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Three Steps Toward a CIP

Los Angeles manages one of the largest public infrastructure systems in the United States.

Thousands of miles of streets and sidewalks, streetlights, trees, bus stops, accessibility improvements, and other public assets shape daily life across more than 200 neighborhoods.

Yet Los Angeles lacks a comprehensive Capital Infrastructure Program (CIP) to guide how these assets are maintained, improved, and funded over time.

A CIP is more than a list of projects. It is a long-term framework for understanding infrastructure needs, establishing priorities, coordinating investments, and communicating those decisions to the public.

Based on our research and conversations with city staff, practitioners, and community leaders, three foundational steps are necessary to build a successful CIP for Los Angeles.

1. Know What We Own

The first step is understanding the full scope of the City’s infrastructure.

A comprehensive inventory should identify public assets across departments and agencies and establish a baseline for understanding the City’s responsibilities. Over time, this inventory should also include information about asset conditions and maintenance needs.

Cities cannot effectively manage what they do not measure.

2. Coordinate Existing Plans

Los Angeles already has many plans, programs, and initiatives affecting the public right-of-way.

The challenge is that they often operate independently of one another.

A successful CIP should help connect these efforts, align priorities, and provide a shared framework for decision-making across departments and agencies.

3. Define Success

Before deciding what projects to fund, Los Angeles must decide what outcomes it wants to achieve.

What should the public right-of-way look like in ten years?

What level of accessibility should residents expect?

How should investments support safety, shade, mobility, maintenance, and neighborhood quality of life?

A Capital Infrastructure Program works best when it is guided by a clear vision and measurable goals.

Building the Foundation

As Los Angeles develops a Capital Infrastructure Program, three elements will be essential:

  • A prioritized list of projects and programs.
  • A long-term strategy for maintenance and asset management.
  • The staffing and workforce capacity needed to deliver results.

Cities across the country already use these tools to guide infrastructure investment and improve transparency.

Los Angeles can too.

The question is not whether the City needs a Capital Infrastructure Program.

The question is whether we are ready to build the foundation for one.

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Estolano Advisors

Richard France

Richard France assists clients with strategic planning, visioning, and community and economic development. He is a strategic planner at Estolano Advisors, where he has been involved in a variety of active transportation, transit-oriented development, climate change resiliency, and equitable economic development projects. His work in active transportation includes coordinating a study to improve bike and pedestrian access to transit oriented districts for the County of Los Angeles, and working with the Southern California Association of Governments to host tactical urbanism events throughout the region. Richard also serves as a technical assistance provider for a number of California Climate Investment programs, including the Affordable Housing Sustainable Communities, Transformative Climate Communities, and Low Carbon Transit Operations programs. He has also taught at the UCLA Luskin School of Public Affairs. Richard received a Bachelor of Environmental Design from the University of Colorado at Boulder, and his M.A. in Urban Planning from UCLA.

Accelerator for America, Milken Institute

Matt Horton

Matt Horton is the director of state policy and initiatives for Accelerator for America. He collaborates with government officials, impact investors, and community leaders to shape infrastructure, job creation, and equitable community development efforts. With over fifteen years of experience, Matt has directed research-driven programs and initiatives focusing on housing production, infrastructure finance, access to capital, job creation, and economic development strategies. Previously, he served as the director of the California Center at the Milken Institute, where he produced research and events to support innovative economic policy solutions. Matt also has experience at the Southern California Association of Governments (SCAG), where he coordinated regional policy development and planning efforts. He holds an MA in political science from California State University, Fullerton, and a BA in history from Azusa Pacific University. Additionally, Matt serves as a Senior Advisor for the Milken Institute and is involved in various advisory boards, including Lift to Rise and WorkingNation.

UCLA Lewis Center for Regional Policy Studies

Madeline Brozen

Madeline is the Deputy Director of the UCLA Lewis Center for Regional Policy Studies at the Luskin School of Public Affairs. She oversees and supports students, staff, and faculty who work on planning and policy issues about how people live, move, and work in the Southern California region. When not supporting the work of the Lewis Center community, Madeline is doing research on the transportation patterns and travel needs of vulnerable populations in LA. Her recent work includes studies of low-income older adults in Westlake, public transit safety among university students, and uncovering the transportation needs of women, and girls in partnership with Los Angeles public agencies. Outside of UCLA, Madeline serves as the vice-chair of the Metro Westside Service Council and enjoys spending time seeing Los Angeles on the bus, on foot, and by bike.

Office of Los Angeles Mayor Karen Bass

Luis Gutierrez

Luis Gutierrez, works in the Office of Los Angeles Mayor Karen Bass, as the Director of Energy & Water in the Office of Energy and Sustainability (MOES), Luis oversees issues related to LA’s transition to clean energy, water infrastructure, and serves as the primary liaison between the Mayor’s Office and the Department of Water and Power. Prior to joining MOES, Luis managed regulatory policy proceedings for Southern California Edison (SCE), focusing on issues related to equity and justice. Before joining SCE, Luis served as the Director of Policy and Research for Inclusive Action for the City, a community development organization dedicated to economic justice in Los Angeles. Luis holds a BA in Sociology and Spanish Literature from Wesleyan University, and a Master’s Degree in Public Administration from Cal State LA.

Communications Strategist

Kim Perez

Kim is a writer, researcher and communications strategist, focused on sustainability, urban resilience and safe streets. Her specialty is taking something complex and making it clear and compelling. Harvard-trained in sustainability, she won a prize for her original research related to urban resilience in heat waves—in which she proposed a method to help cities identify where pedestrians spend a dangerous amount of time in direct sun, so they can plan for more equitable access to shade across a city.

jessica@investinginplace.org

EXECUTIVE DIRECTOR

Jessica Meaney

Jessica Meaney is the founder and executive director of Investing in Place.


She has spent more than two decades working across philanthropy, government, and nonprofit organizations in Los Angeles, focused on how cities care for public space. Jessica holds a BA from Prescott College and a master’s degree in urban sociology from California State University, Los Angeles.


Her background in urban sociology shapes how she understands infrastructure, not simply as physical assets, but as reflections of how cities allocate resources, set priorities, and shape daily life. She examines sidewalks, streets, and parks as interconnected civic systems influenced by governance, finance, and institutional design.


At Investing in Place, Jessica leads research, convenings, and long-term analysis of how Los Angeles manages its public realm. Her work increasingly explores how cities structure and sustain public space systems over time, contributing to broader conversations about public governance and the social life of infrastructure.