Monica must
continue to be a catalyst and leader in protecting the lives of our residents and visitors.
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Last May we heard our City Manager recount how Bill Bratton was laughed at because he wanted to “prevent
crimes”. However he made his vision a reality in NY! Let us not laugh off proactive implementation to Vision
Zero and saving lives in Santa Monica. New York City has seen a 23% reduction in traffic fatalities in the three
years since implementing Vision Zero. Fremont, California adopted Vision Zero in 2015 and has since seen a
25% reduction in traffic fatalities. We can do this! We must progress beyond words on a page and put in place
proactive, transparent systems and policies to align workflows and get all city departments focused in the
right direction - and in unison - like focusing Public Works maintenance on higher crash locations,
interdepartmental coordination of city divisions and integration of projects and opportunities to oversee and
make sure all departments, contractors and engineers are coordinating the right “people-first” trade offs. We
must have funding and specific, coordinated actions toward this vision if we truly want to succeed in reducing
preventable traffic injuries and fatalities in 10 years.
All budget and policy decisions involve difficult tradeoffs, but there can be no tradeoffs when it comes to lives
in our community and the rising epidemic of serious injuries and traffic fatalities. We must not continue to
dehumanize these preventable deaths and injuries by making them so abstract that they seem as though they
are someone else’s problem. We must prioritize these necessary changes in practice to institutionalize,
catalyze and guide efforts and focus to reduce traffic fatalities to zero.
We fully support the initial monetary commitment to jump-start and implement a few key safety projects.
However it is imperative that we use a data-driven process and dedicated capable leadership to implement
strategies that evaluate our progress and institute adjustments as necessary without collectively diluting the
efforts of an already busy staff. Good data is essential for understanding what the tradeoffs are and to help
provide transparency when challenging decisions are made. Good data is also the best bases of transparently
and accurately measuring outcomes and results.
In Santa Monica we lead with sustainability initiatives and the Wellbeing Project which prioritizes human
health and safety. Let’s continue this legacy and prioritize creating streets that are sustainable environmental
systems that encourage active transportation and are safe for people to walk, bike or drive. Our infrastructure
must remove barriers to safety in order to make it a viable choice for a healthy and active multi-modal eco
system — one that must also include creating a framework to make continued safety implementations
real. Business as usual won’t get us there, and business as usual doesn't change without effort, time,
commitment and people.
This letter is submitted by Santa Monica Spoke as a founding member of the Santa Monica Safe Streets
Alliance along with current members: Climate Action Santa Monica (CASM), Streets Are For Everyone (S.A.F.E),
Natural Resource Defense Council (NRDC) and our community members.
Sincerely,
Cynthia Rose
Director
Santa Monica Spoke
Cynthia.Rose@SMSpoke.org
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Vernice Hankins
From:Estefania Zavala on behalf of Council Mailbox
Sent:Tuesday, February 27, 2018 3:09 PM
To:Councilmember Kevin McKeown; Ted Winterer; Tony Vazquez; Terry O’Day; Pam
OConnor; Gleam Davis
Cc:councilmtgitems
Subject:FW: S.M. Mobility Strategic Goals and the future of the Big Blue Bus
Council –
Please see the email below regarding mobility.
Best,
Estefania
From: Katharine Dreyfuss [mailto:kitdreyfuss@gmail.com]
Sent: Tuesday, February 27, 2018 3:06 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Cc: Cris Gutierrez <crispeace@earthlink.net>
Subject: S.M. Mobility Strategic Goals and the future of the Big Blue Bus
Dear Council Members,
In 2015, adopting "A New Model of Mobility," you directed development of a diverse and equitable
transportation system. Tonight you address the challenges of implementing the five strategic goals you
identified. The problems facing the Big Blue Bus system are among those most visible in the community. In
facing them, I hope you will consider the principles for safe, livable and sustainable streets presented by the
SaMoSafe Streets Alliance, supported by Climate Action Santa Monica. Establishing a Santa Monica Mobility
Commission could focus attention of all community stakeholders on creating a safe, healthy and effective
mobility system.
Thank you for your attention to this critical city need.
Sincerely,
Kit Dreyfuss
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Vernice Hankins
From:Estefania Zavala on behalf of Council Mailbox
Sent:Tuesday, February 27, 2018 3:10 PM
To:Councilmember Kevin McKeown; Ted Winterer; Tony Vazquez; Terry O’Day; Pam
OConnor; Gleam Davis
Cc:councilmtgitems
Subject:FW: Big Blue Bus
Council –
Please see below regarding the BBB report.
Best,
Estefania
From: lindap_a@verizon.net [mailto:lindap_a@verizon.net]
Sent: Tuesday, February 27, 2018 1:53 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Big Blue Bus
Dear Honorable Councilmembers,
Regarding your item before you tonight about the Big Blue Bus, I support the position and requests of Climate Action
Santa Monica.
If your goal is to reduce traffic you must keep the bus as a viable transportation option and make it user friendly so people
will want to ride it.
Thank you,
Linda Piera-Avila
Santa Monica
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Vernice Hankins
From:MK <mouse@hi-roller.com>
Sent:Tuesday, February 27, 2018 3:54 PM
To:councilmtgitems
Subject:Future of BBB and Mobility
I would be there tonight if I could, however I have sent numerous emails over the past few years regarding the BBB.
Some issues were addressed, however some were not.
Here are my current request or suggestions:
‐ Add a RAPID 1 – the 1 route needs it
‐ 41/42‐ Extending bus times after 9pm, especially for spring and fall semesters for SMC. A lot of classes do not
get out until after 9pm and its so unsafe for students, especially foreign students to walk at night leaving
campus. IT really needs to be looked at and addressed thoroughly. It has been brought up to the president of
student council as well as sending emails to BBB with zero concern. In fact, the bus now ends earlier than
previous 41/42 schedules.
‐ Bringing back a bus route that is more central than the #8 to bring you closer to the beach. Why was the number
1 taken off that route?? Now if you want to go to the pier, you must walk 4 blocks. There really should be more
BBB buses that will take you down to the beach or have better DT transit, or another BBB shuttle buses that will
hit key points in DT. Santa Monica Blocks are not short blocks, they are larger. So people who have kids, or older
folks who use wheelchairs, walkers or walking sticks have a longer distance to travel by foot, if they want to get
other places in DT. It seems once the EXPO came, BBB just changed all bus lines to flow with the EXPO.
We need a BBB shuttle of some sort to navigate the DT/Beach areas of Santa Monica. OR change some of the
bus lines to go towards the beach.
‐ The BBB is not cheap to ride, especially if you do multiple transfers from one BBB to another. Please consider
bringing back transfers somehow.
‐ Having printed Line Maps installed on each bus for that route, so people can see where the next stop is, or if the
bus will take them to the stop they need to get to. It’s confusing looking and trying to read the maps at the bus
stop, due to the maps not listing each stop on the route. ALSO it will help the Bus Drivers focus on Driving. Many
of times Ive been on the bus, after I pull the stop request, the driver will drive right past my stop, with me (and
yes, other passengers) yelling to STOP THE BUS, because the driver was enthralled in conversation with a
passenger and not paying attention.
‐ I also think the BBB should hire a “secret” rider to help analyze and track behaviors of the drivers with
passengers as well as help make the routes better by seeing the routes and making notes. I WOULD LOVE to be a
secret rider, you have no idea the amount of stuff I witness, and yes, with drivers.
‐ This is more for the city of Santa Monica and could help the flow of traffic, PLEASE consider installing Pedestrian
cross bridges/overpasses. There is a certain section of Santa Monica that cars are speeding over 80mph, I
personally have called to see if something more safe could be implemented. Between 22nd st and 26th st, if the
lights are all green from UCLA, 22nd St, Cloverfield Blvd heading east on Santa Monica Blvd, Vehicles, including
BUSES (BBB and Metro) will be going at ample speed, bypassing the legal speed limit. The stretch between
Cloverfield Blvd. and 26th street on Santa Monica Blvd is fairly long and being in between neighborhoods,
elementary school, Medical center, daycares, and local retail, NOT having a cross walk, is highly dangerous for
pedestrians. Please consider installing or adding in Pedestrian lights, or speed radars for these speeding cars. I
hear multiple times a day cars slamming on their breaks.
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IM sure there are more issues I’m not remembering. IF Santa Monica and BBB want us to be more sustainable, then its
needs to be more user friendly. I now choose to drive 1x a week and not a day more. And its only to move my vehicle for
street cleaning. I walk and take transit everywhere now, so I see issues daily.
Thank You and I really hope my thoughts are taking seriously!!!
☺
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Vernice Hankins
From:Santa Monica City Manager's Office
Sent:Tuesday, February 27, 2018 4:19 PM
To:councilmtgitems
Subject:FW: AGENDA ITEM 4A - 2-27-18 CITY COUNCIL MEETING
From: Freida [mailto:FDubin@webtv.net]
Sent: Tuesday, February 27, 2018 4:00 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Santa Monica City Manager's Office
<manager.mailbox@SMGOV.NET>; Ed King <Ed.King@SMGOV.NET>
Subject: AGENDA ITEM 4A ‐ 2‐27‐18 CITY COUNCIL MEETING
TO: SANTA MONICA CITY COUNCIL; CITY MANAGER; BIG BLUE BUS
I SUPPORT CLIMATE ACTION SANTA MONICA WHICH STATES: We need to ensure that the Big Blue Bus is a
public transit choice that we can count on to reduce dependence on cars and ride sharing; and establishing a
Santa Monica Mobility Commission.
I SUPPORT SANTA MONICA FORWARD, WHICH STATES: Santa Monica must better serve its users and we need
to establish a Mobility Commission.
I now repeat what I have been saying to the City Council and Big Blue Bus many times, and to which I have
never gotten any response.
Why doesn't anyone ever listen to the actual bus riders to learn why ridership is down. They will tell you the
reason is because bus routes, times, and stops have been eliminated and moved further away to
accommodate Expo, and the changes have made it difficult, inconvenient, or impossible to take the bus for
many riders. Talk to bus riders around 4th & Wilshire where many people used to board buses for decades,
and residents were able to get around easily, who have now have had their lives drastically changed as the #4,
#720, and other lines have been eliminated, cut, or moved further away. 4th & Wilshire used to be a "hub"
where you could catch most buses to get around the City‐‐to Montana & beyond, to Century City, to Venice
Beach, the Metro to & from many areas in L.A. (now moved extra blocks in both directions, making it a very
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long walk to catch the Metro for many people). There is no bus to or along Ocean Avenue for those living
near there or to get to the Pier.
Because of recent changes, many people have had to change job locations, working hours, and limit leisure
activities by not going out when and where they would like to go. These people are not taking the Expo, or
riding a bicycle, or using Uber ‐ the ones with cars are driving much more; others are greatly
inconvenienced. We used to have a great Big Blue Bus system many years ago, but it no longer serves our City
despite the new benches, real time info, and money spent promoting the bus.
Thank you.
Freida Dubin
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•
•
•
•
•
•
Mobility Strategic Goal Targets
A. Increasing Transit, Walking & Biking
Project Status
Complete:45%
Partially Complete: 20%
In Design: 11%
Not Started: 22%
Complete:14%
Partially Complete: 5%
In Design: 5%
Not Started: 73%
Project Status
5-Year Projects*
Complete:24%
Partially Complete: 6%
In Design: 47%
Not Started: 24%
*10-Year and 15-Year Projects:
2 in Design
Start UpPier Deck to
Beach Path
(2022)
Pico Boulevard
Pedestrian
(2021)
Airport Avenue
Sidewalk,
Bikeway (2021)
Michigan/20th
Street Bridge
(2021)
17th Street
Lighting,
Bikeway (2021)
Stewart Street
Lighting,
Bikeway (2021)
Olympic Blvd
Sidewalks
(2020)
4th Street
Bridge (2020)
North Beach
Path (2021)
Downtown
Real-time
Parking signs
(2019)
SRTS
Crossings/
Curbside, 4
schools (2019)
Lincoln
Boulevard
(2020)
SRTS Edison
Language
Academy (2018)
START UP
DESIGN and
OUTREACH CDs, SPECS CONSTRUCTION
Wilshire Blvd
Safety Study
(TBD)
Bike Network
Linkages, Green
Paint, Racks
(2018)
•Neighborhood Greenway
Network:connecting schools,
parks and local trips
•Washington
•Pearl Street
•Yale/28th Street
•6th Street
•14th Street
•Navy/Marine
•Vision Zero Improvements
•Wilshire Boulevard
•Ocean Avenue
•Colorado Avenue
•Gap Closure
•Olympic Drive
•Neighborhood Greenway
Network:connecting schools,
parks and local trips
•Washington
•Pearl Street
•Yale/28th Street
•6th Street
•14th Street
•Navy/Marine
•Vision Zero Improvements
•Wilshire Boulevard
•Ocean Avenue
•Colorado Avenue
•Gap Closure
•Olympic Drive
Completed
GoSaMo Mobility Campaign
COAST 2016, 2017
TMO Launch
Underway
TMO Operations
SRTS Pilot Program (6 schools)
Kidical Mass, BiWi, SRTS Events
COAST 2018-20
Safe Routes for Seniors
Personalized Travel Planning
Outcomes: Resident Travel Survey
2016 2017
60%
12%
1%
12%
5%
5%
4%
1%
2016 2017
58%
13%
1%
12%
5%
5%
3%3%
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
2013 2015 2017
0
10,000
20,000
30,000
40,000
50,000
60,000
2013 2015 2017
PedestrianVehicle Bike
-0.3%
+ 14%
-17%
-0.2%+3%
+19%
LUCE:No Net New PM Peak Trips
Bike Action Plan: 14-35% Bike Trips
Pedestrian Action Plan: 25% Walk Trips
Draft Climate Acton Plan:
50% Local Trips by Walking/Biking
25% Commute Trips by Transit
B. Eliminating Severe Injury and Fatal Collisions (Vision Zero)
0
5
10
15
20
25
30
35
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Year
Fatal Severe Injury Average Fatal Average Severe
4
23
82%
8%
10%
All
40%
38%
21%
1%
Severe
Vehicle Pedestrian Bicyclist Other
28%
62%
8%2%
FatalALL SEVERE INJURY FATAL
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
0-4 5-14 15-24 25-34 35-44 45-54 55-64 65-74 75-84 85 +
Age Group
Total & Pedestrian Fatal/Severe Traffic
Injuries by Age Group, 2006-2016
% of Total Fatal/Severe Injuries % of Ped Fatal/Severe Injuries % of Population
Vision Zero Priority Network
Vision Zero
Action Plan
Data-Driven
Decisions
Engineering
and
Enforcement
Safer vehiclesSupportive
Policies
Community
Engagement
Vision Zero
Action Plan
Data-Driven
Decisions
Engineering
and
Enforcement
Safer vehiclesSupportive
Policies
Community
Engagement
•Get 3rd-Party Data on
distracted driving, speeding
•Reduced posted speed as
allowed by CVC,Studies
•Use signal timing (10 sites) and
20mph target design speed
•Speed feedback signs (10
locations, rotating)
•Curb extensions (4 sites)
•Identify pedestrian
lighting priorities
•Define citywide protected
bikeway network
•Define a neighborhood
greenway network
•marketing campaign
•Stakeholder
presentations (6)
•activations by
neighborhoods (5)
•Rail Safety classes
(4)
•Sustained funding
•Construction
protocols
•Street designations
•
•
•
C. A Complete & Connected Transportation Network
Shared Mobility
•Increased options –some low-
emission,space-efficient
•Reduced VMT and Transportation costs
•Added congestion, especially in
concentrated destinations where transit is
needed
What about?
•Service continuity/reliability
•Congestion blocking all movement
•Roadway clutter and safety
•Access for unbanked riders
Autonomous Vehicles
What about?
•Fleet services instead of private vehicle
ownership
•Safety of people in the street
•Transit and commercial delivery jobs
•Independent travel for youth, seniors, unlicensed people
•Productive use of travel time
•Possible safety improvements, unequally distributed
•Significant VMT and Congestion increases
•
•
•
•
What are other cities doing?
•
•
•
What are other cities doing?
What could Santa Monica do?
What could Santa Monica do?
What could Santa Monica do?
What could Santa Monica do?
Discussion Considerations
Comment on:
•Efforts increasing walking, biking and transit
•2 year Vision Zero Action List
•Priorities for shared and autonomous future