The Brief

The Los Angeles Department of Transportation has a new general manager.

Laura Rubio-Cornejo, who previously served as Pasadena's transportation director, will oversee 52 transportation services and projects, including the Vision Zero initiative that aims to reduce traffic related deaths.

Susanne Whatley, who hosts LAist 89.3's a.m. news show Morning Edition, spoke with Rubio-Cornejo about what's ahead for transportation in Los Angeles. This conversation has been edited for length and clarity.

Top priorities

LAist: Talk about your top priorities as L.A.'s new transportation general manager.

Rubio-Cornejo: My top priority would be ensuring that our streets are safe for all Angelenos, but particularly for the most vulnerable amongst us. Ensuring that whether you're a child, you're an elderly person, that you can walk out your front door and that is safe, and that is inviting.

LAist: And that's quite a challenge for a city that was pretty much constructed, at least in modern times, on the automobile. Back in 2015 is when the city approved Vision Zero, and it was called a commitment to eliminate traffic deaths by the year 2025. And yet we're seeing the numbers actually increased since then. It's up, my understanding is, nearly 70% percent in this past year compared to when Vision Zero was adopted. Talk about what's behind this increase and how you plan to make L.A. streets safer.

RC: The trend is one that we're seeing not just in Los Angeles, not just statewide, but nationwide. And it's a very disturbing trend that despite efforts to make our streets safer, despite ongoing infrastructure that LADOT and the City of Los Angeles has been implementing, we continue to see an increase in fatalities, particularly amongst pedestrians. But what we know is that where there is safe street infrastructure — it is effective. And so this isn't a time to scale back. This isn't a time to throw our hands up and say this isn't working. We know it is working. And so we need to continue to address safe streets.

We need to continue to implement safe street infrastructure and we need to do that one street at a time, one community at a time.

What it will take to make streets safer

LAist: What specific steps do make a difference in making the streets safer?

RC: When we have streets that acknowledge that they're intended to be for all modes. We have a very good example with Avalon Boulevard, where we were able to reallocate road space and make that a multimodal street. We saw a reduction in speeds there. We saw pedestrian amenities be more inviting for that mode. And so that's just one example. Bicycle infrastructure isn't just about allocating road space for the bicyclist. It's about also traffic calming. It's about providing some additional protections for the pedestrian. And really, when we plan our streets, when we design them, in consideration that the streets really are intended to be shared. By all modes, that really makes the greatest impact.

Where does Vision Zero stand?

Map of L.A.'s High-Injury Network (HIN). Just 6% of city streets account for 70% of deaths and severe injuries for people walking.

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Courtesy City of L.A.

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LAist: On the city's Vision Zero website, the most recent progress report was from about six years ago in 2017, just a couple years into the program. When do you anticipate another update for the public on where things are with the Vision Zero goal?

RC: We just provided an update to our city council this last summer. We do anticipate a more comprehensive update report coming out of the city's CAO office in a couple of months, if not sooner. And so that will really be a full view of the program, its effectiveness, and some recommendations on how to proceed.

How to get involved

LAist: If people in L.A. want to get involved in supporting Vision Zero, how can they do that?

RC: They can participate, be active participants when we do have meetings. They can coordinate with our community engagement team here with LADOT. They can work directly with their council offices. I would say the best way is when we do have a project and we have a community meeting, attend speak out, share with us what your concerns are, your preferences. That's what we're there to gather. Making sure that whatever infrastructure we move forward with, really reflects the priorities of that community.

What's next for transportation is L.A.?

LAist: Moving ahead, what have been the biggest changes involving transportation in Los Angeles in recent years, and are there any major projects that you'd like to highlight for our listeners?

RC: You know, we've had the ability to implement over 20 miles of bus only lanes. We're really excited about our Safe Routes to School programs where we're advancing safety at the nearby schools. Those are just two of the ways that we're really working on advancing safety at a more local level.

LAist: Governor Newsom just signed hundreds of bills into law over the past month or so after the end of the legislative session. And I'm wondering if there are any new laws Angeleno's in particular should keep in mind when it comes to driving or street safety or just transportation in general.

RC: One in particular that the City of Los Angeles really participated in advancing to the governor's desk is AB645 sponsored by Assemblymember Friedman that allows for us to be able to detect speeding and enforcement of speeding. And so that's one that we'll be working really closely over the next several years with our fellow departments on implementing and reporting back out to the state on its effectiveness.

LAist: Is that the speed camera law?

RC: It is. And I think what's really important about that law is it allows us to enforce speeds in a way that's consistent, in a way that is accountable. So really looking forward to having that implemented.

LAist: And that encompasses city of Los Angeles, Long Beach, and Glendale, where Laura Friedman is from, in addition to three cities up north. How long is this going to be a pilot program and what method is going to be used to evaluate whether that works or not?

RC: I believe we have to report back a couple of years into the program being in effect. Five years or so is my understanding. There are a couple of metrics we have to report back on to the state, and so we'll be making sure that we're tracking that in house and reporting out to the state as well as to our fellow cities, working with our other cities that are part of that legislation to ensure that the application is consistent across the board.

LAist: Anything else that you'd like to add?

RC: I would just like to reinforce the department's commitment to safe streets. It is really important that individuals at Angelenos, whether you're a resident, you're visiting, that you feel safe walking down our streets, that you be mindful as you're driving that we are sharing the same road space. There's a strong commitment here to make sure that the streets really do reflect that they are intended to be for people.

Flies, rodents and other pests have been a persistent problem in Boyle Heights and nearby communities as millions of pounds of food rot in a nearby burned-out warehouse. It’s gotten bad enough that L.A. Mayor Karen Bass is asking for action from the L.A. County Department of Public Health.

In a letter sent Tuesday to county Public Health Director Barbara Ferrer, Bass said she’s “concerned with County DPH’s pace in addressing this disaster” and the risks it posed to health and quality of life.

“Possibly the worst manifestation of these risks is the severe infestation of flies in Boyle Heights and neighboring communities,” Bass wrote.

LAist has asked the Department of Public Health for comment and will update this article when they respond.

The back-and-forth between jurisdictions

Bass wrote that the city of L.A., which does not have its own health department, is largely dependent on L.A. County for control of potentially disease-carrying vectors. The city has said elsewhere that its Sanitation Department did set about 250 rat traps in surrounding areas.

Bass’ letter says the county took its first steps to hold warehouse operator Lineage accountable for a fly infestation on July 17, ordering the company to remove flies and mosquitoes from the property.

“Although I appreciate that County DPH has taken this first step, the County’s report only directs Lineage to eliminate flies from Lineage’s own property,” Bass’ letter to Ferrer states.

Bass urged the county to compel Lineage to address pests at neighboring properties “with aggressive measures to eliminate the flies and any other vectors.”

As for L.A. County’s Department of Public Health, a spokesperson told LAist on July 17 that it had itself directed the city and Lineage to address the pest situation.

“Los Angeles County Department of Public Health requested that both Lineage Logistics and the City of Los Angeles develop and implement a vector/insect control plan,” the statement reads.

Lineage’s part

According to Councilmember Ysabel Jurado, who represents Boyle Heights on the L.A. City Council and met with Lineage representatives on Monday, an inspector contracted by the company confirmed that the rotting food at the warehouse is serving as a breeding ground for flies. The infestation won’t go away without addressing the root cause, Jurado reported the contractor as saying.

“Removing waste, adding odor-control equipment, and conducting a pest inspection are important,” Jurado said in a statement. “But residents are asking a more fundamental question: Are conditions actually improving? They deserve evidence, timelines and accountability — not just a list of activities.”

Lineage has not yet presented its pest control plan to the public.

A ticking clock

The first day of instruction for L.A. Unified schools is Aug. 12, three days before the city’s current deadline to clear the warehouse — a deadline Lineage does not appear to be on track to meet.

That’s led many teachers and parents to raise the alarm about smells and pests that may very well still be around when school starts. An LAUSD spokesperson told Boyle Heights Beat that it is prepared to temporarily relocate nearby schools, as they did with summer programs during the warehouse fire.

Lineage meets deadline at last minute

Meanwhile, Lineage also faced a deadline of Tuesday to present a plan to air quality officials on how to address smells of spoiled food, which have been reported from miles away. A South Coast Air Quality Management District spokesperson said that the agency received a response from Lineage at 5 p.m. and is evaluating it.

L.A.’s homeless services agency has not completed any internal audits in years — and one that was started two years ago is still incomplete because management is taking months to provide responses, officials said Monday.

The delayed audit has been looking into why the L.A. Homeless Services Authority, known as LAHSA, failed to spend $7 million in federal dollars it was granted to house and serve people in need. The roughly six-page audit report hasn’t been released because it’s missing LAHSA management responses that were requested over two months ago, officials said.

Internal audits are considered critically important to protecting taxpayer dollars at every level of government. L.A. County auditors, for example, issued about 100 reports in a recent fiscal year.

“ We haven’t gotten anything,” said Erum Shahnawaz, LAHSA’s chief internal auditor, referring to the lack of response from LAHSA management at a meeting of the agency’s audit committee on Monday.

“That’s the only thing that's holding us from issuing the final report,” Shahnawaz said of the underspending audit.

That audit is examining a repeat problem. A previous, external audit in January 2022 found LAHSA had left $3.5 million in federal grants on the table by not using them.

Shahnawaz flagged management’s delays to the LAHSA Commissioner Justin Szlasa, Szlasa said. He chairs the commission’s audit committee, and has repeatedly called out LAHSA executives’ delays in providing information about taxpayer spending over the past year.

“ I've been trying to intervene and use whatever I can to try to help provide support,” said Szlasa as he described his attempts to get the auditor the answers needed to complete the report.

Szlasa was appointed to the commission by L.A. County Supervisor Kathryn Barger.

 “It shouldn't take us two months to receive a…management response to an internal audit,” Szlasa said at Monday’s meeting. He said the industry standard for internal audits is eight or nine weeks from start to finish. That compares to the two years — and counting — for LAHSA’s federal underspend audit.

“We haven't had a single internal audit completed here in the last couple of years, which is nuts,” Szlasa added. He called for internal audits to happen much more frequently.

Long delays to LAHSA audits also are not new. In November 2024, the county issued a widely-seen audit that included findings that LAHSA was failing to complete internal audits.

Half of LAHSA’s governing commission is appointed by L.A. Mayor Karen Bass and half appointed by each of the five county supervisors. Bass is also the only elected official on the commission. She served on the audit committee for several months last fall. Records show she was absent for all of the meetings during that time.

Janine Lim, LAHSA’s deputy chief financial officer, said management’s responses to the audit on underspending haven’t been provided yet because LAHSA leadership did not have clearly defined roles for who is supposed to coordinate responses to internal audits.

“ We need to work on clarifying that role internally,” Lim said.

 “The last two months have been probably some of the most stress-filled two months that we've had at LAHSA,” said Paul Rubenstein, chief of staff to LAHSA CEO Gita O’Neil, pointing to mass layoffs.

Szlasa said there’s not that much in the audit for management to respond to.

“It's like, six pages or less,” he said.

Szlasa said  another option is to “just say we've asked management for responses and we're awaiting management response. We can publish the results.”

In response, Shahnawaz said that if management doesn't have an updated timeline for a response, then she’ll go ahead and issue the report without the response.

Once they floated that idea, Lim committed to providing the responses by next Tuesday.

LAHSA’s leadership has downsized the internal audit team — dropping from a staff of three to just one in the agency’s proposed budget up for approval Friday.

Delays in getting access to financial records

The delayed responses from management are not the only thing that’s been slowing down audits, Szlasa said at the meeting.

LAHSA policy, approved by its governing commission, says internal auditors are “ authorized to access all organizational records, personnel, and systems necessary for conducting audits,” he said.

But the auditor has faced challenges in actually getting that access, Szlasa said — including delays in being allowed to view LAHSA’s databases that show contracts and financial payments.

 ”We finally were granted access, but it wasn't, it wasn't easy, it wasn't immediate. It was slow,” Szlasa said.

Many failed outside audits

The delays on the internal audit come even after LAHSA failed multiple external audits in recent years, which have found the agency — overseen by city and county elected officials — has neglected to properly track billions of dollars in spending.

Largely in response to earlier audits, L.A. County supervisors pulled funding from LAHSA and are having the county instead oversee it directly. L.A.’s mayor and City Council have continued to have LAHSA manage the city’s homeless spending while the council delays plans to start studying a possible plan to transition away city tax dollars.

Signatures under scrutiny

LAHSA is also in the midst of a different internal audit — expected to finish in late August or early September — examining whether top officials followed requirements when signing contracts and letting others sign. It was launched in the wake of LAist reporting that found LAHSA’s then-CEO Va Lecia Adams Kellum’s signature finalized a $2.1 million contract with her husband’s employer.

LAist also discovered Adams Kellum’s signature, as LAHSA’s CEO at the time, finalized a quarter-million-dollar contract between LAHSA and a longtime service provider she led up until two months earlier.

That contract was signed so soon after she left the service provider — St. Joseph Center — that the contract paperwork still listed her as one of St. Joseph Center’s points of contact and authorized signers.

She is currently under a state ethics investigation into whether her actions were an illegal conflict of interest.

When Bengara opened in Los Angeles' Arts District earlier this year, its owner and head chef had something special lined up in their kitchen arsenal.

It was genshiyaki, a rare traditional Japanese grilling method that dates back 1,500 years.

Chef and co-owner Tyler Burges had only encountered it once while traveling in Japan at a robatayaki spot in Fukuoka, a port city on the island of Kyushu.

Robatayaki, a style of slow, ember-cooked grilling rooted in Japan's rural coastal kitchens, usually centers on an open charcoal hearth. But the restaurant Burges visited had something even more noteworthy: a genshiyaki pit, a gentler, ambient method of cooking that uses radiant heat instead of direct flame.

Loving the unusually subtle, delicate flavor and texture it produced, he and head chef Phil Mireles decided to bring genshiyaki back to the U.S. and build their Arts District restaurant around it. The genshiyaki pit is a rare enough technique that Burges had to work with fabricator Phil Roxworthy for six months just to get the grill built to spec.

It's Burges' and Mireles' first L.A. project. The pair are also behind Smoke Door, their acclaimed Lake Tahoe restaurant, and Bengara brings a more casual, day-to-day take on the same fire-driven cooking.

All roads lead to the Arts District

Chef/owner Tyler Burges (left) and head chef Phil Mireles at Bengara.

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Wonho Frank Lee

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Courtesy Bengara

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Burges and Mireles both got their start at San Francisco's Saison and Angler under chef Joshua Skenes — who's now just down the street in L.A. at LYNX with fellow alum Brandyn Tepper.

Burges traces Bengara's DNA back to two mentors: Ron Siegel, who introduced him to Japanese ingredients and technique in his mid-20s, and Skenes, who taught him to cook with live fire. It was Skenes, Burges said, who showed him that fire didn't have to mean char and bravado.

"The one thing I loved about wood-fire cooking is you get this subtle, sweet barbecue flavor when you cook correctly over embers, and you don't cook directly over the fire," Burges said. "Most places, when you think about grilling something, you think of char, bold flavors, masculine flavors. But Chef Josh — it's like a master art, getting really delicate, subtle flavor using that grill method."

The uni kiritampo, Bengara's take on a traditional Akita-prefecture rice skewer, finished with scallion.

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Wono Frank Lee

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Courtesy Bengara

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What sets the food apart

Take their luscious miso cod. On a normal grill, the marinade's sugars would blacken before the fish cooked through. On the genshiyaki pit, the cod sits at a distance from the embers, cooking gently until the very end, when it's given one last pass directly over the coals — what Burges describes as a final "kiss" of heat before it hits the plate.

To fuel genshiyaki's slower, ambient style, ordinary charcoal or wood is replaced with binchotan, an ultra-dense, pure-carbon hardwood charcoal traditionally made in Japan, which burns hotter and cleaner.

The signature dish

A perfect example of how this cooking style comes together is the uni kiritampo, the Akita prefecture rice skewer, reimagined with uni and cooked via genshiyaki — born of an offhand kitchen conversation with one of the restaurant's Japanese chefs about regional dishes cooked over fire.

Once they realized genshiyaki was the dish's original, historic cooking method, the rest fell into place.

"It's like the most delicious thing," Burges said. "I don't know why it never made it over to the United States earlier."

Bengara's Arts District dining room pairs industrial bones with warm, low lighting and long communal tables.

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Wonho Frank Lee

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Courtesy Bengara

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The chewy exterior, with just a hint of smoke, gives way to a creamy inside, like a caramelized custard, that’s topped with a decadent amount of uni, providing a semi-sweet finish — one memorable bite.

Tasting menu option

Bengara recently added a daily eight-course tasting menu ($98) that doubles as a greatest-hits tour of the kitchen — Toyosu carpaccio with chili coffee oil, pork belly "tacos" wrapped in mochi crepes, miso cod, Mary's half chicken, and handmade citrus soba, with optional wagyu and uni add-ons.

The price includes a beverage pairing, with a full non-alcoholic option alongside the boozy version. Walk-ins are welcome, and reservations can be booked via OpenTable.

Topline:

Why it matters: Museum officials said you will “likely experience high demand and long wait times in the queue" and thanked people for their patience.

LAist saw estimated wait times up to 6 hours, and it took a little more than 4.5 hours for this reporter to get through. On the bright side, there were still plenty of tickets left, including for the first day. Do not refresh the page or you may lose your spot.

The details: All tickets are timed entry. Tickets are $25 for adults and $21 for those 65 and older. Children, members, active-duty military, personal aides or attendants and EBT cardholders have free entry. Museum neighbors in the LM37 program will also be free, with that pass opening in August.

But how do I buy: Each person is limited to nine tickets, and you’ll have 20 minutes to check out once they’re added to your cart, according to the museum. You can find the link here.

What's next: The grand opening is Sept. 22.

Go deeper: How to secure Lucas Museum of Narrative Art tickets ahead of the fall opening