The Greatest Overlooked Asset of the City of Los Angeles (Besides its People)

Unlocking Los Angeles Public Land

A Strategy to Deliver Housing, Growth, and Long-Term Public Value

The Problem

Los Angeles owns one of the largest public real estate portfolios in the country, approximately 9,000 parcels across the city.

Yet:

• Many properties sit vacant or underutilized for years or decades

• Decision-making is fragmented across departments and council offices

• There is no unified strategy or accountability

• Projects move slowly, often taking 5 to 8 years for small-scale development

At a time of housing, parklet, community space, and business shortages, fiscal pressure, and global competition, Los Angeles is failing to use its most valuable asset: its land.

The Core Insight

This is not a land problem.
It is a management and governance problem.

Right now:

• No single entity manages the full portfolio

• No timelines exist for activating underused land

• Inaction carries no consequence

Result:
The city operates a multi-billion-dollar asset base as a series of disconnected, one-off decisions.

The Solution

This proposal creates a modern system for managing public land as a strategic portfolio, with:

1. Clear Leadership

• Establish a Chief Real Estate Officer

• Responsible for strategy, performance, and accountability across all city-owned land

2. Full Transparency

• Public, digital inventory of all city-owned property

• Clear identification of underutilized sites

3. Mandatory Action

• Underutilized properties must be:

  • Developed

  • Partnered

  • Or publicly justified

4. Automatic Activation

• If no action is taken, properties enter a public development pipeline

• Open to proposals, partnerships, and structured development

5. Balanced Outcomes

City land will be prioritized across:

• 1/3 housing

• 1/3 mixed-use development

• 1/3 community-serving uses

What This Changes

Today:

• Land can sit idle indefinitely

• Projects depend on political momentum

• Scale is nearly impossible

Under this system:

• Every parcel has a status and a timeline

• Inaction triggers action automatically

• Public land becomes a driver of housing, jobs, and community investment

A Proven Model

Global cities have successfully used this approach.

Copenhagen, New York City, and Miami, to name a few transformed their economies by:

• Consolidating public land strategy

• Creating a development corporation

• Using land value to fund infrastructure and growth

Los Angeles has the land and opportunity to do the same.

What This Measure Does NOT Do

• Does not sell off public land indiscriminately

• Does not remove City Council authority

• Does not privatize public assets

Instead, it ensures:

• Public land is used responsibly

• Decisions are transparent

• Outcomes are measurable

Why It Matters Now

Los Angeles faces:

• A housing, jobs and economic growth crisis

• Fiscal constraints

• Major global events (Olympics)

• The need to rebuild and compete

We cannot meet these challenges while leaving public land idle.

Bottom Line

Los Angeles does not lack land.
It does not lack ideas.

It lacks the structure, leadership, and accountability to act at scale.

This measure fixes that.

____________________________________________________________________

PROPOSED CHARTER AMENDMENT

City of Los Angeles Public Land Activation and Strategic Asset Management Ordinance

SECTION 1. TITLE

This measure shall be known as the:

“Public Land Activation and Strategic Asset Management Charter Amendment.”

SECTION 2. FINDINGS AND PURPOSE

The People of the City of Los Angeles find and declare:

1. The City owns and controls a substantial portfolio of real property, including vacant and underutilized land, which represents a critical public asset.

2. The current system for managing City-owned real property is fragmented across multiple departments, resulting in inefficiencies, delays, and underutilization.

3. The City faces urgent needs for housing, economic development, job creation, infrastructure, and community-serving uses that could be addressed through improved management of public land.

4. Many City-owned properties are not being used to their full potential relative to existing zoning and allowable development capacity.

5. Regional efforts, including those led by Los Angeles County and related housing agencies, highlight the need for coordinated public land strategies across jurisdictions.
   

6. It is the intent of this measure to:

   • Establish centralized accountability for City-owned real property

   • Align real estate strategy with economic development, job creation, and capital investment

   • Ensure properties are evaluated based on highest and best use

   • Require strategic, data-driven management of public assets

   • Ensure timely and productive use of underutilized land

   • Increase transparency and public oversight

   • Facilitate development that serves housing, economic, and community needs

   • Improve coordination across City departments and regional partners

SECTION 3. DEFINITIONS

A. “City-owned property”
Any real property owned, leased, controlled, or managed by the City of Los Angeles, including property under departments, proprietary agencies, and affiliated entities, to the extent permitted by law.

B. “Underutilized property”
A City-owned property that:

1. Has been vacant, unused, or substantially underused for a continuous period of three (3) years or more; or

2. Is determined by the Chief Real Estate Officer to be operating below its reasonable economic, civic, or functional potential; or

3. Is developed at a significantly lower intensity than permitted under applicable zoning, land use regulations, or development capacity.

C. “Activation Pipeline”
A publicly disclosed process through which underutilized properties are evaluated, planned, and offered for development or reuse.

SECTION 4. CREATION OF CHIEF REAL ESTATE OFFICER

A. Establishment

There is hereby established the position of Chief Real Estate Officer (CREO).

B. Appointment

The CREO shall be appointed by the Mayor and confirmed by the City Council.

C. Duties

The CREO shall:

1. Manage the City’s real estate portfolio as a unified system

2. Develop and implement a Strategic Asset Management Plan

3. Maintain a centralized and publicly accessible asset inventory

4. Identify underutilized properties

5. Evaluate properties based on highest and best use, including comparison of current use to allowable zoning and development capacity

6. Oversee the Activation Pipeline

7. Review and provide recommendations on major real estate transactions

8. Coordinate across City departments, proprietary agencies, and relevant public entities

9. Coordinate with regional partners, including Los Angeles County and regional housing agencies, to align land use strategies

10. Align public land use with economic development, job creation, and infrastructure goals

11. Integrate funding sources, including federal, state, local, and private capital

12. Submit annual reports to the Mayor, City Council, and public

SECTION 5. PUBLIC ASSET INVENTORY

A. Requirement

The City shall create and maintain a comprehensive, publicly accessible inventory of all City-owned property.

B. Timeline

• Initial inventory: within 12 months

• Updates: at least annually

C. Required Data

To the extent feasible:

• Location

• Current use

• Ownership/control

• Zoning and allowable development capacity

• Utilization status

• Identification of redevelopment or intensification opportunities

SECTION 6. STRATEGIC ASSET MANAGEMENT PLAN

A. Requirement

The CREO shall develop a Strategic Asset Management Plan within 18 months.

B. Components

The Plan shall include:

1. Classification of all City-owned property:

   • Active use

   • Strategic hold

   • Development opportunity

   • Underutilized

2. A multi-year development and activation pipeline

3. Measurable performance metrics

4. Strategies to:

   • Increase housing production

   • Support economic development and job creation

   • Expand community-serving uses

   • Align land use with infrastructure and capital investment

5. Analysis of zoning capacity and identification of properties where redevelopment or increased density could enhance public value

6. Identification of opportunities to consolidate or better coordinate real estate and economic development functions

C. Updates

Every two (2) years.

SECTION 7. UNDERUTILIZED LAND ACTIVATION PROGRAM

A. Identification

All underutilized properties shall be designated by the CREO.

B. Required Action

Within twelve (12) months:

1. Initiate development

2. Initiate partnership or solicitation

3. Provide written justification for retention

SECTION 8. ACTIVATION PIPELINE AND AUTOMATIC PROCESS

A. Trigger

If no action is taken:

The property shall automatically enter the Activation Pipeline.

B. Process

Properties shall be:

1. Publicly listed

2. Evaluated for redevelopment potential, including zoning capacity and alternative use scenarios

3. Opened to competitive proposals, partnerships, or development opportunities

4. Evaluated using transparent criteria

C. Authority

Final approval authority remains with the City Council as required by law.

SECTION 9. PRIORITY USE ALLOCATION REQUIREMENT

A. Policy Requirement

The City shall ensure a balanced allocation of uses across underutilized properties.

B. Allocation Targets

To the extent feasible:

• Approximately one-third (1/3) housing

• Approximately one-third (1/3) mixed-use

• Approximately one-third (1/3) community-serving uses

C. Flexibility

Deviation allowed with written findings by the CREO, provided overall portfolio balance is maintained over time.

SECTION 10. AUTHORIZATION OF ECONOMIC DEVELOPMENT ENTITY

A. Authorization

The City is authorized to establish or contract with a nonprofit or public-private entity to:

1. Structure and negotiate real estate transactions

2. Package and advance development opportunities

3. Coordinate public-private partnerships

4. Integrate financing tools, including tax credits, bonds, grants, and private capital

5. Support major economic development and job-generating projects

B. Role

This entity shall function as a transactional and implementation partner, not solely an advisory body.

C. Limitations

• Operates under City oversight

• Cannot independently dispose of City property

• Must comply with transparency requirements

SECTION 11. COORDINATION AND ALIGNMENT

The City shall:

1. Ensure coordination between the CREO, Mayor’s Office, City Council, and relevant departments

2. Coordinate with regional entities, including Los Angeles County and regional housing agencies

3. Align real estate, housing, workforce, and economic development strategies

4. Seek to consolidate or streamline real estate and economic development functions where feasible

SECTION 12. TRANSPARENCY AND REPORTING

A. Annual Report

The CREO shall publish:

• Asset performance

• Activation Pipeline status

• Development outcomes

• Housing and economic impacts

B. Public Access

All information shall be publicly accessible.

SECTION 13. IMPLEMENTATION

A. Effective Date

Upon voter approval.

B. Ordinances

City Council may adopt implementing ordinances consistent with this measure.

SECTION 14. SEVERABILITY

If any provision is held invalid, remaining provisions shall remain in effect.