Mayor Garcetti strongly believes in using innovation to make everyday life easier for Angelenos. Taking a data-driven approach to governance has increased transparency and delivered measurable results — from reducing violent crime and revitalizing neighborhoods to strengthening small businesses.  We are creating new ways to meet big challenges, seize opportunities, and reimagine how City Hall engages and serves the people of Los Angeles.

AMERICA’S BEST-RUN CITY. Mayor Garcetti prioritizes the use of data and evidence to make decisions. As a result, Los Angeles earned America’s only Gold Certification from Bloomberg Philanthropies’ What Works Cities initiative in 2018 for extraordinary success in improving how we target and deliver services. We again earned the certification in 2019. Examples of this work in action include:

  • CleanStat: In 2016, at Mayor Garcetti’s direction, the Bureau of Sanitation (BOS) began regularly collecting data to measure street cleanliness levels — allowing the City to more proactively and equitably clean L.A.’s streets, and place thousands of new public trash bins in areas with the greatest need. In just one year, these efforts led to an 82% reduction in streets previously rated “Not Clean." After four years, BOS is in the process of revamping the measurement parameters of CleanStat to incorporate the impact of the City’s unhoused population on street cleanliness. The revised CleanStat, titled CleanStat 2.0, will launch by the end of 2019.
  • Home for Renters Campaign: After identifying areas where housing displacement was most likely to occur, the City launched a multi-lingual campaign in the Summer of 2016 to raise awareness of tenants’ rights under the City’s rent stabilization ordinance. To assist residents who might be subject to discrimination based on legal status or low English literacy, the campaign was strategically placed throughout Boyle Heights, Watts, Westlake, East Hollywood, Panorama City, and Historic South Central. From posters to bus shelter advertisements, the campaign’s nine different products were featured on LADOT buses, in Metro stations, and on City buildings. Each product had a variety of six designs, each in English, Korean and Spanish. As of August 2019, the campaign prompted about 1,600 users to send and receive more than 21,000 text messages to learn if their rental units were protected under the housing ordinance. From those messages, 570 unique users have learned their unit is rent stabilized.
  • Save the Drop: The City of Los Angeles analyzed water consumption data by ZIP code to focus conservation campaigns on regions with excessive water usage, which has helped Los Angeles reach its 20% water conservation goal during a historic drought.
  • Girls Play L.A.: In response to historically low participation by girls in local sports and recreational programs, the City analyzed youth participation rates and public health outcomes across L.A. and used that data to offer targeted subsidies to underserved girls and families, expand our marketing efforts, and increase female mentorship in our recreation and parks leagues. That campaign boosted female recreational participation rates from 25% to 47%.

KEEPING US HONEST: Angelenos should have easy access to information that helps them hold their representatives at City Hall accountable. That’s why Mayor Garcetti launched his own Dashboard — a portal that allows anyone with Internet access to track progress on his goals.

GOT YOUR NUMBERS: Transparency is a pillar of democracy, and every Angeleno should be able to know just how well City Hall is serving their needs. That’s the purpose of Mayor Garcetti’s Open Data Portal and GeoHub. On these two open data repositories, the City gathers and publishes over 1,000 datasets on everything from how effectively the City is picking up trash, to how long Angelenos have to wait on hold when they call for service.

INVESTING IN NEW IDEAS: To give City Departments a new incentive to test fresh ideas, Mayor Garcetti initiated the creation of the City of Los Angeles’ Innovation Fund — as well as the Innovation and Performance Commission — to invest in one-time pilots that can lead to lasting, fully-budgeted projects with the potential to transform how we serve our communities, save taxpayer dollars, and improve productivity.

EVERYONE AT THE TABLE: The Garcetti administration has reached gender parity in our board and commission appointments for the first time in L.A. history. Women are now comprise more than 50% of the commissioners in important decision-making matters — and all-male boards or commissions no longer exist in our City.

Beyond those appointments, Mayor Garcetti has fought to make LAPD a more inclusive department through two key programs:  

  • Pledge to Patrol: In response to data analysis showing a need for greater diversity among LAPD recruits, Mayor Garcetti created Pledge to Patrol — which offers training and paid civilian employment to young people who have participated in LAPD youth programs and are interested in joining the force when they become eligible at age 21.  The program is more than 50% female and represents 35 L.A. ZIP codes.  
  • LAPD Diversity Recruitment Campaign: Mayor Garcetti led the creation of a social media campaign to highlight diversity in the LAPD and encourage more Angelenos to consider careers in the department. The campaign features the stories of officers who exemplify our law enforcement community’s commitment to inclusion and belonging. Among them: an Olympic medalist and mother of twins; a formerly homeless father of four; and a Guatemalan-born architect. It includes information about the LAPD application and recruitment process, and highlights the broad range of career paths at the department.

Targeted Local Hire: As a result of Mayoral Executive Directive No. 15 Equitable Workforce and Service Restoration, issued in 2016, the City launched Targeted Local Hire, a program to increase access to the Civil Service careers for residents with diverse backgrounds and Angelenos who may face high barriers to employment. Selected applicants become Office Trainees or Vocational Workers and receive on-the-job training within many City departments. After six months and a successful probationary period, TLH participants eventually transition into exciting roles such as Animal License Canvasser, Tree Surgeon, and Administrative Clerk. This year, the program expanded opportunities from seven roles to 11 roles. As of summer 2019, 645 individuals had been hired.

ENGAGEMENT PARTY: Empowering Angelenos to bring positive change to their communities is the most effective way to make lasting progress across our city. That’s why Mayor Garcetti mas made it a priority to engage residents of every age, neighborhood, and background. To meet that mission, the Mayor launched Civic U — a workshop series aimed at helping Neighborhood Council leaders maximize their influence at City Hall. Recognizing that our young people are not just tomorrow’s leaders, but today’s change-makers, Mayor Garcetti is working to put the tools of activism and advocacy in the hands of the next generation through:

  • Civic Youth Leadership Academy (CYLA), a program to prepare youth to participate in their Neighborhood Councils and the greater Los Angeles community. alongside other like-minded young people from across the city.
  • IgniteLA, a program for young women between the ages of 14 and 24 that builds civic knowledge and leadership skills to bolster civic engagement. Its mission is to empower every young woman interested in public service with the political and practical skills needed to succeed in the civic life of our city. Angelenas who complete the IgniteLA program will be ready to EmpowerLA by joining their Neighborhood Council Boards and Committees.

STRONGER ACCOUNTABILITY: From the first day of his first term, Mayor Garcetti has insisted on a City of accountable leaders. He required each General Manager to re-apply for their jobs and instituted annual reviews of performance and goals. He has hired 25 new GMs, building the talented team that Angelenos deserve.

SAFETY FOR OUR PUBLIC SERVANTS: Stemming from Mayoral Executive Directive 23, Mayor Garcetti led the creation of MyVoiceLA, a web portal that allows all City of Los Angeles employees and contractors to report workplace harassment and discrimination, and access related resources. The website reduces barriers to reporting by allowing employees to submit reports anonymously, at any time, from any location. It has also allowed the City’s Personnel Department to expand its analytics capabilities and implement more efficient business processes. Since the website’s launch, the Personnel Department has seen an almost 200% increase in the number of complaints received year over year — a welcome and intended result of MyVoiceLA.

BACK TO BASICS: Mayor Garcetti has ushered in a new era of customer service at LADWP,  where he oversaw a reduction in the average call wait time from 40 minutes in 2014 down to about 2 minutes today.  The Mayor was also the driving force behind the agency’s first-ever Customer Bill of Rights, which provides specific service-level guarantees for ratepayers, including:

  1. Quick, Clear, and Consistent Customer Service
  2. Reliable, Safe, and Sustainable Power
  3. Reliable and High Quality Water
  4. Collaborative Operations and Programs