Please Join Us at Upcoming Public Scoping Meetings. June 15, 20, 21 & 24 West Santa Ana Branch (WSAB) Transit Corridor Project
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Volume I Restoration of Historic Streetcar Service
VOLUME I ENVIRONMENTAL ASSESSMENT RESTORATION OF HISTORIC STREETCAR SERVICE IN DOWNTOWN LOS ANGELES J U LY 2 0 1 8 City of Los Angeles Department of Public Works, Bureau of Engineering Table of Contents Contents EXECUTIVE SUMMARY ............................................................................................................................................. ES-1 ES.1 Introduction ........................................................................................................................................................... ES-1 ES.2 Purpose and Need ............................................................................................................................................... ES-1 ES.3 Background ............................................................................................................................................................ ES-2 ES.4 7th Street Alignment Alternative ................................................................................................................... ES-3 ES.5 Safety ........................................................................................................................................................................ ES-7 ES.6 Construction .......................................................................................................................................................... ES-7 ES.7 Operations and Ridership ............................................................................................................................... -
An Evaluation of Projected Versus Actual Ridership on Los Angeles’ Metro Rail Lines
AN EVALUATION OF PROJECTED VERSUS ACTUAL RIDERSHIP ON LOS ANGELES’ METRO RAIL LINES A Thesis Presented to the Faculty of California State Polytechnic University, Pomona In Partial Fulfillment Of the Requirements for the Degree Master In Urban and Regional Planning By Lyle D. Janicek 2019 SIGNATURE PAGE THESIS: AN EVALUATION OF PROJECTED VERSUS ACTUAL RIDERSHIP ON LOS ANGELES’ METRO RAIL LINES AUTHOR: Lyle D. Janicek DATE SUBMITTED: Spring 2019 Dept. of Urban and Regional Planning Dr. Richard W. Willson Thesis Committee Chair Urban and Regional Planning Dr. Dohyung Kim Urban and Regional Planning Dr. Gwen Urey Urban and Regional Planning ii ACKNOWLEDGEMENTS This work would not have been possible without the support of the Department of Urban and Regional Planning at California State Polytechnic University, Pomona. I am especially indebted to Dr. Rick Willson, Dr. Dohyung Kim, and Dr. Gwen Urey of the Department of Urban and Regional Planning, who have been supportive of my career goals and who worked actively to provide me with educational opportunities to pursue those goals. I am grateful to all of those with whom I have had the pleasure to work during this and other related projects with my time at Cal Poly Pomona. Each of the members of my Thesis Committee has provided me extensive personal and professional guidance and taught me a great deal about both scientific research and life in general. Nobody has been more supportive to me in the pursuit of this project than the members of my family. I would like to thank my parents Larry and Laurie Janicek, whose love and guidance are with me in whatever I pursue. -
Art Leahy, Chief Executive Officer
ART LEAHY, CHIEF EXECUTIVE OFFICER Art Leahy was appointed as Metrolink’s Chief Executive Officer and began in April 2015. He brings more than 40 years of public transportation leadership and experience to Metrolink. One of the nation’s leading transit officials, Art Leahy served as chief executive officer of the Los Angeles County Metropolitan Transportation Authority (Metro) for six years. During that time, he guided implementation of one of the largest public works programs in United States history, securing billions in federal and state dollars to help finance construction of dozens of transit and highway projects. He led the completion of numerous projects funded by Los Angeles County’s Measure R. Metro has transit and highway projects valued at more than $14 billion, eclipsing that of any other transportation agency in the nation. This includes an unprecedented five new rail projects under construction, including phase 2 of the Expo Line extension to Santa Monica and the Metro Gold Line Foothill Extension to Azusa, as well as the Crenshaw/LAX Transit Project, the Regional Connector in downtown Los Angeles, and the first phase of the Westside Purple Line subway extension to Wilshire and La Cienega. Leahy also launched a $1.2-billion overhaul of the Metro Blue Line and guided the purchase of a new fleet of rail cars. And he helped transform the iconic Union Station into the hub of the region’s expanding bus and rail transit network and led the agency’s acquisition of the 75-year-old iconic facility. Though Metrolink is a separate transportation agency from Metro, the two agencies work collaboratively on multiple fronts to provide effective and efficient public transportation options for people throughout the region. -
Gateway District SPECIFIC PLAN
CITY OF SOUTH GATE Gateway District FACT SHEET SPECIFIC PLAN Upcoming Opportunities for Community CITY OF SOUTH GATE Participation South Gate’s collaboration with business and residential communities is of paramount importance to the development of the Specific Plan. The City will host three community meetings between January and Fall 2016. 1 Community Meeting 1: Project Initiation Meeting Wednesday, January 27, 2016 Gateway The focus of the initial meeting is to increase project awareness, provide interested residents and business groups information about the Specific Plan’s purpose, study goals and timeline, and to gather feedback on the TOD vision for South Gate. 2 Community Workshop 2: Project Specific Workshop Spring/Summer 2016 The second meeting will be a workshop where the information gathered from the first meeting, as well District as technical work, will be shared. Participants will provide feedback and input on preliminary land use and design scenarios, including public access and open space. Information gathered from the SPECIFIC PLAN workshop will help define the Specific Plan’s goals and policies, and will be used to develop the Public Review Draft Specific Plan. Community Meeting 3: Public Review Draft Specific Plan 3 Summer/Fall 2016 The third meeting will provide the community an opportunity to review and comment on the Public Review Draft Specific Plan. Participants will have the chance to review key components of the Specific Plan, such as site design concepts, proposed land uses, pedestrian- and transit-oriented concepts, and strategies for public access and open space. Comments will be documented and be responded to in the Final Gateway Specific Plan. -
City Council Agenda Report
CITY COUNCIL AGENDA REPORT MEETING DATE: 4/12/2021 ITEM NO: 15 TO: Mayor and Members of the City Council SUBJECT: Approval of a Letter to the Los Angeles County Metropolitan Transportation Authority in Support of Federal Funding for the West Santa Ana Branch Light Rail Project FROM: Karen Lee, Management Analyst REVIEWED AND APPROVED BY: Melissa Burke, Administrative Manager HongDao Nguyen, City Attorney William Rawlings, City Manager RECOMMENDATION: Staff recommends that the City Council authorize the Mayor to sign, and direct staff to submit, the attached letter to the Los Angeles County Metropolitan Transportation Authority. BACKGROUND: The West Santa Ana Branch (WSAB) light rail line is a substantial public works and transportation project that will have a permanent impact on the region. This project will have tremendous impact on the City as the City’s planned station location in the Downtown will be the line’s terminus. The Los Angeles County Metropolitan Transportation Authority (Metro) is overseeing this project. During the January 12, 2021 meeting of the WSAB City Manager Technical Advisory Committee, and the board meeting of the Orangeline Development Authority/Eco-Rapid Transit on January 13, 2021, Metro staff reported that it intends to lobby for federal funding for the WSAB project to help pay the estimated cost of $6.3 to $6.5 billion in 2018 dollars based on 5% design level plus the addition of project revisions. The project costs will be updated this month based on the 15% design level. 1 ANALYSIS: Metro has requested that cities along the WSAB corridor provide letters in support of the WSAB project and Metro’s efforts to pursue federal funding for this project. -
Oei Office of Extraordinary Innovation
Tab 9 INNOVATION Defining the Problem Problem: Mobility in Los Angeles County is not working Thesis: We need to do things very differently to reduce Single Occupancy Vehicle (SOV) use Proposed solutions: Set a course, accelerate projects, and try new stuff 2 “We have to have stretch goals that area realistic” 3 ROLE OF METRO STRATEGIC PLAN • Foundation that aligns all plans, programs, and services to achieve a common vision • Establishes mission, vision, and goals to be adopted by other plans (e.g. Long Range Transportation Plan, NextGen Bus Study, etc.) • Sets principles for making decisions and conducting business 4 STRATEGIC MOBILITY: SUPPLY • Increase capacity for non-SOV modes • Improve quality of existing transit system Common Interest 5 STRATEGIC MOBILITY: DEMAND • Manage demand • Pricing beyond transit fares • CongestionCommon pricingInterest • Regulate TNCs 6 “This is a really innovative idea but we can’t do it. It’s never been done before” 7 MicroTransit Pilot Can Metro increase customer satisfaction & attract new riders? > A cross between a pooled ride and a shuttle bus > Meets increasing expectation for convenience > Expands FMLM solutions > Flexible and seamless o Integrated with transit system o Serves non-linear travel On Demand | Dynamically Routed Data Driven | Corner to Corner 8 “If we improve our service more people will use it and we can’t afford that.” 9 Mobility on Demand Partner with a transportation network company to provide better and more equitable access to 3 pilot transit stations “We could have thought of that on our own.” 11 Unsolicited Proposals: Background In February 2016, Metro opened its doors to the private sector, at an Industry> Pledged our Forumcommitment. -
Powerpoint Template
The Challenges of Planning and Executing Major Underground Transit Programs in Los Angeles Bryan Pennington, Senior Executive Officer, Program Management • Nation’s third largest transportation system • FY2018 Budget of $6.1 billion • Over 9,000 employees • Nation’s largest clean-air fleet (over 2,200 CNG buses) • 450 miles of Metro Rapid Bus System • 131.7 miles of Metro Rail (113 stations) • Average Weekday Boardings (Bus & Rail) – 1.2 million • 513 miles of freeway HOV lanes 2 • New rail and bus rapid transit projects • New highway projects • Enhanced bus and rail service • Local street, signal, bike/pedestrian improvements • Affordable fares for seniors, students and persons with disabilities • Maintenance/replacement of aging system • Bike and pedestrian connections to transit facilities 3 4 5 6 7 • New rail and Bus Rapid Transit (BRT) capital projects • Rail yards, rail cars, and start-up buses for new BRT lines • Includes 2% for system-wide connectivity projects such as airports, countywide BRT, regional rail and Union Station 8 Directions Walk to Blue Line and travel to Union Station Southwest Chief to Los Angeles Union Station 9 • Rail transit projects • Crenshaw LAX Transit Project • Regional Connector Transit Project • Westside Purple Line Extension Project • Critical success factors • Financial considerations/risk management • Contract strategy • Lessons learned • Future underground construction • Concluding remarks • Questions and answers 10 11 •Los Angeles Basin •Faults •Hydrocarbons •Groundwater •Seismicity •Methane and Hydrogen Sulfide 12 •Crenshaw LAX Transit Project •Regional Connector Transit Project •Westside Purple Line Extension Project • Section 1 • Section 2 • Section 3 13 • 13.7 km Light Rail • 8 Stations • Aerial Grade Separations, Below Grade, At-Grade Construction • Maintenance Facility Yard • $1.3 Billion Construction Contract Awarded to Walsh / Shea J.V. -
View Annual Update
Go Metro Los Angeles County Metropolitan Transportation Authority Metro is unique among the nation’s transportation agencies. It serves as transportation planner and coordinator, designer, builder and operator for one of the country’s largest, most populous counties. More than 9.6 million people – one-third of California’s residents – live, work, and play within its 1,433-square-mile service area. Besides operating over 2,000 peak-hour buses on an average weekday, Metro also designed, built and now operates 87 miles of Metro Rail service. The Metro Rail system consists of the Metro Red/Purple Line subway system, and the Metro Blue, Expo, Green and Gold Lines. In total, the Metro Rail system serves 80 rail stations stretching from Long Beach to Downtown Los Angeles, Hollywood and the San Fernando Valley, from Culver City to East Los Angeles and Pasadena, from Norwalk to El Segundo, and all points in between. Under construction is the Expo Line Phase II which will stretch from Culver City to Santa Monica and the 11-mile Gold Line Foothill Extension from Pasadena to Azusa. In addition to operating its own service, Metro funds 16 municipal bus operators and funds a wide array of transportation projects, including bikeways and pedestrian facilities, local roads and highway improvements, goods movement, Metrolink commuter rail, and the popular Freeway Service Patrol and Call Boxes. Recognizing that no one form of transit can solve urban congestion problems, Metro’s multimodal approach uses a variety of transportation alternatives to meet the needs of the highly diverse populations in the region. -
Keeping Southern California's Future on Track
Keeping Southern California’s 25Future on Track CONTENTS Message from the Board Chair .........................1 CEO’s Message .....................................................3 A Quarter Century of Moving People: The Metrolink Story .............................................5 How It All Began ................................................19 Metrolink’s Top Priority: Safety .......................27 WHO WE ARE Environment ........................................................31 Metrolink is Southern California’s regional commuter rail service in its Metrolink Relieves Driving Stress ...................35 25th year of operation. Metrolink is governed by The Southern California Regional Rail Authority (SCRRA), Board Members Past and Present ..................40 a joint powers authority made up of an 11-member board representing Metrolink Pioneering Staff the transportation commissions of Still on Board ......................................................47 Los Angeles, Orange, Riverside, San Bernardino and Ventura counties. Metrolink Employees Metrolink operates seven routes Put Customers First ...........................................48 through a six-county, 538-route-mile network with 60 stations. Facts at a Glance ...............................................50 For more information, including how to ride, go to www.metrolinktrains.com MISSION STATEMENT Our mission is to provide safe, efficient, dependable and on-time transportation service that offers outstanding customer experience and enhances quality of life. For -
Regional Connector Transit Corridor FY19 Project Profile
Regional Connector Transit Corridor Los Angeles California (December 2017) The Los Angeles County Metropolitan Transportation Authority (LACMTA) is constructing a 1.9 mile double track light rail transit line in downtown Los Angeles, with 3 new underground stations and the procurement of 4 light rail vehicles. The project will begin at the existing 7th Street/Metro Center Station and will provide connections via a new underground alignment to the existing Metro Blue, Exposition, and Gold Lines. The alignment will extend north underground from the 7th Street/Metro Center Station following Flower Street, curving east under the 2nd Street roadway tunnel and 2nd Street, and continuing east under the intersection of 1st and Alameda Streets, surfacing to connect to the Metro Gold Line tracks within 1st Street at grade to the east and north of Temple Street toward Union Station. In the opening year of 2021 as well as the forecast year of 2035, service will be provided using three-car train consists in the peak period with service every 2.5 minutes. Service will be provided every five minutes during off- peak periods. The hours of operation will be 5:00 a.m. to 12:00 a.m. weekdays and weekends. Estimated daily linked trips on the Project using current year inputs are 58,580. This number is expected to grow to 100,980 daily linked trips by 2035. The total project cost under the Full Funding Grant Agreement (FFGA) is $1,402.93 million. The Section 5309 New Starts funding share is $669.90 million. Status Following completion of an alternatives analysis in January 2009, and the publication of a Draft Environmental Impact Statement (EIS) in September 2010, the LACMTA Board selected the locally preferred alternative in October 2010. -
City Council Agenda Report
CITY COUNCIL AGENDA REPORT MEETING DATE: 11/9/2020 ITEM NO: 7 TO: Mayor and Members of the City Council SUBJECT: Informational Report Regarding the 3% Local Contribution Required Under Measure M to Fund the West Santa Ana Branch Light Rail Line FROM: Karen Lee, Management Analyst REVIEWED AND APPROVED BY: Melissa Burke, Administrative Manager Christi Hogin, City Attorney William Rawlings, City Manager RECOMMENDATION: Staff recommends that the City Council receive and file the report. BACKGROUND: Los Angeles County voters approved Measure M on November 8, 2016, which implemented a permanent county-wide sales tax increase to fund projects to greatly expand the County’s public transit system, including new rail lines, roads, and related infrastructure. The Los Angeles County Metropolitan Transportation Authority (Metro) administers Measure M funds. Funding for the West Santa Ana Branch (WSAB) line is provided by Measure M. One of Measure M’s requirements is a local contribution by jurisdictions for constructing a rail project with a new station within their boundaries. The rationale for the contribution is that local jurisdictions receive a direct benefit due to the increased access to transit service that is above and beyond the project’s benefit to the County as a whole. The contribution amount is 3% of the project’s total costs at the 30% level of its final design. It is capped at this amount for local contribution purposes, even if the total project cost increases. This amount is then divided by the number of new rail stations constructed on the line. Jurisdictions located within a one-half mile area of the new station will proportionally share the costs based on each jurisdiction’s share of the area. -
1981 Caltrans Inventory of Pacific Electric Routes
1981 Inventory of PACIFIC ELECTRIC ROUTES I J..,. I ~ " HE 5428 . red by I58 ANGELES - DISTRICT 7 - PUBLIC TRANSPORTATION BRANCH rI P37 c.2 " ' archive 1981 INVENTORY OF PACIFIC ELECTRIC ROUTES • PREPARED BY CALIFORNIA DEPARTMENT OF TRANSPORTATION (CALTRANS) DISTRICT 07 PUBLIC TRANSPORTATION BRANCH FEBRUARY 1982 • TABLE OF CONTENTS PAGE I. EXECUTIVE SUMMARY 1 Pacific Electric Railway Company Map 3a Inventory Map 3b II. NQR'I'HIRN AND EASTERN DISTRICTS 4 A. San Bernardino Line 6 B. Monrovia-Glendora Line 14 C. Alhambra-San Gabriel Line 19 D. Pasadena Short Line 21 E. Pasadena Oak Knoll Line 23 F. Sierra Madre Line 25 G. South Pasadena Line 27 H. North Lake Avenue Line 30 10 North Fair Oaks Avenue Line 31 J. East Colorado Street Line 32 K. Pomona-Upland Line 34 L. San Bernardino-Riverside Line 36 M. Riverside-Corona Line 41 III. WESTERN DISTRICT 45 A. Glendale-Burbank Line 47 B. Hollywood Line Segment via Hill Street 52 C. South Hollywood-Sherman Line 55 D. Subway Hollywood Line 58 i TABLE OF CONTENTS (Contd. ) -PAGE III. WESTERN DISTRICT (Conta. ) E. San Fernando valley Line 61 F. Hollywood-Venice Line 68 o. Venice Short Line 71 H. Santa Monica via Sawtelle Line 76 I. westgate Line 80 J. Santa Monica Air Line 84 K. Soldier's Home Branch Line 93 L. Redondo Beach-Del Rey Line 96 M. Inglewood Line 102 IV. SOUTHIRN DISTRICT 106 A. Long Beach Line 108 B. American Avenue-North Long Beach Line 116 c. Newport-Balboa Line 118 D. E1 Segundo Line 123 E. San Pedro via Dominguez Line 129 F.