A PATH FORWARD Metro’S Recovery Task Force Draft Final Report – December 2020 DRAFT Letter from the CEO
A PATH FORWARD Metro’s Recovery Task Force draft final report – december 2020 DRAFT Letter from the CEO
Powered by Leadership, Rooted in Vision Now more than ever we believe in the promise of a more equitable LA that doesn’t When we formed Metro’s Recovery require every adult to own a car, where all Task Force in April 2020 in response to people have a multitude of mobility options the COVID-19 pandemic we knew that that are convenient and accessible, and unprecedented challenges would lie ahead. where it is safe and healthy to live your life From the outset we were determined that in public spaces no matter your race or Metro would not only maintain service for economic status. The recommendations essential workers, but also would emerge in this report from the Recovery Task Force from this pandemic stronger than when offer such a promise. we started. This is why we created a task force, led by our Chief Innovation Officer While there are still many miles to go on Joshua Schank, to compose a diverse, the path to recovery, I know we are headed multidisciplinary group of emerging in the right direction. I’m proud of how leaders at Metro. Metro’s staff has responded to the COVID-19 pandemic both operationally and through As we release this task force report, the Recovery Task Force’s recommendations. LA County continues to struggle with I believe our workforce is the best in the the pandemic; the number of cases, business. For example, the dedication shown hospitalizations and deaths is rising. by our operators, maintenance teams, Residents of LA County, and in particular cleaning crews and frontline Customer Care our low-income and minority communities, personnel are a benchmark for the industry. continue to suffer both the human and These frontline employees continue to deliver economic tolls of the health crisis. The for our customers under difficult conditions. central mission of the task force is to help Metro and the region respond to and recover We are pleased to present this draft final from the effects of the pandemic as quickly report from the Recovery Task Force, and robustly as possible. which we believe can be the foundation DRAFTfor a new beginning for mobility and During the initial months of this crisis, we equity in LA County. saw a glimpse of what Los Angeles can be when we prioritize the movement of people over cars. No traffic congestion, free-flowing buses and cars on roads and highways, cleaner air, open streets enjoyed by families, Phillip A. Washington outdoor dining parklets, and a surge in CEO, Metro cycling and bike sales were all inspiring. We saw a vision of what a more sustainable and more equitable urban mobility could look like in Los Angeles County. Table of Contents
Letter from the CEO...... i About the Task Force...... 1 The Path Forward...... 4 COVID-19 Impacts on Mobility and Transportation in LA County – Nine Months Later...... 7 A Recovery Framework for Metro...... 15 Task Force Progress to Date...... 21 Early Action Recommendations...... 24 Phase One: Respond and Prepare...... 25 1. Survey Riders...... 26 2. Fund Safe Streets...... 27 3. Expand and Innovate Cleaning...... 28 4. Distribute Masks to Riders...... 30 5. Allow Mask Vending...... 31 6. Implement Visual Payment on Transit App...... 32 7. Improve Online Meetings...... 33 DRAFT8. Increase Ventilation...... 34 9. Support Working Parents...... 35 Phase Two: Relaunch...... 36 10. Restore Service...... 37 11. Study New Bike Share Models...... 38 12. Promote Biking...... 39 13. Allow and Promote Telework...... 40 14. Install More Bus Lanes...... 42 15. Launch “We’re Here for You” Communications...... 43 16. Use More Customer Ambassadors...... 44 17. Explore New Mobility Solutions...... 45 18. Use Budget to Advance Recovery...... 46 19. Reimagine Capital Projects...... 47 20. Better Address Homelessness...... 48 Final Recommendations...... 49 New and Improved Services...... 50 21. Run Express Buses on Improved HOV and Express Lanes...... 51 22. Accelerate Networks of Complete Streets...... 54 23. Fully Integrate Transit in LA Region...... 57 24. Offer Incentives to Reduce Car Ownership...... 60 25. Improve Station Amenities...... 62 Responsive Metro...... 64 26. Improve Public Engagement and Strengthen Rider Voices...... 65 27. Gather More Data on Equity and Travel Patterns...... 70 28. Share Data and Information More Openly and Effectively...... 73 Vibrant Future...... 76 29. Accelerate Joint Development and Transit-Oriented Communities...... 77 30. Expand Region’s Broadband Infrastructure...... 80 31. Create Green Jobs and Green Infrastructure...... 82 32. Reimagine Destination Discounts...... 84 Help Pay for These Improvements...... 87 33. Study Reducing Capital Construction Costs...... 88 34. Build Staff Capacity...... 91 35. Use Measures M and R Ordinances...... 93 DRAFT36. Expand Revenue Opportunities...... 95 37. Identify Funding for Incentives to Reduce Car Ownership...... 98 We Want Your Input...... 100 Acknowledgments...... 101 Appendix...... 103 About the Task Force
The COVID-19 Recovery Task Force is a staff committee at Metro responsible for providing advice and recommendations to the Senior Leadership Team (SLT), Chief Executive Officer (CEO) and Board of Directors on recovery from the novel coronavirus (COVID-19) pandemic. DRAFT
1 Task Force Goals and Responsibilities
The task force recommends a set of actions 2 Issuing periodic progress reports to that Metro can take to respond to the Metro decision makers, the public and COVID-19 pandemic and recover from it. stakeholders on the work of the task Task force goals and deliverables include: force, including early action items to consider taking. 1 Identifying and recommending potential actions that Metro can take to respond 3 Drafting a final recovery report that to the pandemic; to recover after the includes updates on early actions and pandemic; to help lead an equitable final recovery recommendations with economic recovery for LA County; and implementation plans. to advance mobility without congestion as the ‘new normal’ after the pandemic. DRAFT
2 Task Force Members
The task force is chaired by the Chief Joshua Schank, Office of Extraordinary Innovation – Chair Innovation Officer and staffed by the Aida Berry, Office of Civil Rights & Inclusion Office of Extraordinary Innovation Stephanie Burke, Human Capital Development and Communications departments. Members of the task force were Lilian de Loza-Guttierez, Communications nominated by Senior Leadership KeAndra Cylear Dodds, Office of the CEO Team (SLT) members and chosen to Imelda Hernandez, Systems Security & Law Enforcement secure a balanced membership with Nancy Hinojosa, Risk, Safety & Asset Management diverse experience and perspectives, with a preference for graduates of, Kyle Holland, Office of Management & Budget or participants in, Metro Leadership Rani Narula-Woods, Operations Academy, ENO Multi-Agency Exchange Olivia Nelson-Richard, Transportation Communications Union Program and the Women & Girls Melissa Park, Congestion Reduction Governing Council. The Executive Heather Repenning, Program Management Officers for Equity & Race and Customer Experience are also on Heather Severin, Program Management the task force. Fumi Sotozono, Management Audit Services Jessica Spearman, Vendor/Contract Management Quintin Sumabat, Operations DRAFTAlvin Trotter Jr., Program Management Elezanbee Vue, Operations Aaron Weinstein, Office of the CEO Staffed by Mark Vallianatos, Office of Extraordinary Innovation Emma Huang, Office of Extraordinary Innovation John Gordon, Communications
3 The Path Forward
In these unprecedented times, amidst a The events of 2020 have forced almost worldwide pandemic and an economic everyone on earth to re-consider what their recession, there is still cause for optimism. lives are about, what truly matters, and how Tectonic shifts are occurring in all aspects we want things to be when life returns to of our daily lives, including transportation. some semblance of normalcy. DRAFT
4 Metro created a Recovery Task Force to Inequities in transportation, education and respond to the COVID-19 pandemic. Our housing policies continue to put the most mandate was to provide recommendations vulnerable among us at risk. Metro has a that immediately address our workers and responsibility to put forward ideas that can riders’ frontline safety, help the agency help prevent a return to vast inequities in recover from the seismic impact of lost access to opportunity, to gridlocked and revenue, chart a course for an equitable dangerous streets and to run-away climate economic recovery for LA County and pursue change. Our hope is these recommendations ‘mobility without congestion’ as the new force a reckoning to leave the congested and normal. Nine months into the largest public unsustainable region that was our normal health crisis in over a century, we deliver behind and provide a path forward to a better, the draft of our final report amidst myriad healthier and fairer LA County. The new start challenges. Still, we do so with the belief we imagine is less congested, more equitable that we can return to a transportation system and has cleaner air. that is more equitable, more effective and This draft report is a partial roadmap to more sustainable. help get there. It builds upon many positive We maintain optimism in this final report, initiatives already underway in Metro and even while recognizing that the pandemic is synergizes with others in the planning phase. not close to being over and has already been The draft final report contains all of the devastating. COVID-19 case numbers are recommendations issued by the task force. trending up again, thousands have died in LA These include early action items, which County and many people are out of work. We were released during the first months of the provide these recommendations recognizing pandemic. Early actions focused on timely that the incalculable physical, mental and adjustments that could help promote safety. economic impact of COVID-19 will continue Some of these early recommendations have forDRAFT months and years to come. We write these already been completed, while others are words as generational disruptions in how we still in progress. This report also introduces get around, shop, communicate and work new final recommendations. These final continue unabated with no clear roadmap recommendations are meant to (1) advance for where the future leads. mobility and equity as the agency and county Recovery is a moving target, and longing recover from the pandemic, and (2) pay for for a return to normalcy can be a powerful these improvements. coping mechanism. The Recovery Task Force offers these recommendations recognizing Figure 1 on the following page shows all of the that LA County’s “normal” was a significant early actions and final recommendations for source of the problems we now confront. quick reference. It summarizes the status of Truths we have known have become starker each as of early December 2020. and more evident as the pandemic continues.
5 figure 1: task force recommendations
> Run express buses on improved HOV/Express Lanes > Share data and information more openly and eectively > Expand broadband Proposed by > Reimagine Destination Discounts task force > Build sta capacity > Identify funding for incentives to reduce car ownership
> Accelerate networks of complete streets > Fully integrate transit > Oer incentives to reduce car ownership > Improve station amenities > Improve public engagement Implementation > Accelerate joint development started > Create green jobs and green infrastructure > Use Measure M + R ordinances > Expand revenue opportunities
> Allow mask vending > Implement visual payment on Transit app* > Increase ventilation of vehicles > Support working parents > Restore service > Fund and partner for more bike Some progress infrastructure DRAFTtowards > Promote more biking implementation > Use more customer ambassadors > Explore new mobility solutions > Use budget to advance recovery > Reimagine capital projects* > Gather data on equity and travel > Study reducing capital construction cost
> Fund safe streets > Expand cleaning and explore new methods > Distribute masks to riders Signicant > Follow online meeting protocols progress > Study new bike share models towards > Allow and promote telecommuting implementation > Install more bus lanes > Address homelessness
> Survey riders > Launch “We’re here for you” communications*on hold Accomplished
6 COVID-19 Impacts on Transportation and Mobility in LA County – Nine Months Later DRAFT
7 At the time of writing, LA County Nine months later, COVID-19 is was entering its ninth month since still not under control. A third wave COVID-19 triggered Safer at Home of cases is surging in LA County – orders in March 2020. The task a trend seen across California and force has continued to monitor nationwide as well. data and follow developments > As of November 20, 2020, LA County has on COVID-19 impacts on had 353,232 confirmed cases and 7,363 deaths. transportation and mobility in Over the past week, the county has averaged 2,672 new cases and 14 new deaths per day.1 LA County in order to ensure that The seven-day daily average testing positivity recommendations are supported rate for the county is at 5.6%.2 by data. While this continues to be > In mid-November, California recorded the an evolving crisis, we know more highest daily total of cases since the pandemic now than we did in March 2020. began. Weekly coronavirus infections across California are now almost 150% worse than Here, building upon findings from a month ago in mid-October when California the past three progress reports, are surpassed one million cases and 18,300 the latest developments that have deaths.3 As of mid-November, more than 11.5 million people have been infected and at least informed the task force’s analysis. 249,000 have died in the United States.4 As new evidence and impacts > Due to the spike in cases, California health emerge, Metro will continue to officials issued a new mandate requiring adjust how it is responding to the residents to wear face mask coverings outside pandemic and how it implements their homes. State officials also announced a rollback of county re-openings across state, recovery recommendations. affecting 94% of Californians.5 Governor DRAFTNewsom announced a curfew prohibiting nonessential activity outside the home from 10pm to 5am in effect until at least December 21, 2020.6 > Within Metro’s own workforce, as of November 17th, there have been 480 confirmed cases and three confirmed deaths to date.7
1See https://www.latimes.com/projects/california-coronavirus-cases-tracking-outbreak/los-angeles-county/ 2See http://publichealth.lacounty.gov/media/coronavirus/data/index.htm# 3See https://www.latimes.com/california/story/2020-11-17/amid-coronavirus-surge-california-issues-new-mask-mandate 4See https://www.nytimes.com/interactive/2020/us/coronavirus-us-cases.html 5See https://www.latimes.com/california/story/2020-11-17/amid-coronavirus-surge-california-issues-new-mask-mandate 6See https://www.latimes.com/california/story/2020-11-19/california-limited-stay-at-home-rules-covid-19-surge 7See https://www.metro.net/about/about-metro/metro-tracks-covid-19-cases/
8 People of color have been Working moms bear the brunt disproportionately impacted of remote learning and the closure by the coronavirus. of childcare centers. > COVID-19 has exacerbated numerous > As of September 2020, women are leaving inequities in our society, where low-income the workforce at four times the rate as men.12 residents and many non-white populations > In October 2020, a third of working aged have suffered the highest risk of death from women who are unemployed said the reason COVID-19. Latino and Black LA County was childcare demands. This is compared residents are experiencing a disproportionate to 12% of unemployed men who cited the rate of deaths. The death rate of those living same reason.13 in the lowest resource areas in LA County is four times higher than people living in > Women are more likely to shoulder the burden the highest-resources areas.8 of closed schools and day care, on top of being more likely to have lost a job during the > Differences in working and living conditions pandemic. This has long-lasting repercussions put low-income Black and Latino residents on women’s lifetime earnings, family income, at greater risk of exposure, because they are women’s representation in the labor force and more likely to be essential workers and hold gender pay equity.14 low-wage jobs that involve frequent contact with the public and require them to be at work > Women of color and single mothers are sites were health and safety precautions are the most burdened. As a result of a variety not always enforced.9 of intersecting factors, they are more likely to have the most unpredictable schedules, > Neighborhoods with large numbers of people fewest benefits and are the least able to afford per household have more than 3.7 times childcare. They also fill most of the essential the rate of confirmed COVID-19 cases per jobs that are not conducive to telework and 1,000 residents as neighborhoods where few therefore carry the most risk for exposure to residents live in tight quarters. About two- the virus.15 thirds of Californians who live in overcrowded homes are essential workers or live with at Vehicle traffic is returning faster than least one essential worker. Of those, 75% live transit ridership, and travel patterns in poverty and 92% are people of color.10 DRAFTare changing. > The LA region had the nation’s highest > Vehicle miles travelled (VMT) in the SCAG unemployment rate in June, magnifying region declined by nearly 80% in early April, existing income inequality in the region. using January 2020 levels as a benchmark. Unemployment rates were higher for lower- VMT began increasing again by mid-April, income families, at around 28%. For workers and as of August 2020, was nearing pre- in households earning above $100,000, pandemic levels.16 unemployment was at 11%. Unemployment rates for those in informal jobs, who are > A VMT analysis conducted by StreetLight often non-citizens, are as high as 20.5%. of the LA metro region found that peak Immigrants without legal status, who commuting travel behavior has changed disproportionately hold informal jobs, are tremendously. Instead of a typical sharp ineligible for traditional unemployment increase in morning travel followed insurance, an additional burden.11 by a drop and then an afternoon peak,
8See http://publichealth.lacounty.gov/media/Coronavirus/data/index.htm#info-deathrate 9See https://laborcenter.berkeley.edu/front-line-essential-jobs-in-california-a-profile-of-job-and-worker-characteristics/ 10See https://calmatters.org/projects/california-coronavirus-overcrowded-neighborhoods-homes/ and https://www.racecounts.org/covid/ 11See https://www.rand.org/blog/2020/08/la-has-the-nations-highest-unemployment-for-some-groups.html 12See https://www.npr.org/sections/coronavirus-live-updates/2020/10/02/919152104/jobs-growth-continues-to-slow-in-last-employment-report-before-election 13See https://www.nytimes.com/2020/11/17/business/economy/women-jobs-economy-recession.html?searchResultPosition=2 14See https://www.nytimes.com/2020/06/03/business/economy/coronavirus-working-women.html, https://www.census.gov/library/stories/2020/08/parents-juggle-work- and-child-care-during-pandemic.html 15See https://www.americanprogress.org/issues/women/reports/2020/10/30/492582/covid-19-sent-womens-workforce-progress-backward/ 16See http://www.scag.ca.gov/Documents/scag-COVID-19-Transportation_Impacts.pdf 9 August 2020 VMT revealed weekday traffic > This chart details the percent change in building gradually toward a more sustained weekday average usage for all of Metro’s afternoon high.17 Streetlight describes an mobility services relative to pre-pandemic additional “mini rush hour” just after lunch, usage (using February 2020 as a baseline). with a PM peak that is a longer period of A 0% change means complete recovery lighter congestion. The PM congestion of usage in the months following February, begins earlier, but ends sooner, with freeways whereas a negative percent change means returning to normal loads as much as an a reduction in usage. All services, except hour early versus the same time in 2019. for Mobility on Demand18, saw a decrease Streetlight hypothesized that the added in usage due to Safer-at-Home orders flexibility of telecommuting has allowed and changing travel patterns during for more midday trips. the pandemic.19
Systemwidefigure 2: Recove systemwidery – G recoveryrowth Index – growth (All Mo indexdes), 2020 (all modes), 2020
+80%
+60%
+40%
+20% Bus % change Pre-COVID Rail % change Bike share % change -20% ExpressLanes % change
-40% Vanpool % change Metro Parking % change -60% Mobility on Demand % change
-80%
-100% February March April May June July August September DRAFT(Base) > The pandemic resulted in a significant > Transit use in the United States has been bus and rail ridership decline starting in slower to recover than the rest of the world, March 2020 with a low of 269,356 in April and California ridership lags behind the United 2020, representing a 69% decline from States.20 However, riders are returning, albeit the forecasted non-COVID-19 April 2020 slowly. Returning riders are more likely to be ridership. Ridership increased between low-income people of color with little or no May and July 2020 as Safer at Home orders access to private vehicles.21 were relaxed and has remained steady at about 50% reduction from non-COVID-19 forecasts since then.
17See https://learn.streetlightdata.com/covid-transportation-trends 18Mobility on Demand has increased usage by 60% from February 2020 largely due to new services offered for riders. 19For a more detailed analysis of COVID-19 ridership and service level analysis, see Attachment C and Attachment D of Board Report File # 2020-0709. 20See “Monitoring adjustments to transit service during a pandemic,” Brian D. Taylor; UCLA ITS. 21See “Monitoring adjustments to transit service during a pandemic,” Brian D. Taylor; UCLA ITS.
10 This map overlays Metro’s bus service network on Equity Focus Communities22 across LA County. While Metro lost ridership across our entire service area, this map shows bus routes with the highest and lowest percent change in ridership during April and May 2020 compared to ridership levels during April and May 2019.2
figure 3: Bus Routes With The Highest and Lowest Percent Change in Ridership
DRAFT
22For information on how Equity Focus Communities are defined, see http://boardarchives.metro.net/BoardBox/2019/190920_Equity_Focus_Communities_Update.pdf 23For a more detailed analysis of COVID-19 ridership and service levels, see Attachment C and Attachment D of Board Report File # 2020-0709. 11 This map overlays Metro’s NextGen Tier 1 reduction in ridership in each service tier – and 224 bus service network on Equity the top 10 highest reductions in red and top Focus Communities across LA County. 10 lowest reductions in green – based on April This map shows bus Tier 1 and Tier 2 bus and May 2020 ridership levels compared to routes with the highest and lowest percent the same time period in 2019.25
figure 4: NextGen Tier 1 and Tier 2 Bus Routes With the Highest and Lowest Percent Reduction In Ridership
DRAFT
24To ensure the core network has consistent frequencies and span of service, NextGen categorized all bus lines into service tiers based on ridership, transit propensity, equity and overall travel demand. Each tier is assigned a frequency designation by time of day and day of week, with Tier 1 and 2 services being the most frequent and Tier 3 and 4 being the least. 25For a more detailed analysis of COVID-19 ridership and service levels, see Attachment C and Attachment D of Board Report File # 2020-0709. 12 The pandemic has had a The pandemic has caused Metro’s major financial impact on own budget to be reduced by 16.5% individual households and due to reduced sales tax revenues. small businesses, leading to > More than 70% of Metro’s revenue comes food and housing hardships. from its sales tax measures. Consumer spending in LA County directly impacts > The seasonally adjusted unemployment rate those revenues. By the beginning of April in LA County was at 12.3% in October, down 2020, spending initially plummeted by from 15.5% in September. This is compared more than 30% compared to January of this to the rate of 4.3% one year ago. LA County’s year. Spending has since risen but remains unemployment rate is still higher than the 14.3% below January levels. Consumption state unemployment rate, which is at 9.3%, is expected to remain well below trend for and the national rate of 6.9%.26 These the foreseeable future.29 numbers do not capture those who have dropped out of the job market, and figures > Metro’s adopted budget for fiscal year show the size of the labor force has declined. 2021 is $6.0 billion, a 16.5% decrease from FY20 budget of $7.2 billion. The > The leisure and hospitality industry $1.2 billion reduction represents the slow in California continues to be the most down experienced in the first quarter and contracted industry compared to projects a gradual economic recovery October 2019. through the end of the year. > As of November 9, 2020, total small business > Metro has budgeted to operate, on average, revenue in Los Angeles had decreased by at 81% of the annual pre-COVID bus and 28.5% compared to January 2020.27 rail service level while anticipating 55% > The pandemic and resulting economic of ridership.30 fallout have led to hardships, such as inability > Metro is currently projecting a decrease of to put enough food on the table, pay rent $850 million in capital dollars from FY20 or mortgage, and cover basic household to FY21. This is a one-third decrease in our expenses. Sixteen percent of Californians capital budget. This projection does not take report that children in their household were into account COVID-19 impacts beyond FY21. notDRAFT eating enough because of affordability. Twelve percent of Californians reported not > In July 2019, Metro had already estimated a being caught up on rent. Thirty-five percent $3.3 billion capital funding shortfall for four of Californians reported difficulty covering of Metro’s priority projects. These include usual household expenses.28 the Sepulveda Transit Corridor, Eastside Transit Corridor Phase 2, West Santa Ana Branch Corridor and Green Line Extension Projects. There will likely be funding shortfalls on other projects as well, due to rising construction cost estimates.
26See https://www.edd.ca.gov/newsroom/unemployment-november-2020.htm, https://www.labormarketinfo.edd.ca.gov/file/lfmonth/calpr.pdf, and https://labusinessjournal.com/news/2020/nov/20/l-county-unemployment-rate-fell-123-october-amid-m/ 27See https://www.tracktherecovery.org/ 28See https://www.cbpp.org/research/poverty-and-inequality/tracking-the-covid-19-recessions-effects-on-food-housing-and and https://covid19pulse.usc.edu/ 29See https://www.tracktherecovery.org/ 30See https://media.metro.net/2020/FY21-Adopted-Budget.pdf
13 Public health literature finds > Tests commissioned by other transit agencies, that riding public transit can be including Transport for London and Govia Thameslink Railway, have found no evidence relatively safe and infection risks are of COVID-19 on touch areas across the comparable to other public settings. transit network.33 > Early fears of rampant spread via > Public health institutions continue to surfaces like poles and turnstiles proved recommend mask wearing in public settings exaggerated, as infectious disease experts and when interacting with others who are not identified respiration as the primary members of your household in public and vector of transmission. Epidemiological private spaces in order to prevent the spread investigations traced major spreading events of COVID-19.34 overwhelmingly to venues where there is sustained conversation and/or physical exertion, like gyms, clubs and restaurants – not transit.31 > A review of public health literature by UCLA ITS finds that riding public transit during COVID-19 can be relatively safe, and the risk to riders is lower than in many other settings. This is because people generally spend less time on transit and less time speaking while riding, and are therefore less exposed to a virus than in many other settings like schools, workplaces and homes. However, safer travel does depend on several factors including mask-wearing compliance and hand hygiene, for how long and at what levels of social distancing people ride transit, vehicle sanitation and the effectiveness of air ventilation and filtration on vehicles and in stations, and the effectiveness of the DRAFT32 community-wide public health response.
31See https://www.sciencemag. org/news/2020/05/japan-ends-its-covid-19-state-emergency 32See https://escholarship.org/uc/item/1s59g67d 33See https://www.standard.co.uk/news/transport/no-covid-govia-thameslink-railway-trains-london-b71450.html?utm_source=flexmail&utm_medium=e-mail&utm_ campaign=newsfromnorthamerica6977697720201120t181158807z&utm_content=standard and https://usa.streetsblog.org/2020/11/20/studies-show-riding-transit- during-pandemic-is-safer-than-you-think/ 34See https://www.cdc.gov/coronavirus/2019-ncov/prevent-getting-sick/cloth-face-cover-guidance.html and https://covid19.lacounty.gov/face-coverings/
14 A Recovery Framework for Metro DRAFT
15 What is in the report? It is important to keep in mind that the task force is a recommending committee, not a decision-making This report contains 37 recommendations body. Decisions on whether and how to implement to help Metro respond to the COVID-19 these ideas will be made by the responsible parties. pandemic and recover after the pandemic The task force has worked in collaboration with ends. Twenty of these are Early Action multiple Metro departments to start work on early Recommendations that the Recovery Task actions and to develop implementation plans for Force identified and recommended during the final recommendations. We believe that there the spring and summer of 2020. These early is significant buy-in to advance most or all of the actions focused on the need for Metro to recommendations contained in the report. respond immediately to COVID-19 and to prepare for recovery. Since the task force How did the task force choose has already been working on early actions, this report includes progress-to-date on its recommendations? these 20 recommendations. The Recovery Task Force researched and identified a Early actions are presented in two categories large number of potential ideas and actions to help that correspond to different timelines for Metro respond to and recover from the COVID-19 response and recovery. These categories are: pandemic. We used a set of criteria to narrow them down and develop those that we thought were the 1. Respond and prepare, which is a short-term most promising and critical. The task force’s big timeframe in which Metro has focused on picture approach to recovery reflects the mix of safety for customers and staff. realism and optimism laid out in The Path Forward 2. Relaunch , which is a medium-term introduction to this report. We have tried to follow timeframe that Metro enters when the evidence of how the pandemic is impacting Metro Safer at Home orders are loosened. and LA County; to build upon Metro’s strengths and These time periods overlap to some existing efforts; and to be bold with a goal of bringing extent and will shift as the conditions back better mobility and equity. The criteria we used of the pandemic change. to pick early action recommendations and pick final recommendations were slightly different, but they During the second half of 2020, the task force can be summarized in the following list of questions. developed 17 additional recommendations. We considered whether potential recommendations: These Final Recommendations, presented hereDRAFT in draft form for public feedback, build > Fulfill the Recovery Task Force Charter? upon the early actions. They also expand > Are based on evidence of COVID-19 impacts? Metro’s recovery framework with steps that > Advance Metro’s Vision 2028 Strategic Plan? the task force believes will help Metro bring back a transportation system that is more > Advance equity? equitable, more effective and more sustainable. > Build upon Metro plans, programs and progress? Final recovery recommendations are organized > Are global best practices? into two categories – Improve Mobility and Advance Equity in LA County and Help > Are timely, feasible and fiscally responsible? Pay for these Improvements – with the following subcategories: The Recovery Task Force 1. Improve Mobility and Advance Equity Recommendations presented below: in LA County Fulfill Task Force Charter a. New and improved services b. Responsive Metro The mandate of the Recovery Task Force derives c. Vibrant future from our charter, which identifies four interrelated recovery goals. 2. Help Pay for these Improvements a. Save money b. New revenues
16 1. The task force’s first goal is to help Metro A silver lining for transportation in LA County respond to the pandemic. By respond we during the pandemic is that people are driving mean adjust how the agency is operating in less, so we have experienced a rare reduction in order to prioritize the health and safety of congestion on LA streets and freeways. Therefore, Metro customers and staff. For example, as a goal of the Recovery Task Force is to recommend evidence increased that COVID-19 is primarily ways that Metro can help improve mobility and spread through the air in enclosed areas, the keep congestion lower even after the pandemic task force proposed an early action item on wanes and the economy recovers. Many of the draft air flow to encourage consideration of open final recommendations focus on new or improved windows, safe ventilation and air exchange. services and incentives that can contribute to 2. The second goal is to help Metro recover this goal. after the pandemic. Recovery in this context Address Real-world Impacts means allowing Metro to get back to business in providing the critical services The COVID-19 Impacts section above lays out the upon which people rely. The task force data on how the pandemic has affected Metro and has supported the Service Recovery Plan LA County. Throughout the work of the task force, we developed by Metro’s Operations Department have tried to develop and adjust recommendations as a way to bring back service to stay ahead to address these real-world impacts. We have also of overcrowding – and to do so in a way that understood that the pandemic is a new and shifting aligns with the NextGen Bus Plan. crisis, which requires trying new approaches and being willing to adjust course. See figure 5 for how 3. The third goal is to help lead an equitable our recommendations are tailored to help address economic recovery for LA County. By COVID-19 impacts. economic recovery we mean aggregate trends like economic output and employment/ The impacts of the pandemic intersect unemployment levels, and individual and in diverse ways with pre-COVID Metro’s situation household measures, such as incomes, and operations. While the task force focused on savings and the ability of residents to afford specific COVID impacts, we also considered how the basics of life. An equitable economic they may potentially worsen – or ameliorate – existing recovery looks beyond average numbers to challenges and opportunities. Linked pre-existing acknowledge that some racial and ethnic challenges include: groupsDRAFT already had significantly lower > High levels of congestion and slow travel speeds incomes and wealth before the pandemic; on roads and freeways and that members of these same groups > High levels of solo driving and policies that favor have been more likely to lose their jobs drive-alone trips during the crisis or be directly affected by the virus. A number of our final recommendation > Rising car ownership and declining ridership on like Green Jobs, Destination Discounts and Metro services Incentives would help boost the economy > Worsening housing and homelessness crises in an equitable manner. > Lack of direct ability to manage streets 4. The task force’s fourth and final recovery goal to allow faster and more reliable transit is to advance mobility without congestion > High and rising construction costs for as the ‘new normal’ after the pandemic. capital projects We interpret mobility without congestion in alignment with Metro’s strategic plan vision: > Inequities in access to opportunity and mobility in both its transportation and economic meaning a. Increased prosperity for all by removing in LA County mobility barriers b. Swift and easy mobility throughout Fortunately, Metro had a number of key assets LA County, anytime and opportunities in place before COVID-19: c. Accommodating more trips through a > Transportation services like bus, rail and bike variety of high-quality mobility options share providing mobility options across much of LA County
17 Figure 5: how recovery recommendations address COVID-19 impacts
Major Covid-19 Impacts + Data Recommendations That Can Help Address Impacts COVID-19 was and remains a dangerous pandemic. Expand and innovate cleaning, increase ventilation, distribute masks to riders, allow mask vending, fund safe streets, survey riders, allow and promote teleworking, use more customer ambassadors, launch “We’re here for you” communications, restore service, better address homelessness People of color have been disproportionately impacted. Distribute masks to riders, allow mask vending, launch “We’re here for you” communications, restore service, improve public engagement and strengthen rider voices Working moms bear the brunt of remote learning. Support working parents, allow and promote teleworking, expand region’s broad infrastructure Vehicle traffic is returning faster than transit ridership. Survey riders, restore service, install more bus lanes, study new Bike Share models, promote biking, run express buses on Improved HOV and Express Lanes, accelerate network of complete streets, fully integrate transit in LA region, study how Metro can reduce capital construction costs, improve station amenities, offer incentives to reduce car ownership, allow and promote teleworking, gather more data on equity and travel patterns, accelerate Joint Development and Transit-oriented Communities Returning transit riders are more likely to be low-income Survey riders, restore service, distribute masks to riders, people of color with little or no access to private vehicles. install more bus lanes, improve station amenities, gather more data on equity and travel patterns, better address homelessness, improve public engagement and strengthen rider voices, offer incentives to reduce car ownership The pandemic has had a major negative financial impact Reimagine Destination Discounts, offer incentives to on individual households and small businesses. reduce car ownership, create green jobs and green infrastructure, accelerate Joint Development and Transit-oriented Communities, study how Metro can reduce capital construction costs, share data and information more effectively and openly The pandemic has caused Metro’s own budget to be Study how Metro can reduce capital construction costs, reducedDRAFT by 16.5% due to lower sales tax revenues. build staff capacity, use Measure M and R ordinances, expand revenue opportunities, identify funding and incentives to reduce car ownership, share data and information more effectively and openly Riding public transit can be relatively safe with mask usage. Distribute masks to riders, allow mask vending, expand and innovate cleaning, increase ventilation, use more customer ambassadors, survey riders, launch “We’re here for you” communications, install more bus lanes, accelerate network of complete streets
> Permanent sources of local funding thanks Advance Metro’s Vision 2028 Strategic to tax measures approved by voters Plan Goals > Transit system expansion underway with Metro Vision 2028 is our agency’s big picture plan to projects in construction and planning improve mobility in LA County. It includes five goals, > A strategic plan focused on improving each with specific actions and initiatives that can and expanding mobility for those who advance the goal: need it most 1. Provide high-quality mobility options that enable people to spend less time traveling 2. Deliver outstanding trip experiences for all users of the transportation system
18 3. Enhance communities and lives through Build Upon Metro Plans, Programs and Progress mobility and access to opportunity The task force did not work in a vacuum. Its 4. Transform LA County through regional members, drawn from diverse departments, are collaboration and national leadership conduits to actions that Metro is already taking to 5. Provide responsive, accountable and respond to the pandemic and to prepare for recovery. trustworthy governance within the In fact, many of the recommendations in this report Metro organization are meant to reinforce, support and build upon actions and programs that are ongoing within the All 37 of the recommendations in this report agency. The 17 final recommendations include a include a section listing which specific elements section on Current Practices, which summarizes of the Vision 2028 goals would be advanced if what Metro is already doing in relation to that topic. the recommendation is implemented. Metro has also launched a number of major new Advance Equity internal initiatives and supported some key external LA County’s economy and transportation partnerships and policies during this year of system were inequitable before COVID-19, pandemic that did not arise from this task force and the pandemic has disproportionately but strongly align with our recommendations. impacted lower income residents, Black and Internal Initiatives with Recovery Synergies Latino residents. To ensure that recovery recommendations individually and as a package Customer Experience Plan. Metro’s first Customer advance equity, the task force used a Rapid Experience Plan is going to the Board for approval Equity Assessment Tool to analyze how Metro’s in December 2020. It can help Metro understand recovery planning and actions can reduce customer perspectives during and after the pandemic 35 disparities and improve equity. In analyzing and enhance ridership. potential recovery recommendations, the Fareless System Initiative. Metro CEO Phil tool leads the task force to consider the Washington launched a new internal Metro following questions: exploratory task force that started work on September 1. Will the decision being made impact any 1, 2020, on a proposal to eliminate fares for all riders equity groups? on Metro buses and trains. Reduced or free fares can expand ridership after the pandemic.36 2. Could this present an equity opportunity? LA County Goods Movement Strategic Plan. 3. WhoDRAFT will benefit or be burdened by Metro released the draft plan for public feedback this decision? in August 2020. The importance of access to 4. How will the decision prioritize the needs products (and traffic from deliveries) has grown of historically marginalized communities during the pandemic.37 and others most impacted by the crisis? Long Range Transportation Plan. The 2020 Long 5. What are strategies to mitigate any potential Range Transportation Plan (LRTP), which lays out negative impacts of this decision? how Metro will plan, build, operate, maintain and 6. Summarize any changes to decision based partner for improved mobility in the next 30 years, on equity assessment. was adopted by the Metro Board in September 2020. These strategies can help bring mobility All 37 recommendations include an Equity without congestion. section summarizing the key takeaways on equity derived from this process. Moving Beyond Sustainability Plan. Moving Beyond Sustainability was adopted by the Board in September 2020. It provides a framework for green investments and jobs and cleaner transportation.38
35See http://metro.legistar1.com/metro/attachments/42dc3a77-de0a-46ba-bfd1-fe78aa526c6a.pdf 36See https://www.metro.net/news/media-kits/fareless-system-initiative/ 37See https://media.metro.net/2020/Goods_Movement_SP_Draft.pdf 38See http://media.metro.net/2020/Moving-Beyond-Sustainability-Strategic-Plan-2020.pdf
19 NextGen Bus Plan. The NextGen Bus Plan was Senate Bill 288 was passed and signed into law by the developed to implement a new competitive Governor in October 2020. Metro’s legislative program bus system in LA County that is fast, frequent, has included a goal of exempting transit projects from reliable and accessible. It was shaped with CEQA. This bill, which creates a two-year exemption significant rider and public input, was adopted for many transit and active transportation projects, by the Board in October 2020, and is the basis can help Metro plan and implement mobility projects for recovery recommendations on bringing back more rapidly.46 and improving bus service.39 Include Global Best Practices Traffic Reduction Study. Public outreach on the study, which is examining piloting congestion Metro’s mission is to provide a world-class pricing and providing more transportation transportation system that enhances quality of life options, was launched in 2020. Congestion for all who live, work and play within LA County. In pricing is among the most promising strategies line with the agency’s top-level goal, the task force to bring mobility without congestion.40 looked for global best practices on how Metro could respond to, recover from and advance mobility without Transit App Partnership. In May 2020, Metro congestion after the pandemic. For some issues, there 41 partnered with Transit app, to let Metro are clear world-class standards from which Metro can customers use Transit’s popular trip-planning draw lessons. In other emerging areas of response, functions. In August 2020, Transit introduced a Metro has the opportunity to help establish new best feature that predicts crowding levels on Metro practices. Each of the 37 recommendations includes a buses based on past ridership levels. These Best Practices section with a small number of examples types of features promote safety and can help that Metro can learn from and adapt to our needs. retain and grow ridership.42 Transit Oriented Communities Implementation Are Timely, Feasible and Fiscally Responsible Plan. The Transit Oriented Communities When considering early actions, the task force Implementation Plan was adopted by the considered timeliness as a key criteria since the Board in October 2020. Its implementation can focus was on immediate health and safety risks and advance equity and advance transit-supportive protections. Some of the final recommendations have communities where fewer trips are made by a longer timeline, but even for these, the task force drive-alone mode.43 prioritized recommendations for which implementation can begin soon. Political and technical feasibility ExternalDRAFT Partnerships/Policies were also important. The intent of this report is to be with Recovery Synergies bold – to recommend actions at levels necessary to APTA Recovery and Restoration Task Force. overcome the severe headwind of the pandemic. Metro CEO Phil Washington chairs this task We have balanced this goal with an analysis of feasibility force, which launched in April 2020 to develop and shaped the recommendations so that they have a roadmap for public transportation services a good chance to be implemented. Finally, to respect in the post COVID-19 pandemic world. The the budget challenges brought by COVID-19, the task APTA task force released its report in November force has sought to make the overall package 2020, with recommendations that can cross- of recommendations revenue neutral or revenue fertilize with Metro’s recovery plan.44 positive. All 37 recommendations have a Budget CARES Act. Metro supported and received section providing estimates or a discussion of funding from the federal CARES Act. The potential costs, saving or revenues. bill was signed into law in March 2020 and cushioned the economic impacts to Metro and 39 LA County residents and businesses.45 See https://www.metro.net/projects/nextgen/ 40See https://www.metro.net/projects/trafficreduction/ 41See https://thesource.metro.net/2020/05/18/metro-partners-with-transit-app-to-making- riding-and-trip-planning-easier-and-more-accurate/ 42See https://thesource.metro.net/2020/08/13/how-full-is-your-metro-bus-transit-app-will- tell-you/ 43See https://media.metro.net/2020/Metro-TOC-Implementation-Plan-Final.pdf 44See https://www.apta.com/wp-content/uploads/APTA-Task-Force-Report_11-23-2020.pdf 45See https://www.congress.gov/bill/116th-congress/house-bill/748 46See https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=201920200SB288
20 Task Force Progress to Date DRAFT
21 figure 6: steps the task force has taken
Task force launched, members selected 2020 Equity subcommittee established, task force recommends 12 early actions Task force publishes rst progress report, 2020 recommends six more early actions, begins work on early action implementation 2020 Task force publishes second progress report, holds online meetings to Task force publishes third get public and sta input progress report, recommends 2020 two more early actions and starts analyzing potential nal recommendations
Task force shares initial 2020 nal recommendations with SLT DRAFTTask force renes nal recommendations, begins developing 2020 implementation plans with relevant departments, holds second set of public and sta online meetings 2020 Task force presents draft nal recommendations to Senior Leadership Team and Board committee
Task force releases 2020 draft report and public feedback form
2020 There is a more detailed timeline, including examples of comments and questions received from members of the public and from Metro staff, in the Appendix.
22 A Sample of Actions > Adapted service in response to Safer at Home orders Metro Took Outside > Implemented COVID-19 safety customer messaging and signage of the Recovery Task > Launched the TAP mobile app which gives customers Force to Respond a safe and contactless way to pay for transit using an to COVID–19 iPhone or Apple Watch > Persisted to finalize public outreach to advance NextGen
> Increased cleaning and sanitation in facilities and on Metro’s fleet
> Expedited capital project delivery
> Implemented rear-door boarding and relaxed fare enforcement
> Received FTA Grant to test innovations in air filtration
> Launched crowding information on Transit app
> Partnered with First Five LA to provide food delivery through the Mobility on Demand Pilot Program
> Discounted Metro Micro fares in consideration of financial hardships associated with COVID-19
> Improved Access Services response time – in some cases, same day service was provided to patrons
> Created Human Resources learning tools for FFCRA Leave, reporting of COVID-19 cases and provided return to work resources DRAFT> Instituted an emergency telecommuting policy to support a low-risk workplace
> Developed a Path Forward Plan to provide guidance in transitioning our workforce back to Gateway Headquarters
> Maintained a strong communication with all labor unions through weekly meetings
> Allocated transit-related funding provided by CARES Act to regional transit agencies
> Allowed electronic bids/proposals and conducted pre- proposal/pre-bid meetings, small business and workforce events virtually
> Collaborated with business associations and local jurisdictions to share resources with small businesses and encouraged more businesses to become SBE/DBE certified
23 Early Action Recommendations
Beginning in May 2020, the task force Each recommendation consists of: recommended early actions that the > Summary of the recommendation agency could take in advance of the final > Justification on how it can help Metro recover recovery report. These were time-sensitive measures that will be more effective if they > Summary of equity impacts are implemented soon. Some of the early > Relevant goals from Metro’s Vision 2028 action items relate to immediate response Strategic Plan measures to address health and safety > Cost estimate for the item priorities. Others are steps that can help Metro prepare for and position itself > Update on what has been done on for recovery. the recommendation Note that some of these recommendations > Best practices, which are examples have already been substantially from other organizations accomplished, some are no longer needed due to changing circumstances and many areDRAFT still being pursued. We include all 20 early action recommendations in this report, along with updates, in order to be transparent and provide a full picture of the work of the Recovery Task Force.
24 Phase One: Respond and Prepare DRAFT
25 1. Survey Riders Recommendation: Update: Survey Metro customers on their current The survey was conducted May 29 – June transportation patterns and modes, future 24, 2020. A link to an online questionnaire transportation plans and overall customer was emailed to approximately 11,000 Metro experience during the COVID-19 pandemic. customers who previously filled out Metro on-board surveys over the last three years, Justification: and the response rate was 23%. The data was then weighted to match the income and race Help identify how quickly ridership may characteristics of Metro riders. recover and gain insights on customer experience priorities, including what makes Survey responses pointed to the importance customers feel safe to use our services. of masks, cleaning and disinfecting, and addressing homelessness on the system. Metro has incorporated this feedback into its Equity: efforts around mask distributions, changes Surveys can determine how different racial, in audio messages about the importance ethnic and income groups have experienced of wearing masks, and disinfection work. transportation during the pandemic and how they plan to travel in the future.
Vision 2028 Goals: 2.3 Improve customer experience at all customer touch points. 3.3 Conduct genuine public and community engagement to achieve better mobility DRAFToutcomes for the people of LA County. Cost Estimate: Costs were negligible. The effort was entirely in-house.
Best Practices: Denver RTD conducted a survey of nearly The Port Authority of Allegheny County 2,700 people that showed the public remains surveyed riders before restrictions were apprehensive about engaging in social gradually eased. A series of questions asks activities amid the spread of the coronavirus, riders whether they are aware of safety including riding RTD services. The majority precautions the agency has taken, whether of those who had not used transit in the they expect to return to work soon and how 48 past 30 days said they will take a wait- often they expect to use transit. and-see approach to the pandemic before riding again.47
47 See metro-magazine.com/management-operationsnews/738409/public-cautious-about-using-transit-rtd-survey-shows 48 See post-gazette.com/news/transportation/2020/05/13/Port-Authority-survey-increase-service-Campos-Allegheny-County-COVID-19/stories/202005130135
26 2. Fund Safe Streets
Recommendation: Vision 2028 Goals: Work with the Board to authorize Cities 1.1 Target infrastructure and service investments that received 2020 Open Street Grants to towards those with the greatest mobility needs. repurpose some or all of funding on safe/ 1.2 Improve safety on the transit system and reduce slow street programs; and explore ways to roadway collisions and injuries. encourage other LA County jurisdictions to implement safe/slow streets. 1.2 Improve connectivity to provide seamless journeys. Justification: 3.2 Catalyze transit-oriented communities and help stabilize communities where these investments Create more space for safe, distanced are made. walking and biking for transportation and recreation; showcase how road 4.1 Work with partners to build trust and make space can be repurposed for more decisions that support the goals of the Vision multi-modal transportation. 2028 Plan (including improving multi-modal transportation options). Equity: 5.1 Leverage funding and staff resources to accelerate the achievements of goals and initiatives prioritized This offers an equity opportunity to serve in the Vision 2028 Plan. low-income communities, which tend to have more overcrowding, less access to parks and open space, higher levels of Update: vehicle collisions and injuries, and fewer Metro’s Board of Directors passed Motion 40 bike lanes. To ensure marginalized implementing this idea at its May 2020 meeting.49 communities are engaged in a solution, Four cities that are grantees in the current Open Metro should encourage cities to partner Streets Grant funding cycle have approached Metro on with CBOs for outreach and education. repurposing their funding. The City of Long Beach has DRAFTrepurposed their entire funding for their local Open Cost Estimate: Streets Program. The City of Santa Monica has partially repurposing their funding. Metro is processing these This is a no-cost program since grants requests. The City of Los Angeles has also indicated have already been awarded. their intent to submit to partially repurpose funding. Other cities have decided to postpone their events.
Best Practices: Oakland Department of Transportation (OakDOT) launched a “Slow Streets” initiative designating 74 miles of neighborhood streets to bikes, pedestrians, wheelchair users and local vehicles only across the city. Oakland utilized streets identified in its 2019 bike plan update, and relied on a “light-touch” approach that leveraged volunteers and existing in-house resources.50
Philadelphia, Boston, San Francisco and Los Angeles and dozens of other cities have also enacted some amount of Slow Streets/ Safe Streets/Open Streets.
49See https://boardagendas.metro.net/board-report/2020-0375/ 50See oaklandca.gov/news/2020/city-of-oakland-announces-oakland-slow-streets- program-starting-saturday-to-enable-safer-walking-cycling 27 3. Expand and Innovate Cleaning Recommendation:DRAFT Equity: Test, adopt and publicize new cleaning Enhanced cleaning will benefit Metro’s riders who methods, such as UV, Ozone and are primarily low-income and people of color, as well autonomous robotic floor cleaners, while as riders with underlying health conditions that make also increasing publicity of existing cleaning them more at risk of COVID-19. Look for opportunities practices, especially through videos. for small and DBE businesses in any new cleaning contracts and study side effects of new cleaning Justification: methods to protect sensitive riders/staff. Testing and implementing new cleaning will advance health and safety for riders and Vision 2028 Goals: staff. Publicizing current and new cleaning 1.2 Improve safety on the transit system. practices will help inform and reassure riders 2.2 Improve legibility, ease of use and trip information currently using the system and those who (including safety and comfort) on the transit system. will be making transportation decisions as Safer At Home orders are modified. 2.3 Improve customer satisfaction at all customer Using innovative cleaning technologies will touch points. maximize productivity and offer revenue 5.6 Foster and maintain a strong safety culture. generating opportunities. For example, utilizing robotic floor cleaners allows maintenance crews additional time to clean other station areas while the autonomous robots clean and sweep floors; thereby, increasing productivity. 28 Cost Estimate: The estimated cost for enhanced cleaning is an additional $2.2 million per quarter. Best Practices: Metro also recently ordered 30 portable UV NY MTA has launched a $1M UV light tripods at a cost of $168k for testing light pilot program to kill COVID-19 on our buses, rail vehicles and facilities. on buses and trains and at stations.51 Update: Pittsburgh International Airport is Metro Operations is conducting research utilizing autonomous robots with 52 and engineering work on additional methods Ultraviolet Light Technology. to disinfect infrastructure and high touch point areas. Metro has pilot tested the use 51See https://www.cnn.com/2020/05/20/us/new-york-transit- of UV-C lights in coordination with the uv-light-trnd/index.html Environmental Protection Agency and their 52See https://www.globenewswire.com/news-re- lease/2020/05/05/2027486/0/en/ lab testing facilities. At this time, the Pittsburgh-International-Airport-to-Be- come-first-U-S-Airport-to-Utilize-Autonomous- preliminary findings using two surrogate Robots-with-Ultraviolet-Light-Technology.html viruses (MS2 and PHI6) are inconclusive for efficacy under normal cleaning conditions. An extended amount of time is needed for UV-C exposure to kill viruses which do not work within Metro’s regular cleaning protocols. Metro has elected to withhold additional purchases of UV-C units pending conclusive evidence that UV-C treatments provide effective results against the COVID-19 virus using EPA testing standards that works within Metro’s cleaning protocols. The agency is also investigating chemical disinfectantsDRAFT and other cleaning methods, including electrostatic foggers, autonomous floor cleaning and copper wrap solutions. Currently, Metro is using disinfectants on our trains, buses and facilities that have been tested by the EPA and shown residual efficacy against viruses for several weeks. Additionally, Metro is researching how to equip buses and trains with hand sanitizer dispensers. Internally, Metro’s facilities maintenance has increased the cleaning frequency for the public high touch point areas at stations, platforms and restrooms. This is important because while cleaning can be done on vehicles that are out of service, surfaces can be re-contaminated during revenue service.
29 4. Distribute Masks to Riders
Recommendation: Vision 2028 Goals: Explore ways to distribute masks to riders. 1.1 Target infrastructure and service investments Distribution of masks can focus on hot spots towards those with the greatest mobility needs. identified by bus operators, riders and public 1.2 Improve safety on the transit system. health data. 2.2 Improve legibility, ease of use, and trip information (including safety and comfort) on the transit system. Justification: 2.3 Improve customer satisfaction at all customer Distributing masks can increase compliance touch points. with face covering requirements, enhancing health benefits. It can also help avoid conflicts 5.6 Foster and maintain a strong safety culture. and uncertainty if customers try to ride without masks. Update: Metro’s Public Relations department organized mask Equity: distribution from July 6, 2020 to August 27, 2020, and This presents an equity opportunity through then again from September 8, 2020 through September focused distribution in areas with high 24, 2020. Four times a week, 22 street team members concentrations of COVID-19 cases, particularly were assigned to major bus and rail hubs, and boarded where residents lack resources to purchase trains and buses for six hours to distribute individually masks. Distribution can be accompanied packaged masks to Metro riders. Street teams were by culturally-competent education. able to reach 80 Metro bus lines and all six rail lines. The distribution strategy was based on areas with high COVID-19 case data, Equity Focus Communities and high Cost Estimate: ridership locations. Visual counts by operations suggest Approximately $25,000 a week. that distribution of masks helped increase compliance with the face-covering requirement. Beginning December DRAFT7 through December 24, 2020, 16 street team members will distribute masks to riders once again. (See the recommendations Use Budget to fund recovery for task force support of continued mask distribution.)
53See https://whyy.org/articles/septa-is-giving-masks-to-riders-after-backlash-to-face- Best Practices: covering-mandate/; As supply chains have improved, and with new CDC https://whyy.org/articles/septa-is-giving-masks-to-riders-after-backlash-to-face-covering-mandate/; https://spectrumlocalnews.com/tx/austin/news/2020/04/18/capmetro-to-distribute- guidance, several transit agencies across the nation free-masks-to-riders; have begun distributing free masks to customers. https://www.greensboro.com/news/local_news/greensboro-transit-agency-offers-free-cloth-masks- Some are relying on ambassadors to distribute, to-riders-on-thursday/article_f8fb9b3c-15ae-5e4e-8f08-7c97f20b0868.html; https://www.silive.com/coronavirus/2020/07/mta-rolls-out-ppe-vending-machines-at-some-sub- and others are installing mask dispensers on way-stations.html buses. These agencies include SEPTA, CapMetro, https://www.greensboro.com/news/local_news/greensboro-transit-agency-offers- free-cloth-masks-to-riders-on-thursday/article_f8fb9b3c-15ae-5e4e-8f08-7c97f20b0868.html; Greensboro Transit, Montgomery County’s Ride On https://www.silive.com/coronavirus/2020/07/mta-rolls-out-ppe-vending- 53 Bus System, Detroit DOT, RTC Rashoe, etc. machines-at-some-subway-stations.html 30 5. Allow Mask Vending
Recommendation: Vision 2028 Goals: Supplement mask distribution by licensing 1.1 Target infrastructure and service vendors to sell masks and potentially personal investments towards those with the hand sanitizer at some of our stations. Metro greatest mobility needs. should still continue mask distribution based 1.2 Improve safety on the transit system. on equity and need. The agency should establish a vending program with a quick 2.2 Improve legibility, ease of use, and trip process to license vendors at some stations information (including safety and comfort) where we are not distributing free masks. on the transit system. 2.3 Improve customer satisfaction at all Justification: customer touch points. There is increasing evidence that public 5.5 Expand opportunities for small and transit is fairly safe to ride if there is emerging businesses. widespread use of face coverings by riders 5.6 Foster and maintain a strong safety culture. and operators as shown in Hong Kong, etc. (See Covid Impacts Section, page 10). Allowing Cost Estimate: one mask vendor per station at some Metro stations where the agency is not distributing Depending on the program design, we may free masks will allow riders who forgot to be able to use the existing vending program bring a mask to purchase one before riding. structure and staffing at no additional cost. This program will also help mask vendors, some of whom were previously selling Update: food before sidewalk food vending was Metro’s vending program has agreed to minimal banned due to COVID-19. fees for vendors. In addition, staff is exploring issuing a limited number of permits as to not Equity:DRAFT overcrowd the vendor seller’s area. This presents an equity opportunity by supporting street vendors who tend to be low-income, immigrants and people of color. These demographics continually to be disproportionally impacted by COVID-19, especially those who have not been allowed to go back to work at their old locations. In organizing a mask vending program, Metro should take account of lessons learned from the MacArthur Park Community Market and engage street vendor leaders.
Best Practices: Cities, including Los Angeles, have waived permit processes, created more flexible rules and/or supplied infrastructure to help restaurants and other retail establishments to operate outside.54
54See https://ladot.lacity.org/coronavirus/apply-al-fresco 31 6. Implement Visual Payment on Transit App
Recommendation: Vision 2028 Goals: Rapidly introduce a contactless, visual ticket 1.1 Target infrastructure and service investments purchase and payment option in Metro’s towards those with the greatest mobility needs. new official app, Transit, as an option to 1.2 Invest in a world-class bus system that is accompany TAP card payment. To smooth reliable, convenient, and attractive to more out demand, make off-peak service free or users for more trips. discounted for a limited, promotional period when there is a rise in ridership and crowding 1.2 Improve connectivity to provide on Metro bus and rail. Note: this is not seamless journeys. intended to change enforcement practices. 1.2 Improve safety on the transit system. 2.2 Improve legibility, ease of use, and trip Justification: information (including safety and comfort) A non-contact way to pay will reduce physical on the transit system. risks and can help reassure customers. An 2.3 Improve customer satisfaction at all customer additional way to pay may also increase touch points. payments during a period in which fares are 5.6 Foster and maintain a strong safety culture. not being enforced. A limited-time promotion with free or reduced non-peak fares can help encourage customer to download the Transit Cost Estimate: app and can help reduce crowding during Revenue positive. Revenue would come from peak times. fare purchases that would not otherwise be paid (because many bus riders are not paying for rides Equity: due to rear boarding during the pandemic). This presents an equity opportunity by providingDRAFT new, safer ways to pay. These Update: modes will be accessible to all people with Launch of contactless payment on Transit app is smart phones, regardless income, race, on hold. Contactless payment option is available or other demographics, who can use the via TAP app.55 Could be revived if customers need Transit app. Metro will continue to offer additional visual payment options. options for customers who do not own smart phones. 55See https://thesource.metro.net/2020/08/27/metro-to-study-and-consider-eliminating-bus- and-rail-fares/
Best Practices: At least nine transit agencies have accelerated or started the process of introducing mobile ticketing in response to COVID-19. Greater Dayton Regional Transit Authority, for example, is already integrated with Transit, and moved up the launch of mobile ticketing to May.
32 7. Improve Online Meetings
Recommendation: Vision 2028 Goals: Metro should refresh, share and follow 1.1 Expand the transportation system as responsibly protocols for online public meetings. This and quickly as possible. should include establishing accounts with 3.3 Genuine public and community engagement to software platforms with features needed to achieve better mobility outcomes for the people ensure inclusive and equitable community of LA County. engagement, such as closed-captioning in multiple languages, chat, hand raising, polling, 4.1 Work with partners to build trust and make break out rooms, and moderation tools. To decisions that support the goals of the ensure that stakeholders who may not have Vision 2028 plan. internet access can participate, Metro should 5.4 Apply prudent commercial business practices deploy staff or vehicles and work with local to create a more efficient agency. partners, to provide free Wi-Fi hotspots and potentially laptops/tablets to help community Cost Estimate: members during online meetings. $3200 for ten Zoom licenses. Each WiFi hotspot costs $50 and can be set up at different meetings. If set up Justification: by a staff member, the cost would be time for that With public meetings having moved staffer; if the WiFi was set up on a bus it would require completely online due to the pandemic, a full shift and cost approximately $1400. Using a bus Metro should ensure that all staff and projects would only make sense if there was no other method hosting online external meetings are or location to provide a Wi-Fi hotspot. following best practices and agency protocols. Adding new software platforms to the Update: agency’s set of online meeting tools will be beneficial if they bring useful accessibility > Metro’s Communications Department purchased 10 features.DRAFT Not all LA county residents have Zoom Business Licenses to host virtual community reliable online access, so bringing hotspots meetings. Due to its successful implementation to the community can in certain cases and desire from other departments to utilize Zoom provide more opportunity for participation. as a platform for external communications, Metro’s ITS Department is in the process of purchasing 100 Zoom Enterprise accounts. Equity: > The Community Relations Department will be The combination of a virtual platform with partnering with local activity centers and community- translation and accessibility features and based organizations to provide Wi-Fi access along potential deployment of Wi-Fi hotspots with utilizing Metro-owned mobile hotspots within supports better access for marginalized targeted communities. and vulnerable communities, including those who do not have internet, those who speak > See the task force final recommendation on various languages and/or have hearing/ expanding broadband. visual impairments.
Best Practices: Washington’s Pierce Transit is launching a pilot program to provide free mobile WiFi hot spots for students who Sacramento Regional Transit do not have reliable Internet access but still need to is providing free WiFi hotspots.56 complete remote school assignments during Washington’s “Stay Home, Stay Healthy” order.57
56See https://www.kcra.com/article/ 57See https://www.metro-magazine.com/10112745/pierce-transit-using-buses-to-cre- sacramento-transit-buses-free-wi- ate-wi-fi-hot-spots-for-students fi-hot-spots/32371876# 33 8. Increase Ventilation
Recommendation: Update: Assess options to improve air flow and Typically, buses start service with all windows closed filtering to reduce risk of COVID-19 to maintain a controlled HVAC environment. If the transmission. This could include keeping patron boards a bus with operable windows, it is up bus windows open and enhancing cleaning to the patron whether windows would be kept open or and filtering of HVAC systems on vehicles, closed. This past summer, Metro tested the use of an in stations and buildings. open operator window in combination with opening the rear hatch to create more directed air flow, without Justification: overtaxing HVAC systems or compromising climate control for passengers. Findings of the open window Evidence increasingly suggests that test are under review. Staff are also considering posting transmission of COVID-19 is through airborne signs explaining the safety benefits of partially open droplets that occurs during sustained, close windows. In parallel with open window studies, staff contact of people when people cough or is exploring the possibility of increasing HVAC fresh talk loudly in enclosed spaces. Improving air intake and improving the frequency of fresh air air flow and filtering in vehicles and buildings exchange in buses during normal operations. should help reduce transmission. For Metro rail, vehicle engineering is testing a three- stage HVAC filtration system that has shown good Equity: efficacy results using and independent lab. Currently, This will help protect Metro riders, who the test results are under review with the EPA. If proven are mainly low-income persons of color. an effective means of enhanced air cleaning, vehicle engineering staff will continue to design integration for Cost Estimate: rail vehicle installation and develop cost estimates for consideration on a systemwide implementation. This is a new issue so more research is needed. There are likely associated costs to upgradeDRAFT HVAC systems and filters and add new capabilities. Best Practices: East Japan Railway encourages passengers Vision 2028 Goals: to open windows and educates them about 1.2 Improve safety on the transit system. air flow from ventilation systems, opening and closing of doors at stops, and air flow 2.2 Improve legibility, ease of use, and from windows to provide customers with trip information (including safety and reassurance. They also ask customers to comfort) on the transit system. refrain from talking while riding.58 2.3 Improve customer satisfaction at all Bus drivers in Jerusalem have been instructed customer touch points. by the Transportation Ministry to keep windows 5.6 Foster and maintain a strong open to allow for an exchange of air.59 safety culture. APTA recommends that windows be opened slightly while revenue vehicles are in use and to maximize ventilation rates on HVAC systems.60
58Akiko Ito, JREast Representative to APTA; Director, East Japan Railway Company. Via APTA. 59See https://hamodia.com/2020/03/09/coronavirus-bus-rules- windows-open-no-standing-stay-away-driver/ 60See https://www.apta.com/wp-content/uploads/COVID-19_ Transit_Guide_FINAL_04132020.pdf
34 9. Support Working Parents
Recommendation: Equity: Explore long- and short-term actions to While equally valid and important, the needs support Metro employees with children or for employees who can work from home guardianship responsibilities, including those and those who cannot are different. This who work from home and those who cannot recommendation will benefit women, as data work from home. This could include: illustrates that women have primarily taken on > Research the possibility of time off with the role of primary caregiver. (See COVID-19 pay (TOWP) donation for family leave for impacts section for data). However, this job classes that cannot telecommute recommendation may also benefit men or other (i.e. frontline staff) gendered parents. These recommendations work to support employees, including women > Create an employee resource group to and historically marginalized populations, who support working parents and guardians have familial needs that they must balance through peer-to-peer support. while working. The goal is to provide support, > Develop a Parental Support Matching flexibility and options to ensure that they can do Program to connect employees that live their job while also meeting those obligations. close for childcare support. Thoughtful consideration is being taken to > Utilize the LA County Voucher Program account for and address these disparate that serves essential workers and low- situations to ensure Metro’s support of all income families. employees and their circumstances during this pandemic, which childcare and schools > Create a supportive work culture that are closed, and elder care options are limited. reinforces compassion when supervising employees who need accommodations during this time. Vision 2028 Goals: > Create “Metro Villages” at key stations 5.7 Metro will build and nurture a diverse, DRAFTthat are supportive of distance learning/ inspired, and high-performing workforce. telecommuting in outdoor settings. Cost Estimate: Justification: Costs for this recommendation are neutral. This recommendation helps support employees with children and guardianship Update: responsibilities as they deal with new Metro is currently operating under an challenges posed by the COVID-19 crisis. emergency telework policy. Metro has provided As Metro continues operating our essential more options for employees to utilize FFCRA services, these strategies can support our leave if they choose. employees. Identifying solutions for this Metro’s Human Capital & Development employee population will assist in reducing Department is in final contract negotiations anxieties surrounding their parental and to contract a service that can assist working guardianship responsibilities, as well as parents with finding a caregiver for child, senior potentially minimizing financial stress. or household needs and assistance with long This also provides greater employee distance learning support. Additionally, Metro motivation by allowing for employees to Labor and Employee Relations is working with increase their productivity without the the labor unions on a side letter agreement, added stress of caring for family members. which will enable employees to donate leave This recommendation furthers our goals to families in need. of building a world-class workforce.
35 Phase Two: Relaunch DRAFT
36 10. Restore Service
Recommendation: Vision 2028 Goals: Restore more frequent transit service to 1.2 Improve safety on the transit system. stay ahead of demand, and retain rear-door 1.3 Develop simplified, sustainable, and comprehensive boarding as an option. pricing policies to support the provision of equitable, affordable, and high-quality transportation services. Justification: 2.2 Improve legibility, ease of use, and trip information Restoring more frequent bus and rail service (including safety and comfort) on the transit system. in stages and retaining rear door boarding 2.3 Improve customer satisfaction at all customer on buses as an option can allow physical touch points. distancing, reduce overcrowding and make transit a more competitive choice. There is 5.6 Foster and maintain a strong safety culture. evidence that service cuts during past crises led to long term reductions in ridership. Update: Metro entered Phase 1 of its four-stage service recovery Equity: plan on June 21, 2020, and added 7-8% in hours to This presents an equity opportunity by service offerings, which included adding service to 95 prioritizing more frequent service and lines (over half of Metro lines) and increased frequency 61 retaining rear door boarding on lines currently on certain select Tier 1 and Tier 2 lines. On September experiencing overcrowding, which can help 24, 2020, the Metro Board of Directors requested the essential workers and our primarily low- development of a FY 2021 Operations Recovery Plan income, riders of color through mobility outlining the decision making framework for restoring gains and health protection. service. The plan should include the financial and human resources needed at each stage of recovery. Additionally, the plan should articulate how NextGen parameters are Cost Estimate: being applied to interim service decisions, as well as IncreasingDRAFT service will have costs, but the committing to achieve NextGen’s performance outcomes early increase phased increases will still be (revenue miles, number of high-frequency lines, number less Revenue Service Hours (RSH) than pre- of people with access to frequent service), even if pre- COVID. RSH was at 7.0M annualized levels on COVID revenue service hours may not be necessary December 2019. Post-COVID, the April 2020 to achieve them. The NextGen Bus Plan was approved RSH was at 5.0M annualized levels. Phase 1 by the Metro Board of Directors on October 22, 2020, plans for 5.5M RSH annualized. with the first the first phase implementation of service changes to begin in December 2020.
Best Practices: Pittsburgh Port Authority is assigning longer, articulated buses to trips with the highest ridership to allow riders to maintain a safe distance from each other. It is also maintaining off-peak service.62
61See https://thesource.metro.net/2020/06/18/service-changes-begin-this- sunday-june-21-with-more-trips-on-95-bus-lines/ 62See post-gazette.com/news/transportation/ 2020/04/07/Port-Au- thority-nonessential- riders-COVID-19-bigger-buses-pittsburgh/ stories/202004070119 37 11. Study New Bike Share Models
Recommendation: Study options to enhance the Metro Bike Share program, with goals of more locations (especially Equity Focus Communities) and more use. Two options to study are: > Rebid contract to a third party operator or develop a business partnership to manage the program under a cost-effective or neutral configuration. > Bring Metro Bike Share operations and maintenance in-house to be performed by Metro staff.
Justification: Vision 2028 Goals: During COVID-19, Metro Bike Share has 1.1 Target infrastructure and service investments seen a lower reduction in use than Metro towards those with the greatest mobility needs. bus, rail and parking, suggesting that there is 1.2 Improve connectivity to provide seamless journeys. interest in bike share as a physically-distanced transportation option. Many cities around the 3.2 Catalyze transit-oriented communities and world are promoting biking as an alternative help stabilize communities where these investments to driving during and after the pandemic. are made. Other bike share systems in the region are 4.1 Work with partners to build trust and make struggling, providing an opportunity to decisions that support the goals of the Vision reexamine bike share in LA County. 2028 Plan (including improving multi-modal DRAFTtransportation options). Equity: 5.1 Leverage funding and staff resources to accelerate Improving bike share can enhance equity the achievements of goals and initiatives prioritized if more bikes are available in areas where in this Vision 2028 Plan. low-income residents and marginalized communities live and work. This improved Update: service should be accompanied by safety Metro’s Planning Department is managing the improvements to reduce collisions revisioning of MBS study. As part of the study, staff and injuries, which tend to be higher released an RFI in July 2020 seeking for a cost effective in those neighborhoods. Study should and expandable bike share program for the region. It examine locations, cost and payment received nine responses. Metro is currently working options and messaging/promotion to on a parallel study on the option of bike share as an diverse communities. in-house operation. Staff plan to present options to the Board in early 2021. Cost Estimate: The cost estimate will be determined as part of the study, which is being conducted Best Practices: in-house on staff time. Capital Bike Share in the Washington D.C. region has made rides of up to 30 minutes free for essential workers during the pandemic.63
63See capitalbikeshare.com/blog/essential-workers-program
38 12. Promote Biking
Recommendation: Cost Estimate: Promote the quick roll-out of more bike MAT Cycle 1 and capital projects would draw from infrastructure and bikes. This could include existing funding. An “Adopt -A-Bike”program using partnering with cities on strategies for rapid abandoned bikes is estimated at $120,000 to develop deployment of bike improvements; fully and launch. funding Metro Active Transportation Cycle 1; accelerating Measure M regional bike capital Vision 2028 Goals: projects; and developing and launching a 1.1 Target infrastructure and service investments pilot to distribute bicycles. towards those with the greatest mobility needs. Justification: 1.1 Expand the transportation system as responsibly and quickly as possible. Encouraging more cycling in Metro’s service area can help prevent overcrowding on transit. 1.2 Improve connections to provide It can also help avoid a surge in driving when seamless journeys. Safer At Home orders are lifted, contributing 1.2 Improve safety on the transit system and to Metro’s visionary strategic plan outcome of reduce roadway collisions and injuries. fewer single occupancy vehicle trips. 4.1 Work with partners to build trust and make decisions that support the goals of the Equity: Vision 2028 Plan. The MAT Program targets high-need locations, based on equity factors. In Update: supporting bike programs, Metro should learn from community recommendations related to The MAT Cycle 1 funding is going to the Board in community outreach, over-policing and racial January 2021. Metro collects 400-500 bicycles per profiling. We also recommend community month left on the Metro system and on Metro educationDRAFT to ensure safe riding, and the property. The current Metro procedure dictates that potential to donate unclaimed bikes collected unclaimed bicycles are to be sold at auction. Staff on our system and at stations to offer bicycles developed an “Adopt-a-Bike” program that would to communities of high need. allow unclaimed bicycles to be offered free of charge to LA County residents and the unhoused community who are in need of a bicycle. Metro’s Board approved the program at their August meeting.64 Bike adoptions are anticipated to begin in 2021.
Best Practices: England is reallocating public space to cyclists by widening pavements and creating cycle and bus-only Paris has plans to create 650 km (over 400 corridors. The government is investing $310 million miles) of bike lanes. Fifty km (30 miles) were toward this effort.66 rapidly installed almost overnight. Mayor Hidalgo has recently announced these Milan created 35 km of new paths for cyclists and temporary bike lanes will become permanent, pedestrians, and the Italian government introduced which vastly improves traffic flow and cycling a 70% subsidy for buying bikes.67 connectivity. The regional government in 64See https://metro.legistar.com/LegislationDetail.aspx?ID=4617385&GUID=DD Paris is also subsidizing around 500 euros F06C69-FB0F-47C2-8364-807C3C20FD28&Options=ID|Text|&Search= for residents to purchase electric bikes and 65See http://www.rfi.fr/en/france/20200701-paris-temporary-bike-lanes-to-be- 50 euros towards bike repairs. Public bike come-permanent-after-hidalgo-re-election-mayor-green-pollution-cars rentals are seeing record demand.65 66,67See https://www.nytimes.com/2020/06/12/business/paris-bicycles-com- mute-coronavirus.html 39 13. Allow and Promote Telework
Recommendation: Cost Estimate: Update Metro telework policy to allow more There are costs to purchase laptops, remote staff to telework – even after the pandemic – work software and training for employees and and engage with major employers, agencies software (approximately $2,000 per employee). and other stakeholders to promote expanded These outlays can be more than offset by teleworking and implement staggered work savings from reduced need for office space hours where feasible. outside of Metro headquarters (estimated at $13 million annually), and from reduced job turnover, which can result in savings of $10,000 Justification: to $30,000 per employee.68 Teleworking can help avoid a surge in single occupancyDRAFT vehicle trips and congestion when Vision 2028 Goals: more businesses open. It can also reduce crowding and related COVID-19 spread in 1.3 Manage transportation demand in a fair offices, and reduce costs of leases and and equitable manner. office supplies. 4.1 Work with partners to build trust and make decisions that support the goals of the Equity: Vision 2028 Plan. Expanded teleworking presents an equity 4.2 Drive mobility agendas, discussions, opportunity by expanding job opportunities and policies at the state, regional and for people with disabilities and workers who national levels. can work from home who need flexibility 5.4 Apply prudent commercial business in their work schedule to care for family practices to create a more effective agency. members. Marginalized communities tend to be less represented amongst workers that can work from home, so employers should track the demographic details of teleworkers to understand who benefits and if there are 68See https://www.gsb.stanford.edu/faculty-research/publications/does-work- unintended consequences. ing-home-work-evidence-chinese-experiment?pid=
40 Update: Best Practices: Metro is currently operating under an The U.S. federal government, the emergency telework policy, which encourages nation’s largest employer, has issued new flexibility in allowing teleworking wherever guidance on liberalizing telework and feasible. The existing teleworking guidelines, has urged other agencies to maximize provisions and procedures have been telework flexibilities.69 relaxed in order to expedite decisions regarding teleworking arrangements. LA County administers a Telework Approximately 14% of Metro’s workforce Program designed to be an innovative is currently teleworking. workplace option contributing to the improvement of work quality, increased An inter-departmental team, led by productivity, and achievement of air Human Capital & Development, has been quality and traffic reduction goals.70 collaborating to develop Metro’s new telework policy that is scheduled to go into The State of North Dakota estimates a effect in January 2021. In addition, Metro cost savings of $1.2 million a year in lease ITS has convened an internal working group savings if employees were to telework.71 to ensure that Metro and its employees are technologically enabled for an effective Large private employers, including Twitter, teleworking culture under the new policy. Amazon, Microsoft, Facebook, Google, Apple, Airbnb, Lyft, Chevron, Square, The Metro’s Shared Mobility Program has held a Washington Post, The New York Times telecommuting workshop for large employers, and the Los Angeles Times, have either included telecommuting information in encouraged or mandated employees to newsletters to employers, provided individual telework as a result of the outbreak, and assistance to employers wishing to write or some have announced that options for update telecommuting policies and is hosting remote work will be made permanent.72 a regional telecommuting workshop in January 2021. Twitter and Square have announced that employees have the option of working DRAFTfrom home indefinitely.73
69See brookings.edu/blog/the-avenue/2020/03/17/covid-19-makes- the-benefits-of-telework-obvious/ 70See https://employee.hr.lacounty.gov/wp-content/uploads/2019/12/ Telework-Procedures-4.0-Fillable.pdf 71See https://www.govtech.com/workforce/North-Dakota-Could-Re- alize-1-2M-Savings-in-Telework-Switch.html 72See latimes.com/business/story/2020-03-12/ amazon-google-work- ers-work-from-home-coronavirus 73See https://www.usnews.com/news/cities/articles/2020-06-29/how- teleworking-may-accelerate-the-shift-away-from-big-cities
41 14. Install More Bus Lanes
Recommendation: Vision 2028 Goals: Partner with local jurisdictions to accelerate 1.0 Provide high-quality mobility options that implementation of bus-only lanes and other enable people to spend less time traveling. speed and reliability measures in areas that Improving the speed and reliability of the bus Operations has identified as past congestion network will reduce transit travel times, hot spots. Pursue consistent and equitable as well as improving competitiveness with enforcement of bus-only lanes to realize the other transportation options. mobility benefits of existing and future lanes. 1.1 Target infrastructure and service investments Implementation and expansion of bus priority towards those with the greatest mobility needs. lanes, transit signal priority, all-door boarding and layover optimization are part of Metro’s 2.0 Deliver outstanding trip experiences for all Speed and Reliability toolkit. users of the transportation system. These initiatives help to move more people within the same street capacity, where currently transit Justification: users suffer service delays and reliability issues The current period of lighter than usual because of single occupant drivers. vehicle traffic offers an opportunity 3.0 Enhance communities and lives through implement more bus lanes with fewer mobility and access to opportunity. With implementation conflicts with traffic and faster transit service and improved reliability, parking. Bus-only lanes will allow greater residents have increased access to education speed and reliability, helping keep buses and employment. competitive with single occupancy vehicles. Faster travel can also contribute to more 4.0 Transform LA County through regional frequency and less crowding. Speed and collaboration and national leadership. Reliability measures are also key tools Update: within Metro’s adopted NextGen Bus Plan. LADOT, in collaboration with Metro, has installed DRAFTbus lanes and protected bike lanes on 5th Street Equity: and 6th Street in downtown Los Angeles. Metro, This approach offers an equity opportunity in coordination with LADOT, is on schedule to by prioritizing bus lanes on routes used by implement the bus signal queue jumper at 5th essential workers, who are primarily low- Street/Flower Street and curb treatments on the income people of color, and those that Aliso Street bus-only lane. Metro and LADOT connect Equity Focus Communities. To allow continue to analyze potential prioritization input from and to get information to ESL measures for other corridors, with a target to populations and riders without smart complete two to three corridors per year for bus phones, staff can streamline outreach, lanes, along with a gradual expansion of transit rapidly introduce lanes and survey riders signal priority and all door boarding. for feedback.
Cost Estimate: Best Practices: Planning and installation of bus lanes MBTA is considering adding more dedicated bus and priority measures are included in the lanes to speed up travel to meet expected demand current budget and in the NextGen Bus as ridership slowly returns and congestion returns. Plan’s capital program. MBTA believes that dedicated bus-only lanes will allow buses to move faster, allowing the buses to make more trips with people safely spread out on the buses.74
74See wbur.org/bostonomix/2020/05/11/mbta-reopening-service-plan 42 15. “We’re Here for You.”
Cost Estimate: Metro is here for $500,000 your essential trips, with safe, clean buses and trains. Vision 2028 Goals:
Stay informed at metro.net. 2.2 Improve legibility, ease of use, and trip information on the transit system. 2.3 Improve customer satisfaction at all customer touch points. 3.3 Commit to genuine public and community Recommendation: engagement to achieve better mobility outcomes Launch a communication campaign with for the people of LA County. multiple goals as Safer At Home orders are relaxed, including: Update: > boost brand and ridership Metro’s “We’re Here for You” campaign was launched > encourage use of non-SOV services in English and Spanish in July 2020 with two objectives: > encourage safe use of services let riders know what they can do to create a culture of > convey equity and that everyone is welcome safety while on the system and inform the public what Metro is doing to keep our operators and riders safe. Justification: The first objective falls under the banner of “Travel A communications campaign is an Safe” and features in-system messaging and tactics, opportunity to address and inform riders and including digital ads, social media ads, printed posters the public about how Metro is bringing back and voice announcements that reinforce wearing face more service, how riders can travel safely, and coverings, maintaining social distance when possible to refresh Metro’s brand in the context of all and washing hands. The second objective was targeted of the major changes and events of 2020. to current and lapsed riders using Facebook, Instagram DRAFTand digital display ads, and included messages about Equity: enhanced cleaning efforts, service adjustments, rear-door boarding and the bus crowding feature we This could provide an equity opportunity if the launched within the Transit app. As of September, campaign messaging and outreach is focused “We’re Here for You” has generated over 21.5 million on targeting and hearing from historically paid media impressions. The campaign is currently marginalized/underserved communities. The scheduled to run through December. Metro has also campaign should acknowledge those who adopted APTA’s Safety and Health Commitment continued using Metro services for essential program and is integrating its Seal of Commitment trips. Messaging should also reflect input from into safety related marketing.75 riders gathered through customer surveys.
Best Practices: CTA has launched a new ridership information dashboard to help customers travel smarter NY MTA has launched a “Welcome Back” PSA and more safely. The dashboard will provide Campaign as New York reopens. A public a bus crowding report that shows available service announcement that reminds customers capacity of each route is. CTA is also posting they must wear a face covering when riding new signs and stickers to encourage use of public transportation was played across 22 masks and social distancing.77 radio stations in the five borough area, in English and in Spanish.76 75See https://www.apta.com/commitments/ 76See http://www.mta.info/press-release/mta-headquarters/mta-launches- %E2%80%98welcome-back%E2%80%99-psa-campaign-new-york-reopens 77See https://www.masstransitmag.com/technology/miscellaneous/press-re- lease/21142380/chicago-transit-authority-cta-cta-launches-new-ridership- information-dashboard-customer-awareness-campaign 43 16. Use More Customer Ambassadors
Recommendation: Vision 2028 Goals: Deploy non-security staff at stations as 2.1 Improve security. customer service agents and ambassadors to 2.2 Improve legibility, ease of use, and trip encourage safe riding (mask usage, distancing, information on the transit system. etc.). The design of this program and roles for ambassadors can draw from recommendations 2.3 Improve customer satisfaction at all customer from Metro Leadership Academy teams and their touch points. capstone projects; from customer survey results; 3.3 Commit to genuine public and community and from public conversations and Metro Board engagement to achieve better mobility outcomes motions on how to improve security on Metro. for the people of LA County.
Justification: Cost Estimate: Expanding the number of non-security staff who Annual cost estimates from the leadership academy can help and interact with riders can advance proposals for staff, equipment and training vary three goals. It can help riders use services safely. depending on the source and number of staff, It can provide better customer service in general as well as equipment and training needs: and address specific concerns identified through > $55,000 for 25 repurposed FTEs customer surveys. And using more non-security > $740,000 for 25 part-time staff staff can also address concerns on disparities > $7.4 million for 50 new FTEs in policing. Staff are looking at partnering with a community Equity: organization for a pilot. This presents an equity opportunity through Update: utilizing non-law enforcement to ensure that Black, Latinx and other riders who are not Staff are working to respond to Metro Board Motion comfortable with law enforcement, feel safe #37 on re-envisioning security, and are establishing a approachingDRAFT and listening to the customer committee of community members that will provide service agents. Agents that speak various input into what an Ambassador Program would languages, are trained on cultural sensitivity look like. An internal steering committee working and instructed to focus on education will on Board Motion #37 has recently met to discuss maximize benefits for marginalized communities. program concept and and potential partnerships with community organizations. This effort is being aligned with the Fareless System Initiative.
Best Practices: Phoenix’s Valley Metro has implemented an ambassador program successfully utilizing “Customer Experience Coordinators” who engage with riders, assist them however possible as well as to support system safety, ensure station cleanliness and, ultimately, contribute to an overall positive experience for customers.78
78See https://www.valleymetro.org/news/customer-ex- perience-coordinators-welcome-riders 44 17. Explore New Mobility Solutions
Recommendation: Update: Pilot and expand alternative mobility On August 11, 2020 Metro released a Mobility services learning from Metro pilot programs Services RFI. The original due date for and plans, such as the MicroTransit and submissions was September 4, 2020, Mobility on Demand contracts. This but was extended to September 18, 2020. may include partnerships with public, Metro received 10 responses, which reflected private and community operators for a range of modes, models and perspectives complimentary programming. on the RFI’s problem statement. Staff reviewed responses, briefed members of Justification: Senior Leadership, and set up cross functional Additional mobility programs and review teams. The review teams have met services can expand transportation several times to evaluate the proposals and options, reduce crowding on some transit are developing recommendations, work plans routes with high demands and offer new and pursuing partnerships. learning on non-SOV options.
Equity: As with Metro’s on-demand pilots, this recommendation can and will prioritize Equity Focus Communities and people with challenges accessing either traditional transit or private services.
Vision 2028 Goals: 1.1DRAFT Expand the transportation system as responsibly and quickly as possible. 1.2 Improve connectivity to provide Best Practices: seamless journeys; explore opportunities LA Metro’s on-demand services for expanding access to shared, have effectively adapted and adjusted demand-responsive transportation service models to accommodate options for everyone. essential trips for customers who need 2.3 Improve customer satisfaction at to access services, such as grocery stores, all customer touch points. pharmacies and medical centers.79
Cost Estimate: Portland DOT has temporarily waived e-scooter daily fees in exchange for Spin, N/A reducing the cost of a ride by about 50%. Healthcare workers can apply online for free, unlimited 30-minute Spin rentals and a helmet.80
79See thesource.metro.net/2020/03/25/metros-mobility-on-demand- service-now-running-point-to-point-trips-within-service-zones/
80See wweek.com/bikes/2020/04/07/the-portland-bureau-of- transportation-is-slashing-fees-for-biketown-and-e-scooter-rides/
45 18. Use Budget to Advance Recovery
Recommendation: Cost Estimate: Metro’s Fiscal Year 2021 budget can advance Mask distribution costs approximately $50,000 important recovery priorities. We encourage per week. The visionary seed fund is part of that the FY21 budget: Measure M, and an initial 2-year grant program > Show a line-item for funding for would be for $1 million. the NextGen bus plan and other bus improvements. Vision 2028 Goals: > Prioritize funding for mask distribution 1.2 Invest in a world-class bus system. through the end of calendar year 2020. 5.1 Align financial resources to reflect > Accommodate the launch of the Measure M Vision 2028 plan. Visionary Seed Fund in fiscal year 2021. 5.4 Free up capacity for innovation. 5.6 Foster and maintan a strong safety culture. Justification: While Metro is facing budget challenges due Update: to the pandemic, there is still some flexibility to use funds to advance recovery. NextGen > Metro’s adopted FY2021 budget included is important both to prevent overcrowding funding levels for NextGen: “$7 million for as ridership shifts and rises; and to achieve speed and reliability improvements and other better mobility. Promoting mask wearing service enhancements; $16.3 million for station is crucial to protect riders’ and operators’ and bus plaza expansion, and $106.8million for health and to address concerns about the enhancement of service on BRT routes and other safety of using buses and trains. The Visionary transit corridors.” Seed fund is a potential tool to incentivize > Mask distribution was on pause in October and new ideas that can help Metro address November but it being resumed in December. recoveryDRAFT challenges. > In early 2021, OEI will submit a request to launch the visionary seed fund. Equity: More and better bus service and masks benefit low-income riders. The Visionary Seed fund can include an equity lens in choosing topics and submissions.
46 19. Reimagine Capital Projects
Recommendation: Vision 2028 Goals: Improve major capital projects based 1.1 Target infrastructure and service investments on criteria such as enhancing mobility towards those with the greatest mobility needs. and ridership, equity and Title VI 1.1 Expand the transportation system as compliance, and health and economic responsibly and quickly as possible. development. Projects can be examined and improved within the parameters 1.2 Invest in a world-class bus system that is of funding measure ordinances. reliable, convenient, and attractive to more users for more trips. Justification: 1.2 Improve connectivity to provide seamless journeys. Budget challenges, the economic and job benefits of capital construction, and the 3.1 Leverage its transit investments to catalyze opportunity for a new normal of mobility transit-oriented communities and help stabilize without congestion provide an opportunity neighborhoods where these investments to help projects proceed on schedule and are made. maximize their recovery impacts. 5.1 Leverage funding and staff resources to accelerate the achievement of goals and Equity: initiatives prioritized in the Vision 2028 Plan. As projects are planned and built, equity 5.2 Exercise good public policy judgment and analysis should be used to maximize the sound fiscal stewardship. benefits to and avoid harm to vulnerable populations. Analysis should include Update: Equity Focus Communities and also The Recovery Task Force’s major capital projects consider impacts to Small Business subcommittee developed an project assessment Enterprise,DRAFT Disadvantaged Business matrix tool that could help to inform decision Enterprise and Disabled Veterans making on projects within the parameters of Business Enterprise Programs. funding ordinances. The agency did not use this to determine which projects should proceed during Cost Estimate: the pandemic, but the research may be useful to The initial cost is for staff time to help maximize the benefits of capital projects. consider how recovery criteria can help improve projects.
Best Practices: King County Metro, an agency with a similarly large capital infrastructure program, has also been negatively impacted by tax revenue shortfalls. KCM has projected a 30-40% reduction in their Capital Improvement Program. To tackle this, KCM developed 81See https://www.theurbanist.org/2020/06/23/deeper-transit- criteria and is using a newly created Mobility cuts-loom-as-metro-faces-serious-financial-constraints-in-2021- Framework, an equity focused policy tool, and-2022/ and KCM’s ”Update on Metro’s COVID-19 Response and Recovery: Regional Transit Committee and Mobility & 81 to re-evaluate their capital program. Environment Committee” dated June 17, 2020 47 20. Better Address Homelessness
Recommendation: Vision 2028 Goals: Expand social service resources and 2.1 Improve security. partnerships, including on-site services, 2.3 Improve customer satisfaction at all to increase the ability to connect unhoused customer touch points. riders on the Metro system with services and housing. Explore use of Metro property 3.4 Play a strong leadership role in efforts to for transitional housing. address homelessness in LA County. 4.1 Work with partners to build trust and make Justification: decisions that support the goals of the Vision 2028 Plan. The presence of people taking non-essential trips prevents social distancing, threatens the public health of all riders and makes some Cost Estimate: feel uncomfortable. Research shows that Metro initiated new, no-cost partnerships with enforcement is not effective in addressing the Dream Center and LA Door. Substantially homelessness. Transit agencies cannot solve expanding outreach would have costs; for the problem of homelessness alone, but with benchmarking, the current main service contract the right policies, partnerships and programs, is $5 million per year. The exploration of use of they can create a safer and more comfortable Metro property is in an early stage. environment for all transit users. Additionally, helping unhoused riders find housing and Update: services contributes to Metro’s strategic plan goal 3.4 of helping solve homelessness. Metro is continuing to help place homeless riders in partnership with service providers. The agency also added two new service provider Equity: partners and has been working with Judge ThisDRAFT presents an equity opportunity by David O. Carter’s team in securing 100 beds helping unhoused people find housing and with social services at a discounted rate. Staff services, and allows essential riders to socially is reaching out to community organizations distance and reduce the public health risks. within pre-identified council districts to secure partnerships. Metro has not yet identified property on which to partner to build transitional shelters.
Best Practices: Transit agencies in Durham, Minneapolis/ St. Paul and Edmonton have helped transport homeless people to shelters during the pandemic.82
82See https://www.masstransitmag.com/safety-security/arti- cle/21132995/agencies-work-to-transport-homeless-populations-to- shelter-as-threat-of-covid19-intensifies
48 Final Recommendations
Final recommendations aim to improve Each recommendation includes: mobility and equity after the pandemic, > Summary and to help pay for these improvements. > Why is it needed? > What are the benefits? > What are the costs or cost savings? > Equity Analysis > Which Vision 2028 goals does this help implement? > What are the best practices? > Current Practices > Recommendation DRAFT> Implementation Plan
49 DRAFT New and Improved Services
50 21. Run Express Buses on Improved HOV and Express Lanes Summary: What are the benefits? Metro will work with Caltrans and elected Providing safe, reliable and efficient express bus officials to raise minimum occupancy service on HOV and Express Lanes could reduce requirements on select high-occupancy traffic congestion on freeways, specifically vehicle (HOV) lanes in LA County to explore during the peak congestion periods for long the possibility of providing the capacity distance commuters. This would encourage needed to run express and commuter buses mode shift and reduce the number of vehicles on these lanes to maximize the efficiency of on our freeways. the transportation system. Metro will also Raising the occupancy requirements for some work with Caltrans and other stakeholders to HOV lanes could mitigate degradation of the explore ways to rapidly implement planned lanes. When HOV and Express Lanes operate Express Lanes. efficiently, the entire system works more efficiently and effectively, which allows more Why is it needed? people to move faster and could benefit transit Although the pandemic temporarily services that operate on these routes. This reduced traffic on our roadways, the freeway improves the reliability and consistency of the and arterial system in LA County usually travel times and, thus, transit operations for experiences heavy recurring congestion. Metro and other providers. On congested freeway corridors in LA, HOV A more efficient system also allows incident lanes are frequently as slow as general- response to occur faster, which improves purpose lanes. Carpool occupancies are safety for all motorists. When incidents are minimal and do not effectively reduce removed quickly from the freeway, we reduce the the burden on the general purpose lanes. probability for secondary incidents to occur. Running buses on HOV lanes under current congested conditions has not encouraged DRAFT2014-2016 Statewide HOV Lane Degradation higher ridership. Year January to June July to December What are the costs or cost savings? 2014 784 lane miles (59%) 844 lane miles (63%) Major costs include: 2015 817 lane miles (62%) 874 lane miles (67%) > Staff time 2016 864 lane miles (65%) 902 lane miles (68%) > Funding Express Lanes faster > Infrastructure updates due to upgrading Equity Analysis: HOV lane occupancy requirements A rapid equity assessment of this potential > Funding for new express bus service recommendation identifies the need to ensure that low-income drivers – whether carpooling > Marketing and outreach or driving solo – have more rather than fewer > Technical analysis for HOV lane mobility options. Adding express buses could occupancy changes help this population, depending on routes and cost. Low-income discounts for Express Lanes and express buses, as well as express routes that expand vulnerable populations’ access to jobs and amenities, would help ensure equity.
51 Which Vision 2028 goals does this Current Practices: help implement? > Metro currently operates Express Lanes and 1.1 Expand the transportation system as has a strategic plan to deploy additional responsibly and quickly as possible. Express Lanes throughout the county over the next 30 years. 1.2 Invest in a world-class bus system that is reliable, convenient and attractive to > During peak hours, the Express Lanes offer more users for more trips. users a significant time savings as compared to drivers in the general purpose lanes. 1.3 Implement the ExpressLanes Tier 1 network within the next 10 years 4.2 Metro will help drive mobility agendas, morning peak drive average Average Time Savings speed (full length discussions, and policies at the state, of ExpressLane) regional and national levels. I-110 ExpressLanes 51.6mph 12.6 minutes 5.2 Metro will exercise good public policy I-10 ExpressLanes 53.2mph 13.7 minutes judgment and sound fiscal stewardship.
What are the best practices? > Several transit agencies in the region currently > For the 1984 Olympics, the SCRTD operate commuter bus service and those (one of Metro’s predecessor agencies) routes and services can be enhanced with successfully implemented additional service this recommendation. for attendees and athletes that included express buses on freeways and bus lanes on streets.83 > A 2019 redesign of express bus routes between Staten Island and Manhattan led to increased frequency and ridership.84 > Other counties in the region (San Bernardino,85 Riverside and Orange86) are starting to upgrade their HOV DRAFToccupancy levels to 3+ to improve mobility on those managed lanes. > In late 2019, Santa Clara Valley Transportation Authority in the Bay Area increased occupancy requirements in one of their Express Lanes from 2+ to 3+.87
83See http://metroprimaryresources.info/28-years-ago-this-week-the-world-returns-for-los-angeles-gold-medal-performance-in-olympic-traffic-relief/4310/ 84See https://new.mta.info/SIM-Bus-Network-Redesign 85See https://www.gosbcta.com/project/i-10-corridor-project-phase-i/ 86See https://www.ocregister.com/2019/12/10/toll-lanes-on-the-5-in-orange-county-it-could-happen-in-a-decade/ 87See https://www.vta.org/faq/what-are-carpool-occupancy-requirements
52 Recommendation: 3. Ensure that HOV lanes and Express Lanes can be easily and fairly enforced, which This potential recommendation includes may require legislation on automated several components, which would require camera enforcement. coordination with partner transit agencies and Caltrans: 4. Promote existing express and commuter bus service on HOV lanes and explore how 1. Raise the HOV occupancy requirement to to expand and implement new point-to- mitigate degradation and bring degraded point express bus service on corridors with lanes back into compliance. This could be improved occupancy requirements and on a uniform increase in Metro’s service area future Express Lanes. This could include or a freeway specific increase based on partnerships and grant funding. current conditions. 2. Explore ways to deliver Express Lanes more rapidly, which could include legislation to allow conversion of general-purpose lanes, as well as quicker funding and review of proposed new Express Lanes.
Implementation Plan:
Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget (in FTE 2021 2028 or dollars) Collaborate with Caltrans, Metro Metro Highways Staff time Congestion Reduction groups and existing taskforce convened on HOV degradation to evaluate the performance of the • • • • HOV system in LA County and identify opportunities for system improvements. Select routes for higher vehicle occupancy Metro Highways pilot project(s) combined with express with Caltrans and buses on HOV lanes to test/identify the Metro Congestion DRAFTeffectiveness of the combined use for Reduction group higher passenger throughput without • • significant impact on the general purpose lanes. Prepare a plan of action with list Metro Highways of activities to be performed, and Congestion agencies involved and their roles Reduction and responsibilities and schedule of implementation of the intended actions.
Present plan to a Steering Committee • • comprised of Metro CEO, Caltrans District 7 Director, select Metro Board Members and other key decision-makers to be identified during the process. Identify existing service opportunities to Metro Operations leverage on the selected corridors and/or (Service Planning investigate potential pilots for additional & Scheduling)
point-to-point express bus service to • • be added. Work with Metro Highways and Government Congestion Reduction to explore Relations legislation to make it easier and faster to
deliver new Express Lanes and to raise • • • occupancy requirements for HOV lanes.
53 22. Accelerate Networks of Complete Streets
Summary: What are the costs or cost savings? In order to fulfill our mission of world class Implementing more complete streets transportation, Metro needs to be able to infrastructure more rapidly could increase costs consistently, rapidly and cost-effectively in the short to medium term. Bus prioritizations impact street designs and infrastructure to measures are already included in the NextGen allow people to move through LA County capital budget so would not be new costs. And without needing to drive alone. The types of innovative, cost-effective methods of partnership complete street improvements that would and delivery considered in this recommendation benefit Metro’s mission include networks could offset some or all of remaining costs. of bus lanes, bus and light rail prioritization measures, networks of protected bike lanes Equity Analysis: and better bus stops. A rapid equity analysis of this potential recommendation indicates that low-income Why is it needed? people of color, as the majority of Metro riders, Most trips on Metro’s services are made would benefit from more bus prioritization on- or cross-surface streets. The design and and more bus stop amenities. Fatalities and conditions of streets profoundly impact injuries caused by vehicles are most prevalent customer experience, safety, travel speeds and in Equity Focus Communities, so better active ridership. Metro, however, does not typically transportation infrastructure would improve decide whether there are bus lanes on high health equity. Planning and implementation ridership routes; whether there are bike lanes processes to rapidly expand networks of that feel safe to the majority of residents; complete streets should include the input and whether bus stops are well-designed and of disadvantaged communities. dignified places to wait or just poles with blades. Partly as a result, LA County lacks full Which Vision 2028 goals does this andDRAFT effective networks of transit prioritization help implement? measures and complete streets. 1.1 Target infrastructure and service What are the benefits? investments towards those with the greatest mobility needs. If the agency had additional tools for working with jurisdictions on street design and Expand the transportation system as infrastructure, complete street networks responsibly and quickly as possible. could be implemented more consistently, 1.2 Invest in a world-class bus system. quickly and cost-effectively. This would Improve connectivity to provide provide LA County residents with more high- seamless journeys. quality transportation options. It would also reduce congestion, fatalities and injuries Reduce roadway collisions and injuries. from vehicle collisions, air pollution and 2.3 Improve customer satisfaction at all greenhouse gas emissions. customer touch points. 4.1 Work with partners to build trust and make decisions that support Vision 2028 goals. 4.2 Help drive mobility agendas, discussions and policies.
54 What are the best practices? Current Practices: > King County Metro collaborated with Metro advances and partners on complete street Seattle and other local cities on a goals in a variety of ways. RapidRide program to implement bus > Metro and the City of LA’s joint speed and speed improvements on six key corridors. reliability working group recently implemented > Transport for London manages a 350-mile a bus-only lane pilot and built two new bus- DRAFT‘red route’ network consisting of 5 percent only lanes and protected bike lane corridors of street miles within its service area that in downtown Los Angeles. 88 carry 25% of trips. > Metro is planning several BRT corridors as > Bogota, Mexico City and other Latin capital projects and identifying future BRT American metro regions have implemented corridors via a BRT Vision + Principles Study. large networks of bus rapid transit service. > Metro’s NextGen Bus Plan includes a > Transport for London invests in its own bus capital program to invest in bus stops and then uses advertising money to prioritization measures. pay back the capital investments. > Metro has a 2016 Active Transportation > The Paris region is planning to implement Strategic Plan and funds and provides hundreds of miles of cycleways to help avoid technical assistance on complete streets a surge in driving related to the pandemic. through a variety of programs.89
88See https://tfl.gov.uk/modes/driving/red-routes 89See https://www.metro.net/projects/active-transportation/
55 Recommendation: > Consider planning appropriate active transportation, BRT and light rail projects This recommendation seeks to build upon using SB288. existing efforts and to expand the toolkit of partnerships through which Metro can > Consider innovative project delivery methods encourage networks of complete streets. for complete streets, such as co-investment Options include: with cities and offering funds to cities to build out the map of priority complete > Continue the speed and reliability working street networks. group – which has a technical planning and design component and a public outreach > If discussions with partners indicate that component – on more corridors and expand Metro should play larger role on regionally- to collaborate with more jurisdictions. significant corridors, state legislation could grant Metro partial planning authority for > Bring together existing plans for different a network of major arterial streets. types of complete street infrastructure into a an internal Metro complete streets plan 90In 1924 a joint County and City commission sponsored “a comprehensive identifying priority corridors to fill gaps plan for the reconstruction of the ill-arranged collection of streets of Los Angeles into a well-ordered system of traffic arteries.” The resulting A in complete street networks. Consider Major Traffic Street Plan for Los Angeles was influential in encouraging partnering with cities on a countywide street construction and widening and in envisioning a future network of 90 grade-separated high-speed roads (the genesis of LA’s freeway network). major streets plan. A 21st century major streets plan could advance complete streets and accompanying mobility, safety and environmental benefits.
Implementation Plan:
Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget 2021 2028 or fte(s) required Continue and expand speed and reliability Operations and working group. Community • • • • Relations Create plan of complete street networks Planning, on major streets in LA County (overlaying Operations, OEI DRAFTATSP + BRT vision principles study + LRTP expanded programs and partnership concept + bus prioritization + bus stop • • transit propensity analysis + COG mobility plans). Partner with jurisdictions on better bus Service Planning, stop amenities. Community Relations, Stops and Zones and • • • • OEI, via Better Bus Working Group Partner with jurisdictions on active Planning transportation infrastructure. • • • • Convene partner cities and agencies to Planning, OEI, discuss master plan of LA county arterials. Community • Relations Explore new ways to collaboratively plan Program and fund complete streets. • • Management, OEI Pilot new way(s) to plan and fund Program complete streets. Management, • • • Planning Seek state legislation if needed to Government allow/encourage better coordination Relations, on complete streets. • • • Planning, OEI
56 23. Fully Integrate Transit in LA Region
Summary: What are the costs or cost savings? As a result of COVID-19, many transit Integrating transit throughout the region will agencies in the County of Los Angeles are take an investment of staff time as well as costs adjusting service offerings, level of service, associated with: service span and service frequency. In an > Enhanced data management and partner effort to establish an efficient and cohesive coordination through RIITS transportation network, Metro and its partners should integrate fare structure, > Updates and enhancements to SoCal 511 service provisions, as well as provide (funded through LA SAFE) customers with a single and unified > Marketing and communications location for information on transit and > New signage at shared bus stops, costs transportation services across the region. of any new coordination entities and any costs associated with updating information Why is it needed? technology With less service during the pandemic from all agencies, customers need their Which Vision 2028 goals does this transit experience to be as seamless help implement? as possible, from trip planning to trip completion. This will also help to make 1.1 Expand the transportation network the system more accessible to returning and increase mobility for all users. and new transit patrons after the economy 1.2 Invest in a world-class bus system that is reopens and people decide how to travel. reliable, convenient and attractive to more users for more trips. What are the benefits? Partner with Metrolink to increase the By leveraging existing inter-agency capacity of the regional transportation system. relationships throughout the region to Improve connectivity to provide integrateDRAFT transit service, customers will seamless journeys. experience better connectivity, avoid redundancy and spend less time traveling. 1.3 Develop simplified, sustainable and An integrated transit experience in LA County comprehensive pricing policies to support will result in better schedule coordination, the provision of equitable, affordable and improved customer experience and more high-quality transportation services. ridership across all providers. Customers 2.2 Improve legibility, ease of use and trip will be able to navigate the region with ease information on the transit system. when all information is integrated into one 2.3 Improve customer satisfaction at all customer centralized location to more effectively touch points. enable trip planning. 4.2 Drive mobility agendas, discussions Equity Analysis: and policies at the state, regional and national levels. All patrons riding transit across the region, regardless of service provider, will benefit from this recommendation because an integration of transit service, fares and information will improve the travel experience for all, especially for those who need to navigate multiple transit operators within the same trip. All transit operators should be involved in planning coordination.
57 What are the best practices? Current Practices: A number of regions in Canada, Europe and > Metro supports collaboration across Australia that, like LA County, have a mix regional service providers by convening of urban and suburban jurisdictions, have the general managers of these services on Metropolitan Transit Coordination bodies with a regular basis through ongoing “General responsibilities for transit planning, setting a Managers Meetings.” single fare and pass, marketing, procurement, > TAP offers integrated fare payment across monitoring and, sometimes, operations. 26 transit agencies in LA County. In these regions, including Toronto, Milan, Frankfurt, Stockholm and Sydney, this > Metro is currently investigating the viability coordination led to transit ridership gains.91 of going fareless on our system and decisions in this effort will impact integration regarding fare structures across the region. > Metro’s regional rail program collaborates with Metrolink. > Metro currently provides routing, scheduling and fare information for 70 transit agencies, from Santa Clarita to Riverside, providing the patron starts in LA County. Updating Metro’s trip planner to include real-time data from the other transit agencies allows consistent data. > 511 is the federal standard for traveler information, and SoCal 511 provides multi- modal transportation information across five counties (Los Angeles, Ventura, Orange, DRAFTRiverside and San Bernardino).
91See https://transweb.sjsu.edu/sites/default/files/2001-DeRobertis-Characteritistics-Effective-Metropolitan-Transit.pdf
58 Recommendation: > Work towards better integrated and more service, such as by synchronizing shakeout Fully integrating transit across the county dates and working with Metrolink to provide should be looked at in two ways: operationally more mid-day service. integrating services across cooperating service providers in the region and ensuring > Transition county service providers to one the public has one place to go for information. consistent fare (or fareless) structure. Operational integration will ensure that Customers need a unified and centralized customers have an improved and seamless location to plan their trips. To integrate transit experience while traveling across the county. information for the public, Metro should In order to effectively integrate transit service leverage and optimize 511 service to ensure in LA County, Metro should: a seamless experience for users, to potentially include touchless payment functionality > Pursue greater coordination with through a single payment tool. partner transit agencies through their General Managers.
Implementation Plan:
Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget (in FTE 2021 2028 or dollars) Create subcommittee of general managers Planning, Staff time and Metro (Operations, CP&D, TAP, RIITS, Operations with OEI, OCEO [Customer Experience]) to lead • general managers planning of integration. Consider and begin implementing Fareless FSI, OCEO, TAP Transit Initiative recommendations. • Gather data on schedules, fares and make Integration recommendations to regularize operations. • • subcommittee DRAFTDevelop 511 optimization plan based on Congestion integration plan. Reduction • • (LA SAFE) Make recommendations and take steps Integration towards seamless integration. • • • subcommittee If needed, develop and pursue legislation Integration to authorize formal Metropolitan Transit subcommittee Coordination entity. • • and Government Relations
59 24. Offer Incentives to Reduce Car Ownership
Summary: Equity Analysis: Develop a program that provides options, This recommendation will distribute benefits to such as free or discounted bikes or people in LA County who do not own vehicles or are e-bikes, mobility wallets, free transit, better willing to sell their vehicles to become car-free or bus operations and other incentives for car-light. Households in LA County without vehicles households willing to go car-free or car-light. are disproportionately low income. The intention is to fund the program through a progressive fee that Why is it needed? exempts low-income people. LA County residents have been acquiring vehicles at an unsustainable rate for many Which Vision 2028 goals does this years, and the pandemic could increase that help implement? demand, if other cities around the world are any indication. We need to incentivize more Visionary outcome of doubling share of trips by effective mobility alternatives to car ownership non-drive-alone modes. quickly in order to prevent another surge 1.3 Explore opportunities for expanding access in car purchases and provide substantial to shared, demand-responsive transportation discounts to those who choose to travel by options for everyone. other means whether by choice or necessity. 3.2 Catalyze transit-oriented communities. What are the benefits? 4.2 Drive mobility agendas, discussions and policies at the state, regional and national levels. This could potentially help shift many Angelenos away from driving as their default What are the best practices? mode, thus enabling a more equitable and sustainable transportation system for LA > This program resembles the Obama-era federal County. There would be reductions in traffic “Cash for Clunkers” program where Americans congestion, pollution, and vehicles deaths were encouraged to trade in their old vehicle to get andDRAFT injuries. Buses would move faster and a new one that would be less polluting. However, come more frequently, offering a more viable this national program was meant as a federal alternative for those who must or who choose stimulus idea to boost car purchases, which is to forgo car ownership. the opposite of the program described here. > California’s Clean Cars 4 All program was recently What are the costs or cost savings? updated to allow funds to pay for e-bikes and bike 92 A separate recommendation looks at how share program membership. to raise the funds for this idea. The cost will > Lithuania is providing incentives for people depend entirely on the size of the program to trade in their cars for scooters.93 and the amount of funding that can be > British Columbia provides a range of incentives raised. However, as a rough estimate, a new for scrapping your vehicle.94 e-bike costs $1500 and we could use that as the benchmark of what this might cost per person. If 10,000 people in LA County agree to give up their cars, the program would cost 92 See https://nextcity.org/daily/entry/scrap-and-replace-program-helps-low-income- californians-afford-cleaner-cars $15 million to get 10,000 cars off the road 93 See https://thenextweb.com/shift/2020/10/29/lithuania-cash-for-clunkers-scheme-old- and bring in 10,000 new people to transit cars-out-escooters-in-ebikes/ and other alternative modes. Compared this 94 See https://scrapit.ca/otherincentivechoices/ to the several billion dollars we spend on new rail lines that typically show ridership of less than 100,000 people per day and this appears to be a bargain.
60 Current Practices: Recommendation: Metro is currently looking at providing free Metro will develop a program that offers fares for all transit riders through the Fareless residents of LA County the opportunity to System Initiative. However, even if this sell their vehicles in exchange for a set of comes to fruition there are numerous other supplemental mobility benefits, in addition incentives this program can offer, including to the value of the vehicle (those who do not bike/scooter share discounts, TNC discounts currently own a vehicle will also be eligible for and vouchers for bikes and e-bikes. the benefits). The benefits will be contingent Metro is about to test an incentives program upon participants agreeing not to purchase called “Travel Rewards” under a grant from new vehicles for one year. Metro will research the Federal Transit Administration. This best practices to frame the benefits packages program will use a technology platform to to be offered, but they may include giving away provide incentives for people to switch away or providing vouchers for bicycles or e-bikes, from driving alone towards other modes. providing mobility wallets that enable a package This pilot program, if successful, could of mobility options, including TNC rides, free offer lessons learned for the larger program transit, bike/scooter sharing or simply free proposed here. transit. Implementation of the program will be contingent upon funding, ideas for which we propose in a separate recommendation.
Implementation Plan: Implementation Structure This project will be led by OEI in partnership with Planning and Operations.
Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget (in FTE 2021 2028 or dollars) Internal analysis. Research and analyze OEI, Planning, Staff time DRAFTpotential benefits packages that could be Operations offered in exchange for agreeing to forgo vehicle ownership. This will include a robust analysis of similar programs, such • as “Cash for Clunkers,” and their outcomes in order to divine lessons learned. Internal refinement. Circulate proposed OEI, Planning, program within Metro to receive more Operations feedback and improve the proposal. • Outreach. Bring the idea to the public Integration for additional feedback in order to subcommittee refine further. • Final recommendation. Bring final Congestion recommendation to the Board of Directors, Reduction including specific implementation plan (LA SAFE)
and direction. Further implementation will • • be contingent upon identifying funding.
61 25. Improve Station Amenities
Summary: Which Vision 2028 goal does this Test and expand amenities at transit help implement? stations including more retail, surface-level 2.3 Improve customer experience at all customer restroom facilities and technologies that touch points. enable customers to enjoy a better customer experience while also generating revenue What are the best practices? for Metro. The use of station amenities and retail is prominent Why is it needed? in metro systems worldwide, particularly in Asia.95 In some cities, the stations become destinations In order to benefit essential riders, bring unto themselves, as well as strong revenue riders back and encourage more people to generators. While this is not necessarily realistic use its services, Metro must focus on for Metro in the near-term, Metro could be a leader improving the customer experience. One of in this area in the U.S. the primary challenges to a better customer experience is the lack of amenities in our Current Practices: stations. These amenities can often be Metro Operations already has a group focused provided at no cost or with revenue potential on station improvements, and Metro recently that could help Metro’s budget. established a Test Station Working Group as a What are the benefits? component of the Integrated Station Design Solutions group. This will enable ideas for new Station amenities can be a mechanism for station amenities, received through unsolicited bringing riders back into our system, while proposals or other means, to be fast-tracked also providing existing riders with more and tested at one station location before being comfort and convenience. They can also have expanded throughout the system. Current practice the added benefit of increasing foot traffic for Metro is to not allow eating or drinking on in and near stations, which can potentially the system (though this rule is rarely enforced), improveDRAFT security. and typically Metro does not encourage selling food in stations due to the potential costs What are the costs or cost savings? associated with increased cleaning. Many station amenities can be installed with limited costs to Metro and potentially generate revenues. However, if these amenities generate trash or food waste, they could potentially increase operational costs for Metro. Other amenities without revenue streams, such as surface-level restrooms or shelters, can add both capital and operating costs. Equity Analysis: 95 See https://www.nippon.com/en/features/jg00055/; https://www.mtr.com.hk/en/ Special attention should be paid towards corporate/properties/mtrshopping_centres.html determining location, with an eye towards ensuring that equity focus communities are a priority for new amenities.
62 Recommendation: Analyze the anticipated costs and benefits of adding food and other retail that could Elevate and accelerate the development potentially increase rail maintenance costs, of passenger amenities at stations in but could also improve customer experience, order to improve the customer experience, ridership and mobility benefits. Build upon generate revenue, and increase transit Metro Systemwide Design’s analysis of the ridership. Work to solicit and test ideas global best practices, estimated costs and at the proposed test station at a rapid pace benefits of installing restroom facilities in as we emerge from the pandemic, with an strategic locations, such as transfer, terminus emphasis on equity focus communities. and high volume stations for both customers and employees. Implementation Plan: Implementation Structure This project will be divided into two separate A second component will focus on bus station implementation strategies. One component amenities off of Metro property and will be will be the installation of amenities and included in the Better Bus initiative, which retail at rail stations. This will be a joint is multi-departmental. project of Planning, OEI, Operations and the existing Test Station Working Group.
Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget (in FTE 2021 2028 or dollars) Develop and run rider survey to determine OEI, OCEO $50,000 for the types of improvements most desired (Customer survey at Rail stations and bus stops. Experience), • Planning, Operations Assess survey results and consider OEI, OCEO 1 FTE combined market outreach on highly-rated amenities (Customer through an RFI and/or pursuing Experience), implementation through an RFP Planning, Rail
or lease agreement. • Operations; DRAFTBetter Bus Working Group for bus stops Bring information to the Test Station Test Station Working Group for consideration. That Working Group group will determine which amenities for rail; Better Bus
to test, and develop Key Performance • Working Group Indicators (KPIs) – including revenues – for bus stops to measure success. Test amenities, evaluate KPIs, survey Test Station customers on their experience with Working Group, amenities, and implement highly Planning, performing amenities at more stations. Operations;
• • • Better Bus Stop Working Group for bus stops
63 DRAFT Responsive Metro
64 26. Improve Public Engagement and Strengthen Rider Voices Summary: What are the costs or cost savings? Public engagement is a framework that A small investment to enhance public engagement guides strategies and approaches that are can help improve services and projects, reduce tailored to each unique effort or community. delays in project schedules and ensure meaningful The recommendations below seek to enhance involvement in all Metro policy decisions via enhanced public engagement in all of Metro’s programs, engagement tools. These recommendations can be initiatives and projects, in order to prioritize delivered within the existing staffing framework and feedback from our customers and under- allocated FTEs within Communications. The FTE represented populations. resources assumes filling all existing vacant positions within the department. Why is it needed? COVID-19 has required alternative ways to Equity Analysis: engage with and involve the public. As we This recommendation supports the implementation continue to reach stakeholders utilizing of activities that will encourage all stakeholders to diverse methods, we want to enhance public meaningfully participate in planning and decision- engagement activities to allow for better making activities for the agency. Some populations find substantive input in Metro’s decision-making. it challenging to participate in person and/or online The enhanced public engagement will ensure meetings. Metro will seek alternative and diverse ways Metro’s Vision 2028 goals are met along with to engage these stakeholders. For example, Metro will: the agency’s Equity Platform and the Metro- > Partner with community centers or community-based adopted Public Participation Plan. organizations to offer WiFi access in targeted areas throughout LA County. What are the benefits? > Ensure all virtual meetings include telephone Enhancing public engagement activities, connections allowing stakeholders to participate tools and processes with an equity lens to via phone. ensureDRAFT all engagement activities are inclusive allows us to better understand how we can > Record proceedings so that stakeholders can view meet the needs of all our stakeholders. This is these on-demand and be able to provide comments especially important to benefit our riders and via mail, phone, email, etc. to reach and involve those stakeholders who > Host in-person and online meetings during diverse are harder to reach, have been most impacted timeframes to ensure there are various convenient by COVID-19 and have been historically times for participation from working individuals, disenfranchised from public investment. students and families. More engagement will allow Metro to develop solutions that support community needs and What are the best practices? improve the overall customer experience. Metro goes above and beyond just “checking the box” for inclusive and meaningful public engagement Which Vision 2028 goal does this activities. For all engagement programs and activities, help implement? we consider everything from ADA compliance, language 3.3 Metro is committed to genuine public needs, literacy needs, communicating in simple and and community engagement to achieve easy-to-understand terms, infographics, among many better mobility outcomes for the people other considerations. Nevertheless, there is always of LA County. room for improvement and the recommendations outlined below will go a long way in enhancing our already robust public engagement best practices.
65 Current Practices:
COMMUNITY MEETING > Stakeholders will be given a minimum of 10 days notice for all Metro- & PUBLIC HEARING hosted community meetings and public hearings. NOTICING > Notices will be provided in English and Spanish at a minimum and translated into multiple other languages as demographics indicate.
> Ads and take-one notices will be placed on adjacent buses and trains for specific area meetings whenever possible.
> Meeting and hearing materials will also be posted online for those who are unable to attend in person. Additionally, when possible, meetings will also be shared digitally using webcasts, webinars and other online platforms.
COMMUNITY MEETING > Metro-hosted community meetings and public hearings will be held at & PUBLIC HEARING ADA-compliant venues, and are accessible or convenient for transit riders LOCATIONS AND TIMES and bicyclists.
> Meetings will also be at times that are flexible around working hours, and when most convenient for stakeholders, such as at nighttime and on the weekends.
> Venues will be near the communities of interest, which can include faith- based and community-based institutions.
COMMUNITY MEETING > Community meeting materials and live translation will be provided in LANGUAGEDRAFT TRANSLATION English and other languages spoken by significant populations in the Metro’s 2019 LEP Plan Four Factor Analysis project area, as resources allow, and as outlined in Metro’s LEP Plan can be found in the Title VI Program Update, Four Factor Analysis. which will be available at metro.net/civilrights. > Language translation will be performed by fluent speakers.
> Additional languages and ADA accommodations, such as large print and Braille, will be provided upon request with at least three working days (72 hours) notice.
PUBLIC HEARING > Public hearing materials and live translation will be provided in English LANGUAGE TRANSLATION and Spanish at a minimum. & DOCUMENTATION > Other languages and ADA accommodations, such as large print and Braille, will be provided upon request with at least three working days (72 hours) notice. Language translation will be performed by fluent speakers.
> Court reporters will also document the hearing proceedings and public comments.
66 NEIGHBORHOOD/ > Metro will look at community decision-making processes through COMMUNITY LENSES several lenses, including neighborhood and community values, LA County community structures, urban and rural areas, and ethnic and cultural groups.
> Metro will pay attention to users who are underrepresented, with limited education attainment and have disabilities.
NON-TRADITIONAL > Metro will strive to use videos, pictures, examples, participatory METHODS planning tools (such as interactive maps and activities), real-life examples, art and other digital tools that may be available whenever possible to explain harder-to-decipher technical details, and increase public awareness and understanding.
ONLINE LANGUAGE > The website metro.net, which was updated within the last few years, TRANSLATION provides web visitors with transportation information assistance in seven languages in addition to English.
> Additionally, Metro will offer Google Translate on every webpage for language accessibility above Title VI requirements.
> Metro’s website content will also be ADA-accessible; it will be compatible DRAFTwith screen-reading devices for individuals with visual impairments. TELEPHONE INTERPRETATION > Metro’s Customer Care Department will provide patrons with LEP with transportation information assistance in over 200 languages by utilizing a third-party language interpretation service.
> Telephone interpretation will also be ADA accessible; Metro’s Customer Service line will be accessible with California Relay Line ddtp.cpuc.ca.gov/ default1.aspx?id=1482.
> In addition to Customer Care, Metro Rail Operations will utilize the third-party languages interpretation service to provide information and emergency response to LEP patrons who contact the Rail Operations Center (ROC) using the communication devices (G-Tel, P-Tel and E-Tel) located on rail platforms.
67 Recommendation: > Consult Community Relations staff to ensure consistency of messages and content across all > Include metrics for geographic, ethnic, Metro-organized community advisory groups (Policy income, ridership and other demographics Advisory Committee, Technical Advisory Committee, to ensure that we are reaching the most Area Service Councils, Accessibility Advisory impacted stakeholders and give voice to Committee, Public Safety Advisory Committee, etc.) those hard-to-reach communities that rely on transit by: > Include a section on Metro Board Reports for documenting public engagement activities, feedback • Using census and other available data heard and who was reached, focusing on Equity sets to create engagement guidelines Focus Communities, transit users and impacted and targets for each project stakeholders. Documenting this information will • Establishing clear priorities and weights provide valuable feedback for policy decisions. for public engagement based on levels > Implement APTA’s Seal of Commitment to ease of project benefit and potential impact rider concerns related to COVID-19. The marketing • Collecting “participant” demographic initiative will communicate a shared responsibility and mobility behavior data to ensure we between the agency and the public on delivering a are reaching the right people and getting safe, clean, healthy, reliable system utilizing video the right input and other collateral materials. • Establishing data standards for both > Deliver innovative engagement activities like: technical and public engagement a. Recognizing heroic frontline workers through efforts that inform the questions we our local artist portrait series ask, the feedback we solicit and the categorization of public comments so, b. Creatively showcasing new manners, social however and wherever stakeholders distancing and mobility stories in a fun and weigh-in, the impact of the comment is moving manner through the “We’re Here for You” equal and the analysis is consistent. marketing campaign. > Develop a comprehensive “toolkit” of > Prioritize the UX/UI overhaul of the metro.net all Metro resources for riders (Transit website. This overhaul is necessary to ensure our App, LIFE, On the Move Riders, Student/ public information is easily accessible, is presented in Senior/Unincorporated County Resident a more user-friendly/simpler to navigate manner and DRAFTFare Programs, Transit Safety Programs, contains the information that is our customers need. Customer Care numbers, etc.). Currently, • The redesigned metro.net must require modern there are various take-ones highlighting UX/UI techniques that enhance the customer each program, but there is no one piece experience and improves the efficiency of the that educates riders on all Metro programs, site for the user. projects and initiatives. • Interim changes include replacing the trip planner > Elevate the role of the legally-mandated and dynamic map from the homepage and instead Metro Citizens Advisory Committee (CAC) have three to four buttons (plan your trip, arrivals, to give a better voice to the community service alerts, and maps and schedules) that take on Metro programs, projects, initiatives customers directly to the information they are and policies. looking for. • Ensure the CAC focuses on transit > Centralize all external public-facing meetings/ riders, is diverse and represents a activities into one metro.net master calendar that cross-section of various stakeholders is easily accessible to the public. (e.g., prioritizing frequent transit > Employ creative arts and cultural strategies to expand riders who can also speak to issues public engagement and connect with communities relevant to business, community-based through innovative Metro Art programs. organizations, homeowners, renters, > Where budget permits, create incentives for in-person advocates for the environment, etc.). participation by stakeholders. These can include • Provide additional staff support to the providing refreshments, on-site children’s activities CAC so it can provide more meaningful and other support services for stakeholders and input and strengthen its voice before the families that make it easier to participate. Metro Board of Directors. 68 Implementation Plan: These recommendations will be implemented by the various units within the Communications Department. The Community Relations unit will lead the efforts in collaboration with Public Relations, Marketing, Arts & Design, Government Relations and Customer Care units, Office of Civil Rights & Inclusion, Office of Extraordinary Innovation and the Customer Experience and Equity and Race Officers.
Task/Deliverable Timeline 2021 2022 Lead Dept(s) Budget 2020 For public engagement efforts, include metrics to Community ensure impacted stakeholders and hard-to-reach Relations, communities are included in all outreach activities. • Office of Equity and Race Develop comprehensive toolkit for Metro riders. • Marketing Elevate role of the Metro Citizen Office of the CEO, Advisory Committee. Community • Relations Consult Community Relations when setting Community agendas for all Metro Advisory Committees to Relations ensure consistency of message and information. • Include Engagement Activities section on Board Relations Metro Board Reports. Office, • Communications Recognize heroic frontline workers through Arts & Design local artist portrait series. • Creatively showcase APTA Seal of Commitment and Marketing COVID-19 protocols as part of the “We’re Here For • DRAFTYou” campaign. New metro.net website with UX/UI techniques. • • Marketing $3M Centralize public-facing meetings into one master Communications calendar that is prominent on metro.net website. • Curate arts/cultural programming to foster public $500,000 engagement and advance cultural equity. • • • Create incentives for in-person participation Communications $1–2M (e.g. child care, refreshments). •
69 27. Gather More Data on Equity and Travel Patterns Summary: What are the costs or cost savings? Metro should use location-based services > Staff time from OCEO, ITS, Operations and (LBS) data to better understand and Congestion Reduction (RIITS). makes decision related to travel patterns, > Initial RIITS purchase of expanded license for LBS levels of access to key destinations and data. This is funded through RIITS for FY21 and demographics of mode share throughout license renewals will need to be budgeted annually. the region. Regional Integration of Intelligent Transportation Systems (RIITS) should Equity Analysis: purchase an expanded license of the data purchased for NextGen to allow for Collecting demographic data will help Metro identify additional use of the data and to pilot and address social disparities that exist in Metro’s enhanced data sharing and collaboration services, program and investments. Additionally, with regional partners. collecting travel pattern data will help Metro adjust transit services and programs to expand mobility and Metro should also improve collection of access to opportunity, particularly for communities demographic data across all of Metro’s facing the greatest disparities in mobility options programs and services to baseline our and access. However, we must engage impacted performance and assist in decision making communities throughout planning and decision- as we strive to offer a more equitable service, making processes to ground truth the data, plan in a investments and programs across the region. way that prioritizes positive impacts for marginalized communities, and be able to identify and mitigate Why is it needed? potential negative consequences. Without accurate data on travel patterns and demographics, it is harder to improve services Which Vision 2028 goals does this and advance equity. LBS data has proved its help implement? worth during the development of the NextGen Visionary outcome to double share of trips that are Bus Plan. Finally, as Metro works to create DRAFTnon drive-alone modes. equitable outcomes for our stakeholders, we need to collect better data in order to identify 1.1 Expand the transportation network and increase disparities and effectively measure our mobility for all users. performance and impact. 1.2 Improve LA County’s overall transit network and assets. What are the benefits? 1.3 Manage transportation demand in a Collaboration and coordination through RIITS fair and equitable manner. will lead to better decisions through data- driven processes. Demographic data can help 2.3 Improve customer satisfaction at all customer Metro understand and address key disparities touch points. in our services, programs and investments, as 3.2 Leverage transit investments to catalyze transit- well as existing countywide levels of access to oriented communities and help stabilize key destinations like jobs, health facilities and neighborhoods where these investments are made. grocery stores. Additionally, travel pattern data 5.2 Exercise good public policy judgment can help with service planning and planning and sound fiscal stewardship. better to meet the needs of our customers, improve access to key destinations and measure progress toward strategic plan goals.
70 What are the best practices? Current Practices: > Using a tenth of their Better Bus Stop > Metro purchased 2017 LBS data for NextGen budget, Minnesota’s Metro Transit paid services and many of our partner agencies community groups to do outreach in low- have been asking for access to that data, income neighborhoods of color. Metro which the current license does not allow. Transit used this qualitative data to rewrite This data buy will expand the privileges of how they prioritize bus stop improvements. the license and allow us to pilot data sharing > With data on the senior population, within the region. educational attainment, home values, race, > There are very few programs or data DRAFTpoverty, minority population, and at least collection efforts that gather data that is proxy data on workforce participation, disaggregated by race. Examples include service needs, employment prospects and the semi-annual customer satisfaction household wealth, the Atlanta Regional surveys, Metro Bike Share Surveys and the Commission (ARC) uses Equitable Target fare subsidy program applications. Areas (ETA) as the origin points to compute transit travel sheds to schools, grocery store, higher education, hospitals, libraries and parks. These travel sheds demonstrate the lack of access to community services and amenities faced by ETA residents and are used to help direct resources to areas they are most needed.
71 Recommendation: > Purchase historical travel pattern data through RIITS to refresh our knowledge of travel This recommendation seeks to obtain and patterns and other available data sources (e.g. manage more data in a well-organized cellular data); and use the comprehensive data centralized location to be used to better set for service planning and to baseline and understand travel patterns, levels of access track progress towards Strategic Plan goals. to key destinations, demographics of mode > Create a data management position within share, and user demographic data, including ITS to help manage the equity data across the race, gender, income, English proficiency and enterprise, as well as all other internal data. ability. This data will be shared within Metro and with partners across the region. This will help ensure that Metro’s decisions are based on the underlying needs and demands of the LA County residents. To do this, we recommend that Metro:
Implementation Plan:
Task/Deliverable Timeline 2021 2022 Lead Dept(s) Budget 2020 Identify what demographic data exists for Metro OCEO, ITS Staff time services and programs, and for what it is needed. • • Create a standard for demographic data collection OCEO, OCR, ITS Staff time (variables) and work with Metro programs to update their collection processes. • • Make a plan to gather demographic data where OCEO, ITS there are gaps. • Buy travel data through RIITS and include Congestion Funded DRAFTdemographic disaggregation where possible. • • Reduction through RIITS Make data available in RIITS for Metro departments Congestion Part of RIITS and partners. • Reduction contract Initiate data sharing pilot with partner agencies. Congestion Funded • • Reduction through RIITS Identify a data manager to ensure regular updates ITS and manage the collection of demographic data. • • • Leverage ESRI to develop a dashboard and ITS, OCEO analytical tools. •
72 28. Share Data and Information More Openly and Effectively Summary: Metro data will help stakeholders understand Metro’s operations and decisions. Third parties will also be Data is one of the most valuable assets in able to analyze and remix open data, which can inform the digital age and is used and generated Metro and/or our customers. throughout Metro’s business units. In order to fulfill our mission of world-class What are the costs or cost savings? transportation, Metro needs to be able to provide transparent, open and accessible Exploring and potentially developing an in-house data to the public and all staff in an equitable data management software will cost staff time short- and efficient way to allow data driven studies term, particularly for ITS and RMC, but will likely save and decision making. Collaboration through costs long term by streamlining and centralizing the information systems can make Metro’s public process for data sharing and public records requests. data easy to acquire, analyze and respond Additionally, there are potential cost savings with to. Additionally, open data practices improve developing and utilizing an in-house software by information delivery to transit customers. eliminating vendor contract payments. Why is it needed? Equity Analysis: Metro produces an immense amount of A rapid equity analysis of this potential data and information that is often siloed, recommendation indicates that effectively sharing unstructured and inaccessible to all staff data and information is beneficial to both internal and the public. As we adopt and deploy new and external stakeholders by providing critical technologies, these technologies will generate information for informed decision making. new types of data that will be key to making It is important for data to be made available effective service delivery decisions. This and be ADA accessible. recommendation will aid in Metro’s recovery, equitable economic recovery and advance Which Vision 2028 goals does this transparencyDRAFT for internal and external users. help implement? 2.2 Metro is committed to improving legibility, ease What are the benefits? of use and trip information on the transit system. Making data and information more accessible 2.3 Metro will improve customer satisfaction at all builds trust, helps identify disparities, enables customer touch points. efficiencies and cost savings in the delivery of Metro services, reduces redundant work, and 3.3 Metro is committed to genuine public and enhances equitable and sustainable outcomes community engagement to achieve better mobility by promoting collaboration and participation outcomes for the people of LA County. with citizens and stakeholders. Exploring new 4.1 Metro will work with partners to build trust and technologies and tools for data management, make decisions that support the goals of the communication and data sharing between Vision 2028 Plan. staff will enable Metro to plan and deliver 5.3 Metro will develop a transparent data management services better, faster and more effectively. policy that addresses open data, data storage, Open data sharing between departments will and data protections. empower staff with increased and informed decision-making authority where appropriate. 5.4 Metro will apply prudent commercial business Sharing data internally in a streamlined practices to create a more effective agency. process will eliminate delayed actions from requesting and waiting on information from other departments. Greater public access to
73 What are the best practices? Recommendation: > FTA Open Data Policy Guidelines identifies > Develop/update internal data management best practices from transit agencies that policy on data access, protection of personally have implemented open data practices to identifiable information and data generated improve operational efficiency and increase under Metro contracts. 96 customer satisfaction. • Deploy a digital asset management (DAM) > The City of Los Angeles’ Open Data Web system to publish and organize documents Site contains significant amounts of and reports to make them easier for staff data from city departments that can be and the public to utilize. downloaded and also visualized as maps • Develop an open data policy and data 97 and charts. portal through which the public can access information with the aim of encouraging Current Practices: transparency and innovation. As required by the California Public Records • Make Metro data and information more Act (CPRA), Metro currently identifies and open and accessible. makes public documents available for inspection during regular office hours and > Measure completion and adoption of data provides copies upon request per CPRA management policy. standards. Currently, all public records > Re-evaluate public records software contract requests for Metro records are to be with NextRequest to determine possible forwarded to the Records Management changes/upgrades and review any gaps with Center (RMC), including requests received the vendor product and Metro’s needs. by other departments. • Determine data needs to see if we can At this time, Metro encourages requests manage public records request with an for public documents can be made online in-house developed software – potential via the Public Records Request System at cost savings if software can be developed https://records.metro.net/. in-house instead of paying vendor. > Embrace open data as both a policy and DRAFTpractice across the agency. • Publish datasets to a central repository using a standardized, machine-readable format. • Publish data used for decision-making. • Engage with data users to validate and improve usability.
96See https://www.transit.dot.gov/research-innovation/fta-open-data-policy-guidelines- report-0095 97See https://data.lacity.org/
74 Implementation: Implementation Structure To reinforce existing efforts and examine new options to pursue transparent, open and accessible data, Metro could form a working group to include Information Technology Services (ITS); Records Management Center (RMC); and the Board Relations, Policy & Research departments.
Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget 2021 2028 or FTE(s) required Convene working group. ITS, RMC ½ FTE to convene and • manage Compile map, timeline and budget of Working group projects Metro is currently planning/ funding to improve data management • and sharing. Identify goals and timeline to achieve Working group key deliverables. • • Determine best path forward with developing in-house software or upgrading vendor product. • • Explore new ways to collaboratively Working group plan and fund in-house development or vendor upgrades. • • • • Develop an internal instruction manual ITS, RMC and online training for software selected. • • • Pilot new/updated data management ITS/RMC/select software/process. test users in DRAFT• • • other depts. Implement a mandatory agency-wide ITS training of software/process. • • • •
75 DRAFT Vibrant Future
76 29. Accelerate Joint Development and Transit-oriented Communities Summary: Equity Analysis: Accelerate Joint Development (JD) on The update to Metro’s Joint Development Policy can Metro property and partner with LA County help provide transit-oriented housing units at a variety jurisdictions to increase transit supportive of income levels, including for low-income individuals plans, policies and programs that capture and marginalized communities. value created by transit and promote community stabilization and equitable In addition, partnering with local jurisdictions to development around Metro stations. increase equitable transit supportive plans through an array of Metro tools and programs, such as Corridor Why is it needed? Baselines, grant writing and technical assistance, will result in equitable outcomes by embedding The public transportation system expansion equity as a process (deep and ongoing stakeholder under Measure M can bring positive engagement, equity criteria to prioritize resources) change to LA County – especially if land use and as an outcome (needs-based assessment of creates synergies with transit and active transit corridor communities’ opportunities to leverage transportation. Metro must both lead and transit investments and safeguards for protecting partner with communities across the county vulnerable populations). to leverage the benefits that come with the public transportation system, as well as guard Which Vision 2028 goals does this against potential unintended consequences, especially within vulnerable communities. help implement? TOC Acceleration supports Strategic Plan Goal 3.2 What are the benefits? by seeking to catalyze transit-oriented communities One of the most powerful ways Metro can with affordable housing and helping to stabilize improve Angelenos’ access to opportunity neighborhoods; Goal 3.4 by playing a leadership is by leveraging Metro property for housing role in addressing homelessness; Goal 3 Enhance and other community benefits and pursuing Communities and lives through mobility and access DRAFTto opportunity; and Goal 4 to transform LA County strategic partnerships with LA County jurisdictions to leverage transit investments through regional collaboration and national leadership. for equitable community development. Allowing more people to live, work, shop What are the best practices? and access community services near transit > BART’s 10-year TOD Workplan includes a top priority can help address the region’s housing crisis; strategy to: “Advance racial and economic equity grow transit ridership; expand access to by prioritizing housing for lower-income residents opportunity; and reduce drive alone trips in areas experiencing displacement, and high- and pollution. opportunity communities in the core of the system.” BART also has a goal to reach 20,000 homes on its What are the costs or cost savings? properties by 2040.98 Completion of JD projects ultimately brings > Sound Transit gives local governments, housing revenue to Metro in the form of ground lease authorities and non-profits the first offer to surplus proceeds and increased ridership. land to construct housing where 80% of the units are affordable for households below 80% AMI.99
98See https://www.bart.gov/sites/default/files/docs/BART%20TOD_Workplan_FINAL_ Spreads_200814%20Reduced.pdf 99See Sound Transit. (2018). Resolution No. R2018-10 Adopting an Equitable Transit Oriented Development Policy.
77 > The City of Los Angeles’ Transit-oriented Recommendation: Communities Policy expands density 1) Adopt updated JD Policy that: bonuses and reduces parking requirements near transit, and has resulted in more > Broadens the range of household types than 20,000 homes, nearly 5,000 of them and incomes served; deeded affordable, being permitted in the > Prioritizes communities with the deepest program’s first four years.100 need and expands benefits to support > Hong Kong MTR owns and manages more economic development; than 104,000 homes plus a large portfolio > Counteracts displacement and delivers of commercial properties, helping fund very community benefits; frequent transit service.101 > Creates a laboratory for exploring and piloting new methods for delivering housing Current Practices: quicker, more cost-effectively and more Metro’s current JD Policy was adopted in equitably; and, 2017. The current policy has a portfolio-wide > Reinvests proceeds from JD projects to goal that 35% of housing units are affordable invest in an affordable housing trust fund, to households that earn less than or equal a strategic acquisition fund and in JD to 60% of the AMI. There is currently no pilot projects. per site affordability requirement. The policy > Sets an ambitious but feasible goal for the also allows for land discounting of up to number of homes that can be constructed 30% of the market value of the land in order through JD by 2030 during the build out of to accommodate affordable units. Metro capital corridor projects in construction and currently administers the TOD Planning Grant planning; and a larger target for 2050, the Program that funds LA County jurisdictions agency’s LRTP planning horizon. to pursue transit supportive planning efforts. Metro introduced tax increment financing 2) Partner with LA County Jurisdictions to feasibility studies in the fifth round of the increase transit supportive plans, policies program. In addition, the first round of the and programs that capture value created WSAB TOD SIP Implementation Program by transit and promote community wasDRAFT launched in 2020 to support WSAB stabilization and equitable development jurisdictions to pursue the recommendations around Metro stations: outlined in the WSAB TOD SIP. > Partner with cities to complete TOC Corridor Metro has long been a trailblazer in Baseline analyses; partnering with local jurisdictions to advance > Provide LA County jurisdictions with transit supportive planning and community assistance in pursuing grant sources to development initiatives. Transit-supportive fund TOC activities; and, places are locations near transit where the use of effective and predictable transit can > Support LA County jurisdictions with annual be enhanced through appropriate patterns convenings focusing on best practices and and types of development. Research has training and technical assistance for TOC shown that the presence or absence of planning activities. certain physical design features, transit characteristics and other supportive policies can reduce driving and increase transit ridership, walking and biking.
100See https://planning.lacity.org/resources/housing-reports 101 See https://www.mtr.com.hk/archive/corporate/en/investor/annual2019/EMTRAR19.pdf
78 Implementation Plan: Implementation Structure > JD Policy Update will be led by Planning/ > TOC Implementation efforts will be led by TOC and will include internal (Real Planning/TOC and activities will encompass Estate, Corridor Planning, Community the TOD Planning Grant Program, WSAB Relations, Equity and Race and the Office TOD SIP, Baselines, and TOC Grant of Extraordinary Innovation) and external Writing and Technical Assistance Program. working groups, stakeholder engagement, Collaboration with Corridor Planning, and technical analyses. Communications, Government Relations, Office of Extraordinary Innovation, Equity and Race, and Program Management.
Task/Deliverable Timeline 2021 2022– 2031- Lead Dept(s) Budget 2020 2030 2050 or FTE(s) required JD Policy Update: Planning, Consultant Community funding in Policy paper to facilitate discussion; Relations, OCEO FY2021 budget convening/town hall to gather • • (Race + Equity), external input; updated JD Policy to Board. OEI TOC Implementation Plan: [plan adopted Planning, FY21 work Oct 2020] Community funded Relations, TOC convening/town hall to gather Government external input; Initiate Baseline solicitation, Relations, OCEO launch TOC Grant Writing and Technical • (Race + Equity), Assistance Program. OEI, Program Management Launch housing laboratory. • Planning, OEI More joint development on Measure M Planning capital project corridors. • DRAFTIncrease more joint development. • Planning
79 30. Expand Region’s Broadband Infrastructure
Summary: Which Vision 2028 goal does this At a time when digital connectivity is more help implement? important than ever, Metro should partner 1.2 Optimize speed, reliability and performance with telecommunications providers to of the existing system by revitalizing and leverage our existing real estate assets in upgrading Metro’s transit system. addition to capital project construction for placement of fiber and above ground Improve connectivity to provide facilities. This partnership should generate seamless journeys. new revenue, expanded capacity for internal 1.3 Improve legibility, ease of use and trip operations and resources to support information on the transit system. communities with improved WiFi. 3.2 Catalyze transit-oriented communities and help stabilize neighborhoods where these Why is it needed? investments are made. Given the ongoing need for social distancing, Enhance communities and lives through affordable and high quality wireless mobility and access to opportunity; connections is more important than ever. Metro can support high need communities 4. Transform LA County through regional including our riders by offering its facilities collaboration and national leadership. for co-location of telecommunications infrastructure in exchange for better service What are the best practices? for our staff andincreased connectivity In January 2020, BART and SFMTA ratified a for riders. $243 million, 20-year agreement with Mobilitie to improve cell phone connectivity and WiFi What are the benefits? coverage on the system.102 This will help with A more robust broadband network benefits customer communications and internet usage, Metro’s critical operations, the riders and and allow agencies to upgrade mobile ticketing communitiesDRAFT that we serve and by leveraging and other services. our assets we have the potential to generate significant revenue. Current Practices: > WiFi for customers with some cellphone providers What are the costs or cost savings? is available on Metro’s B and D Lines and free WiFi This partnership has the potential to is available on many Metro buses. generate significant new revenue for Metro, and to save money in other services that Metro might need to procure given existing network capacity. Equity Analysis: Benefits should be prioritized for Equity Focus Communities. Community outreach and environmental clearance should be aggressively inclusive.
102See https://www.bart.gov/news/articles/2020/news20200107
80 Recommendation: Metro should leverage its real estate assets and construction program with telecommunications partners to co-locate infrastructure, including fiber and above- ground facilities. In exchange for partnering to build a stronger network, Metro can generate new revenue, benefit from new capacity for internal network operations and offer expanded WiFi access to riders and potentially other community members.
Implementation Plan:
Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget (in FTE 2021 2028 or dollars) Assess Metro assets (properties and Operations, capital projects) and research where ITS, Congestion broadband partnerships may make sense. • Reduction, Planning, OEI Issue RFP(s) and be open to unsolicited Planning, ITS, OEI
proposals for partnerships. • Evaluate proposals and make Operations, recommendations to Metro ITS, Congestion decision makers. • • Reduction, DRAFTPlanning, OEI
81 31. Create Green Jobs and Green Infrastructure
Summary: Create new green jobs by partnering with utilities and other local agencies on sustainable energy and water infrastructure projects. Why is it needed? Green infrastructure is needed in order to meet Board-adopted goals, including the electrification of our bus fleet and the implementation of the Moving Beyond Sustainability plan. As we design and build these energy and water projects, we will create new jobs that support the regional economic recovery. What are the benefits? More jobs, better air quality, more reliable energy and water supplies to address climate change. What are the costs or cost savings? Some of these projects can be structured as P3s (such as Power Purchase Agreements for solar arrays), or partially financed through the StateDRAFT of California’s Cap-and-Trade program. Other projects can leverage existing funding for capital projects and attract grant funding. Equity Analysis: Projects that provide tangible community benefits, including improved air quality, should be prioritized for Equity Focus Communities in Metro’s service area.
Which Vision 2028 goal does this help implement? 3.1 To lift up local communities, Metro will create jobs and career pathways in transportation. 3.2 Metro will leverage its transit investment to catalyze transit-oriented communities.
82 What are the best practices? Recommendation: In May 2020, the Antelope Valley Transit Metro should continue to develop and Authority purchased 10 parcels of vacant land implement green infrastructure projects. Our near their headquarters, of which 33 acres diverse real estate assets and historic capital will be dedicated to solar in a 25-year Power program present a unique opportunity to help Purchase Agreement with Petaluma-based support the green economy and the regional REC Solar Commercial Corp.103 economic recovery with strategic investments In July 2020, WMATA reached a deal worth up that make LA County more resilient to the to $50 million over 25 years, with SunPower effects of climate change. Employment Corp. and Goldman Sachs Renewable Power opportunities advanced by these types of LLC, to install 12.8 megawatts of solar paneled projects can link to Metro career and training carports or canopies over surface lots and partnerships, and help workers transition to above parking garages at four rail stations.104 jobs in sustainable industries. Current Practices: Metro is currently expanding our green infrastructure program, including: > A forthcoming RFP for power purchase agreements at four maintenance divisions > Installing the necessary charging infrastructure for Orange Line bus electrification > Installing stormwater capture infrastructure along the Rail to Rail ATP and the Metro Orange Line > Developing a Master Plan for EV chargers at DRAFTMetro facilities for employee and public use Implementation Plan:
Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget (in FTE 2021 2028 or dollars) Assess Metro assets (properties and ECSD, capital projects) where joint sustainability Operations, projects may make sense. • Planning Issue RFP(s) and be open to unsolicited ECSD, OEI proposals for partnerships. • • • Develop and track targets, data and KPIs for sustainability projects. • • • • Consider how green energy projects can Operations, ECSD support goal of bus fleet electrification. • • • •
103See https://www.avpress.com/news/avta-board-says-yes-to-buying-solar-power- equipment/article_6f044546-eb2e-11ea-b396-3b4c5d07ad7d.html 104See https://www.wmata.com/about/news/Metro-solar-contract-announcement.cfm
83 32. Reimagine Destination Discounts
Summary: Equity Analysis: After Safer-at-Home orders are relaxed, An important objective of this program is to ensure promote ridership to businesses and that promoted venues are diverse and representative entertainment venues impacted by COVID-19, of the community, including local small and by leveraging and building on existing minority-owned businesses, and arts, culture Communications programs. and entertainment venues, as well as the people they employ. Why is it needed? This helps rebuild Metro ridership and keeps Which Vision 2028 goal does this areas around Metro stops and stations vibrant help implement? and healthy, including restaurants, sporting arenas, arts, culture and entertainment This recommendation is responsive to the following venues, and fairs and festivals. The safety and Vision 2028 goals: use of Metro stops and stations is closely tied 3.2 Metro will leverage its transit investments to to the safety and prosperity of surrounding catalyze transit-oriented communities and neighborhoods. This recommendation also help stabilize neighborhoods where these complements the NextGen Bus Plan, which investments are made. is based on data that shows that midday, evening and weekend ridership have the What are the best practices? most potential for growth. Bartable is a program that promotes venues, events and activities accessible by BART services What are the benefits? and has built a following of over 150,000 subscribers Promoting ridership to local small businesses, and followers.105 including arts and entertainment venues, can boost sales, employment and sales Current Practices: tax revenue. And it can help promote an Metro’s Destination Discounts program (at metro. equitableDRAFT economic recovery and increase net/places/destination-discounts) cross-promotes transit ridership. To make up for the likely exclusive offers and discounts available at loss of peak period ridership due to continued destinations in LA County that you can get to by telecommuting after COVID ends, this showing a valid TAP card, Metro Employee ID, program could help Metro build off-peak or LA County Employee ID. It is currently on pause ridership to destinations. due to COVID-19 but plans to restart when Safer at Home orders are relaxed. What are the costs or cost savings? Metro’s Eat, Shop, Play program (at metro. > Public Relations (PR) would require two net/eatshopplay) supports local businesses additional FTEs. in neighborhoods impacted by rail project > TBD budget and FTEs for Marketing and construction: Crenshaw, Inglewood, Beverly Hills, Arts & Design depending on size and scope Century City, Koreatown, Miracle Mile, West LA, of program. DTLA, Little Tokyo. Businesses who sign up receive a free personalized profile on the website, print and digital ads, and social media and email marketing.
105See https://bartable.bart.gov/
84 Recommendation: 5. Continue to work with the Operations Special Events Group to ensure there is Details and Options frequent, quality service to large events 1. Build on the Destination Discounts promoted by Metro. Secure sponsorships program to be ready with a robust, from major venues and events to support customer centric program that promotes shuttles and/or enhanced services to their a steady stream of relevant and compelling respective destinations, especially for discounts, destinations and contests after sports and concert venues. the pandemic eases. 6. Collaborate with business and travel 2. Review leading event listing services in organizations that support art, culture, LA, emulate best practices and develop tourism and entertainment to help LA features that provide Metro with a unique venues recover from the COVID pandemic. point of difference that makes the program 7. Work interdepartmentally to utilize all a “go-to” place for event listings for transit- Metro communication assets, including oriented Angelenos. Work with County media relations, advertising campaigns, Counsel as needed to establish event partnership programs, web, apps, email, listings as a legitimate Metro strategy to social media and digital signs and posters increase off-peak ridership on the system. on the Metro system. 3. Conduct focus groups and/or surveys to 8. Piggyback on existing Community test potential new program features and Relations work in Metro neighborhoods. determine an optimal path forward after the COVID-19 pandemic eases. 9. Develop a rider engagement strategy that encourages riders to recommend 4. When screening potential partners, give their favorite destinations to other Metro extra consideration to businesses and lovers via Destination Discounts and organizations that have been impacted share their experiences taking Metro by the COVID-19 crisis, as well as entities to featured destinations. impacted by Metro construction. 10. Continue to promote transit-friendly destinations and educate riders about DRAFTnew destinations along Metro system.
85 Implementation Plan: The Metro Destinations Program will > Equity and Race promote ridership and enhance outreach • PR will explore alternative tactics to attract local, strategies by leveraging the promotional small and minority-owned business participation. channels and assets of external brands > County Counsel and organizations. Beyond the Destination • PR will explore paths to create an event listing site. Discounts program, Public Relations will explore additional programmatic strategies > Marketing & Customer Experience that allow for a more equitable and diverse • PR will work with Customer Insights & Strategy array of destinations promoted by Metro. team to conduct focus groups/surveys to test This initiative will be led by Public Relations’ new program features. Special Events & Partnerships team, in collaboration with the following departments:
Task/Deliverable fy21 fy22 fy22 fy22 fy22 fy23 Lead Dept(s) Budget q4 q1 q2 q3 q4 q1 or FTE(s) required Develop expanded plan to Communications – relaunch the program when Public Relations LA County reopens. • Hire full-time employees. Communications – 1 FTE • Public Relations Rename Destination Discounts Communications – to Metro Destinations. • Public Relations Redesign the new Metro Communications – Destinations website. • Public Relations Develop a B2B and B2C strategy. Communications – • • Public Relations Develop an interdepartmental Communications – outreach strategy. • Public Relations DRAFTHire FTE to implement programs. Communications – 1 FTE • Public Relations
86 DRAFT Help Pay for These Improvements
87 33. Study How Metro Can Reduce Capital Construction Costs Summary: Which Vision 2028 goals does this Metro will study our own major capital help implement? projects and best practices from across the 1.1 Expand the transportation system as responsibly industry to develop specific recommendations and quickly as possible. to reduce future costs and gain more cost-certainty. 1.2 Improve connectivity to provide seamless journeys. 3.3 Commit to genuine public and community Why is it needed? engagement to achieve better mobility outcomes Transportation construction costs are high for the people of LA County. and rising in the United States. Increasing 4.1 Work with partners to build trust and make construction project costs coupled with the decisions that support the goals of the uncertainty of these costs is a serious issue Vision 2028 Plan. that threatens to slow Metro’s ability to deliver 4.1 Drive mobility agendas, discussion and policies capital projects. Even if there are no easy at the state, regional and national levels. answers, identifying recurring cost driving factors and learning from industry trends and 5.2 Exercise good public policy judgment and sound best practices can help Metro deliver mobility fiscal stewardship. benefits sooner. 5.4 Apply prudent commercial business practices to create a more effective agency. What are the benefits? Reduction of costs for major capital projects What are the best practices? would allow Metro to expand the system more Construction costs vary worldwide and some are driven quickly, thereby increasing accessibility and by location-specific market conditions and policy service to more customers, achievement of requirements. Construction costs for transportation greater connectivity and advancement of the projects in the United States are generally high. agency’sDRAFT goal of better mobility for all. Metro can learn lessons from its own projects, as well as from high-cost-of-living regions with lower capital What are the costs or cost savings? construction costs, such as Stockholm, which has lower The initial cost is Metro’s staff time, than global average costs and Paris and Tokyo, which 106 contributed by existing staff, to begin the have close-to-world-average costs. process of moving the recommendation forward. Support staff may eventually be necessary. Equity Analysis: A rapid equity analysis of this recommendation identified that the agency should not attempt to cut project costs by reducing accessibility features like elevators or tactile wayfinding. It also raised the possibility that if Metro is able to reduce capital construction costs, some portion of the savings could help improve equity by being reinvested in services or amenities in Equity Focus Communities.
106See https://pedestrianobservations.com/2020/08/01/case-selection/
88 Current Practices: Recommendation: Program Management has started taking This recommendation proposes that Metro, led by steps to identify and reduce costs through Program Management, work to further develop and the following measures: implement cost reduction and cost certainty measures. > Implementation of Project Readiness The goal is to identify, explore and implement Reviews and development of Project cutting-edge cost reductions strategies, which will, Risk Registers at a minimum, enhance transit expansion and Capital Program Management by leveraging institutional > Establishment of a team to collaborate knowledge, peer review, greater fiscal resource with Planning management and stakeholder partnering (internal and > Implementation of a Peer Review study external) to deliver a world-class transit system that > Launch of first formal value engineering serves as an industry model. Cost reduction and cost study for East San Fernando Valley certainty measures that could be investigated include: > Re-examination of delivery methods > Doing more advanced utility relocation and geotechnical studies > Ongoing engagement with the City of Los Angeles at a high level to work > Ensuring master construction contracts are in through issues, which have substantial place and updated before construction cost implication on Metro projects > Exploring additional contracting methods, including > Currently engaged in academic design-bid-build, breaking contracts into smaller studies on cost and utilizing this components, and more in-house design info to develop solutions > Pursuing value engineering (that does not negatively impact safety and customer experience), including number of stations, station spacing and standard station designs > Analyzing feasibility of more cut-and-cover construction DRAFT> Expanding in-house staffing for more in-house project management and design and potentially less change orders > Better integrating planning, program management and operations across all phases of capital projects > Exploring ways to expand competition (number of bidders) in LA market > Examining regulatory cost drivers > Allocating risks to maximize benefits to Metro and reduce construction costs > Others to be identified
89 Implementation Plan: Implementation Structure Program Management has already begun substantial work in the identification of factors contributing to rising capital project costs, as well as the development and implementation ofDRAFT strategies to examine and address capital project cost concerns. It is recommended that an effort be led by Program Management with participation of other department (Planning, Operations, V/CM, OEI).
Task/Deliverable fy21 fy21 fy22 fy22 Lead Dept(s) Budget q1–2 q3–4 q1 q2 or FTE(s) required Establish Capital Project Cost Led by Program Management w/ Reduction Strategy Study group. Planning, Operations, V/CM, OEI, • other departments as necessary Analyze Metro projects for lessons Study group and engage with peer agencies. • • • Develop position paper with Study group recommendations. • • • Present position paper and Program Management w/study group recommendations to CEO, SLT and Board. •
90 34. Build Staff Capacity
Summary: What are the costs or cost savings? Pursue savings from using staff for more There are several considerations to hiring more work, while maintaining use of consultants staff including: market conditions (and associated for specialized tasks, surges in work or salaries) for professional staff, availability of staff when there is specific benefit. with approximate qualifications and experience, staffing procurement lead-in times, Small Business Why is it needed? Enterprise (SBE)/Disadvantaged Business Due to the current economic downturn Enterprise (DBE)/Disabled Veteran Business and fiscal outlook Metro is facing, better Enterprise (DVBE) flexibility of using consultant utilization of our in-house resources will staff on as-needed basis, long term human preserve jobs and save money. Throughout resources costs related to Metro staff benefits, the pandemic crisis, staff have been such as pension, obligations, etc. In February of challenged to do more with less, leading to 2015, Metro Program Management examined the the rethinking of tasks and staffing that can cost of outsourcing construction management and be done or brought in house for less, rather consulting services in a preliminary cost benefit than soliciting expensive third-party labor. analysis. This analysis identified a cost savings of 25% if Metro were to hire more staff and fewer What are the benefits? consultants for the positions studied. More internal staff capacity can bring Equity Analysis: improvements to services and programs. Benefits include overall cost savings, more This recommendation can benefit Metro’s internal capacity and knowledge, more reliable diverse workforce by providing all employees the and consistent work, more resources towards opportunity to build skills on projects that would developing skillsets of in-house labor, lower have otherwise been outsourced to consultants. per-hour costs, and less administrative This will help to upskill Metro’s team members work managing contracts, benches and and further our Career Pathways program of consultants.DRAFT By building, strengthening and developing the farm-team for the transportation leveraging internal expertise, Metro will fulfill industry. While building capacity internally, Metro its vision of creating a first-class workforce. should maintain its commitment to SBEs, DBEs and DVBEs, minimizing the impacts to them and continuing to create opportunities for small and minority-owned businesses within the region. Which Vision 2028 goal does this help implement? 5.1 Leverage funding and staff resources to accelerate the achievement of goals and initiatives prioritized in Vision 2028.
5.4 Apply prudent commercial business practices to create a more effective agency.
91 What are the best practices? Recommendation: > Metro staff examined the cost of > Use staff for core agency functions and hire outsourcing construction management consultants for occasional, specialized tasks and/or and consulting services, finding cost for tasks that require unusual surges in effort or savings of up to 25% from bringing that benefit from consultant instead of staff effort. certain positions in house rather than > During the annual and mid-year budget process, utilizing consulting services.107 adopt a practice of planning annual departmental > Metro’s Environmental Compliance and needs and determining how best to utilize in-house Sustainability Department has a business talent for upcoming projects and tasks. plan that helps advance staff capacity: > Utilize a project employee job class for some tasks • Focusing on internal succession currently consulted out. Project employees occupy a planning through promotion from budgeted position to fill personnel needs for projects within (builds staff capacity, knowledge that have a specific time frame of at least one year transfer continuity) and up to five years. Project employees are to work • Recognize short term cost savings by a minimum of 40 hours per week and are eligible streamlining consultant use with more of to enroll/receive benefits. a focus on specific needs and as needed. > Determine whether to advance agency-wide policy • Reassess departmental staffing needs to or department by department. align with recent (within last 12 months) > Co-source more projects and have staff Board-approved plans/initiatives/ shadow consultant work to help learn and policies/projects so that staffing level grow internal capacity. is consistent with work load required in order to support execution of these plans/ > Honor Metro’s commitments to DBE, SBE and initiatives/policies/projects. DVBE contractors and propose that DBE/SBE/DVBE contractors providing professional services remain Current Practices: as consultants. During the pandemic and budget constraints, Metro departments have had to rethink the way their work is done which has forced departmentsDRAFT to think of ways to do their 107See http://boardarchives.metro.net/BoardBox/BB2015/2015_02_Feb/150218_Metro_ business in a more efficient manner. Construction_Management_and_Consulting_Services.pdf
Implementation Plan:
Key tasks, deliverables, Timeline 2022 2023 Lead Dept(s) Budget and/or milestones 2021 Perform workload assessment of current All depts supported by N/A and expected workload: HC&D (skill development and hiring), OMB > Current projects/workload (funding), and > Projects on horizon – department • V/CM (contracting) and Metro plans and goals > Cost-saving opportunities Develop staffing and consultant needs N/A for annual budget process. • • •
92 35. Use Measures M and R Ordinances
Summary: Equity Analysis: Analyze using amendments within the Impacts on if amendments allow Metro to bring Measure M + R ordinances to maximize the benefits more rapidly, especially to Equity Focus benefits of those ordinances by delivering Communities, this recommendation can help mobility improvements that can help LA improve access to high quality transportation County during and after the pandemic. and to opportunity. Amendments could address: > Subfund definitions to allow more flexibility Which Vision 2028 goal does this > Local return guidelines help implement? 1 Provide high quality mobility options that > Scope and mode of projects to allow enable people to spend less time traveling. more rapid expansion of transit system 1.1 To expand the transportation network and Why is it needed? increase mobility for all users. The impacts of the COVID-19 pandemic 3 Enhance communities and lives through have added additional challenges to the mobility and access to opportunity. rising cost estimates for projects funded by 3.2 Metro will leverage its transit investments Measures M + R. Fortunately, those measures to catalyze transit-oriented communities and specifically allow foramendments by the help stabilize neighborhoods where these Board that can help better calibrate spending investments are made. on projects and operations. 5 Provide responsive, accountable and trustworthy What are the benefits? governance within the Metro organization. Building capital projects and funding 5.2 Metro will exercise good public policy judgment operations under the measures can enhance and sound fiscal stewardship. mobility and contribute to economic recovery. ConsideringDRAFT amendments could allow What are the best practices? some of these benefits to be achieved more In May 2020, the Board initiated a Highway effectively and rapidly. Reform working group to examine expanding the type of projects that can be funded under What are the costs or cost savings? highway subfunds. Without taking funds from any project, subfund or subregions, amendments could lead to savings if the goals of measure M can be achieved through specific changes.
93 Current Practices: Recommendation: The Board has used the procedure within Metro staff, Board offices and regions to will discuss Measure R for decennial transfers between potential amendments to Measures M + R. This could subfunds in the same subregion. include examining:* > Use of subfunds, building upon work of Highway Reform working group > Local return guidelines to enable jurisdictions to more rapidly respond to pandemic with mobility improvements > Scope and mode of projects to allow more rapid expansion of transit system * Note that some amendments are prohibited by the Measures: > No transfer of funds between subregions > No transfer of funds between subfunds > No project acceleration that would negatively impact other projects
Implementation Plan:
Key tasks, deliverables, Timeline 2022 Lead Dept(s) Budget and/or milestones 2021 Convene Metro working group. OCEO convening Planning, N/A Operations, OEI, OMB and • Program Management Assess potential amendments. • Working group DRAFTSeek input from subregions Working group and Board staff. • Bring promising amendments to Board. • • Working group
94 36. Expand Revenue Opportunities
Summary: What are the costs or cost savings? This recommendation seeks to expand This recommendation is intended to generate potential commercial revenue opportunities additional revenue, however, it may require initial by mainly utilizing existing assets capital investment and continuous investment in and resources. Metro’s staff time to conduct the study, implement, maintain, monitor and optimize the revenue Why is it needed? sources that may require periodic adjustments Metro has fiscal responsibilities to maximize and additional exploration. Upon further RFIs the utilization of available resources effectively or valuation reports, it may require a capital and efficiently. Metro is heavily reliant on program(s) to invest in new equipment in sales taxes and grants. Considering the order to maximize the return for long-term recent budget shortage Metro is facing due advertising opportunities. to COVID-19, revenue opportunities are especially critical and required to recover Equity Analysis: from the pandemic. We need to consider This recommendation aims to advance equity in expanding and exploring revenue sources the LA County by generating additional long-term and should invest to improve customer revenue Metro could use to fund its operations experience, as well as advance equity. and improve customer experience. What are the benefits? Which Vision 2028 goal does this Diversify and increase long-term commercial help implement? revenue sources; provide business 2.2 Improve legibility, ease of use and trip opportunities through partnership; help information on the transit system. offset any inconvenience from a greater commercial presence on system; and create 2.3 Improve customer satisfaction at all customer more opportunities to promote small, touch points. localDRAFT and minority-owned businesses 5.2 Exercise good public policy judgment and through commercial programs on Metro sound fiscal stewardship. premises. A well-integrated and sustainable 5.4 Apply prudent commercial business practices expanded commercial presence should be to create a more effective agency. undertaken through a holistic and phased approach that enhances the customer experience/environment and promotes community stewardship.
95 What are the best practices? Current Practices: Transportation agencies have adopted Communications (Marketing) various revenue generating programs. > Metro’s Transit Advertising program is projected to Examples include: generate about $300 million over a 10-year contract > One thousand Amazon Lockers to be that runs from 2018-2028, which includes bus and rail. installed at train stations throughout France, This analysis was done pre-pandemic. The revenue serving travelers and commuters, as well as share Metro receives from the advertising is 55% for local communities, across the country.108 years 1-5 and 70% years 6-10. > Japan utilizes significant amount > Currently, Metro is exploring digital ads on a limited of available spaces for commercial number of stops, as well as adding to advertising on advertisement in/outside transportation amenities for customer convenience, such as real-time vehicles (train/bus), walls and pillars at information. Other initiatives being explored are a train stations.109 commercial revenue strategy, corporate sponsorships > NY MTA offers commercial advertising on that would include short-term naming rights and Metro Cards110 brand licensing, while minimizing negative impacts to system wayfinding, legibility and customer experience. > SF BART offers advertising opportunities throughout the system, including more than > Future projects include expanding revenue strategies 2,500 posters in stations and 5,300 posters to add advertising on Metro’s Rights-of-Way (ROW), on trains.111 exploring expanding digital billboards, and digital bus stops. Projects being considered would potentially > Bi-State Development Agency (BSDA) found bring an additional $32 million in revenue annually. a private company to purchase/install/ maintain fiber-optic cable and generate Countywide Planning & Development (Real Estate) ROW lease payment over cable.112 > Current short-/long-term lease agreements generate > Transport for London executes an aggressive approximately $12M/year, including: commercial real estate and business leasing program as means for revenue generation • Digital/non-digital billboards and affordable housing.113 • Underground and overhead facilities for > Google and TfL sign card-reader utilities, fiber optic communications and DRAFTsponsorship deal (two million pounds petroleum pipelines for one-year sponsorship).114 • Kiosks and retail stores at Union Station, > Utilizing digital ad infrastructure to heavy traffic areas and larger hub stations add security features.115 • Temporary lease for food trucks > Many of Tokyo’s terminal stations host • Expand filming permit program after COVID small-scale shopping areas where • Other temporary lease for parking, retail, etc. passengers can shop between catching trains. These complexes have become > Working with the City of LA and the legislative office big business by taking advantage of to commercialize additional digital billboards for a prime locations to offer an array of projected revenue of $40M/year. goods and services.116 > Considering a policy review pertaining to contract awards for long haul bus operations to generate more revenue over lease.
108 See https://www.aboutamazon.eu/press-release/amazon-and-sncf-gares-connexions-partner-to-install-amazon-lockers-at-french-train-stations; https://www.geekwire. com/2018/spotted-rare-blue-amazon-locker-inside-chase-bank-signals-tech-giants-latest-physical-expansion/ 109 See https://www.koutsu-navi.com/train/index.html 110 See https://new.mta.info/doing-business-with-us/advertise-on-metrocard 111 See https://www.bart.gov/about/business/advertising 112 See http://onlinepubs.trb.org/onlinepubs/tcrp/tcrp_rpt_31-2-e.pdf 113 See https://tfl.gov.uk/corporate/publications-and-reports/business-plan 114 See https://www.railwaygazette.com/google-and-tfl-sign-card-reader-sponsorship-deal/55917.article 115 See https://www.railwaygazette.com/google-and-tfl-sign-card-reader-sponsorship-deal/55917.article 116 See https://www.nippon.com/en/features/jg00055/ 96 Recommendation: Suggested revenue opportunity studies may include expansion and exploration of: Metro should identify potential opportunities to expand revenue sources by optimizing > Transit advertising with increased capacity Metro’s existing assets and properties. Metro > Digital billboards; consider developing internal should partner with the interested businesses capacity for implementation and maintenance and consider sharing/transferring the cost/ of billboards investments in building, installing and > Sponsorships maintaining the facilities and tools as > Lease/license rights of way (ROW) for utilities much as possible and practical. and communications Piloting of each new commercial element will > Lease buses and stops for real-time geospatial be critical and funds generated by increased and roadway data collection commercial presence should be reinvested > Lease property for 5G towers by Metro in the customer environment. > Lease idle/available properties The study should be led by the departments • Commercial carrier lockers currently tasked with revenue generation, (e.g., Amazon, UPS, etc.) Communications and Countywide Planning & • Vending machines, retail stores Development, who should coordinate and station kiosk with key stakeholder departments throughout the agency. • Parking • Temporary retail stores > Expand retail Metro logo items online > Integrate retail programming at stations > Lease Gateway building office space (depending on Telecommute Policy) > Expand filming permission > More joint development > Green infrastructure partnerships Implementation Plan: AsDRAFT noted above, we recommend that the implementation be organized and led by departments currently tasked with revenue generation, Communications and Countywide Planning & Development, in collaboration with key departments throughout the agency.
Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget 2021 2028 or FTE(s) required Identify Metro assets/resources and Marketing potential revenues that can be generated > Real Estate from them. • Use RFIs to test the market for Marketing commercial partnerships/sponsorships > Real Estate and identify impactful/significant > Other Key revenue opportunities. • Dept(s) as applicable Advance promising revenue generating Key Dept(s) programs with plans (targets, responsible as applicable department, timelines) and RFPs. • • Monitor customer reactions to commercial Marketing presence on system. • • • •
97 37. Identify Funding for Incentives to Reduce Car Ownership Summary: Equity Analysis: Explore potential progressive revenue This recommendation will focus on progressive sources, such as federal or state funding, revenue sources that do not disadvantage low- a vehicle license fee or a tax on commercial income populations. As an example, a vehicle parking, that could fund needed transit license fee is a very progressive means of raising operational improvements, as well as revenue, especially if it is based on the value incentives for households to go car-free of the vehicle, because lower-income people or car-light. tend to own less expensive cars and fewer cars. Proceeds from any new fee would go primarily Why is it needed? towards low-income individuals since it will LA County residents have been acquiring be targeting alternatives to driving and giving vehicles at an unsustainable rate for many money to car-free or car-light households, which years, and the pandemic could increase that tend to be low income. If desired, low-income demand if other cities around the world households under a certain threshold could be are any indication. We need to fund and exempted from any new fee. incentivize effective mobility alternatives to car ownership quickly, and this should Which Vision 2028 goals does this be done through a revenue source that is help implement? progressive and/or exempts low-income 1.1 Target infrastructure and service individuals. In order to do this we need to investments towards those with the look for new sources of funding, since most greatest mobility needs. existing sources are dedicated by law to specific projects. 5.2 Exercise good public judgement and sound fiscal stewardship. What are the benefits? 5.4 Apply prudent commercial business ThisDRAFT could potentially help shift many practices to create a more effective agency. Angelenos away from driving as their default mode, thus enabling a more equitable and What are the best practices? sustainable transportation system for LA Transportation in the U.S. tends to be funded County. There would be reductions in traffic through taxes on fuel or other sales taxes. congestion, pollution, and vehicles deaths Unfortunately, both of these taxes are inherently and injuries. Buses would move faster and regressive in nature, meaning they are applied come more frequently, offering a more viable uniformly regardless of income and therefore alternative for those who must or who choose create a greater burden on low-income families. to forgo car ownership. Moreover, these taxes are strongly linked to the economy; when times are good people drive What are the costs or cost savings? more and buy more stuff. When times are bad, This depends on the revenue source as they are now, revenues from these taxes fall selected, but as an example, even a small short, hampering operations, slowing projects vehicle license fee, based on the value of the and creating deficits. By contrast, as an example, vehicle, could raise substantial revenues in a vehicle license fee is more progressive because a very progressive manner. According to the it is based on the value of the vehicle, which Department of Motor Vehicles, there are over roughly correlates with income. A vehicle license eight million vehicles registered in LA County, fee is also more recession proof, since vehicle so even an average fee of $10 could raise over ownership is relatively inelastic and people tend $80 million annually. to hang on to their cars even during a downturn.
98 Current Practices: Recommendation: Metro tends to rely on sales taxes for most of Metro will conduct an internal analysis of its revenues. Prior to Measure R in 2008 there multiple potential revenue sources to fund an was some discussion and analysis of other incentive program in LA County, with a specific potential revenue generators, but ultimately emphasis on progressive sources that do not the sales tax was selected. There have been impose additional burdens on disadvantaged other considerations of using vehicle license populations. Considerations will include the fees or other car ownership related fees in political viability of such an effort, the amount Metro’s history, but the strategy has never of potential revenue that could be raised, equity been seriously pursued. impacts, economic impacts and incentives created by the funding mechanism. The idea is to recommend a suggested funding mechanism to the Metro Board and ask the Board to include such a proposal in Metro’s legislative program or as a potential ballot measure, as appropriate. If successful, this idea could raise substantial revenues for critical operations needs and incentives for people to switch away from driving alone.
Implementation Plan: Implementation Structure This project will be led by OEI in partnership with Government Relations, with assistance from Planning and Operations.
DRAFTTask/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget 2021 2028 or FTE(s) required Internal analysis. Research and potential OEI with revenue raising mechanisms for LA County Government operational and incentive improvements. Relations, Analyze based on revenue potential, • Planning, progressivity, feasibility and other relevant Operations criteria to identify best option(s). Polling and outreach. Discuss potential OEI, Government $200,000 options with the public and conduct Relations, polling to determine the best possible • • Community options, if any, that can move forward. Relations Recommendation. If an option has been OEI, selected, develop a recommendation and Government bring to Metro decision-makers. • Relations Advocacy. If Metro moves forward, seek Government political and public support for revenue. • • • Relations
99 We Want Your Input
[email protected] metro.net/recovery
The task force is seeking public input on our draft final recommendations. Use the feedback form at https://metro.cvent.com/d/q7qh10.
Comments are due by February 8, 2021.
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100 Acknowledgments
The Recovery Task Force would like to specifically acknowledge the many Metro staff who helped the task force develop ideas, discuss how recommendations could be implemented, share draft recommendations with the public through reports and online meetings, and take action to advance recommendations. Heartfelt thanks are also due to all Metro employees, for working hard to maintain essential services and prioritize health and safety during the pandemic, and for positioning Metro to recover.
Aurea Adao, Communications Jeeseong Chung, Countywide Planning & Development Annelle Albarran, Countywide Planning & Development Rick Clarke, Program Management Shahrzad Amiri, Congestion Reduction Ken Coleman, Congestion Reduction Abdollah Ansari, Program Management Carolina Coppolo, Vendor/Contract Management Jennifer Arndt, Communications Michael Cortez, Communications Nick Arevelo-Parrish, Human Capital & Development Anthony Crump, Communications Patrick Astredo, Information and Technology Services Aaron Demirci, Countywide Planning & Development Debra Avila, Vendor/Contract Management Diane Dominguez, Countywide Planning & Development Paul Backstrom, Countywide Planning & Development John Downey, Information & Technology Services Shalonda Baldwin, Management Audit Maya Emsden, Communications Matthew Barrett, Office of the CEO Lizzette Espinoza, Management Audit Glen Becerra, Communications Steve Espinoza, Human Capital & Development JohnDRAFT Beck, Countywide Planning & Development Iain Fairweather, Program Management Linnea Berg, Countywide Planning & Development Michael Flores, Vendor/Contract Management Jeff Boberg, Countywide Planning & Development Kali Fogel, Congestion Reduction Nolan Borgman, Office of Extraordinary Innovation Joe Forgiarini, Operations Brian Boudreau, Program Management Jim Gallagher, Operations Kimberlee Buck, Communications Maria Garcia, Countywide Planning & Development Stephanie Burke, Human Capital & Development Britta Geiogue, Communications Joyce Burrell-Garcia, System Security & Law Enforcement Steve Gota, Program Management Miguel Cabral, Vendor/Contract Management Susan Gray, Communications Robert Calix, Communications Robert F. Green, System, Security, and Law Enforcement Jacquilyne de Camarillo Brooks, Countywide Planning & Development Scott Greene, Operations Robert Campbell, Congestion Reduction Carl Greenlund, Communications Elke Campbell, Vendor/Contract Management Giselle Gudino, Communications Peter Carter, Countywide Planning & Development Paula Guevara, Office of Civil Rights Elizabeth Carvajal, Countywide Planning & Development Brian Haas, Communications Denise Charles, Communications Norman Haddock, Information & Technology Services Ernesto Chaves, Program Management Cassie Halls, Office of Extraordinary Innovation Anna Chen, Communications Raffi Hamparian, Communications Stewart Chesler, Operations Christina Harrington, Communications Conan Cheung, Operations Robert Heavrin, Communications
101 Ken Hernandez, Risk Management Joanne Peterson, Human Capital & Development Elba Higueros, Office of the CEO Jamal Polk, Communications Joni Honor, Communications John Potts, Countywide Planning & Development Alisha Hornsby, Human Capital & Development Andrew Quinn, Office of Extraordinary Innovation Craig Hoshijima, Countywide Planning & Development Dolores Ramos, Operations Jonathan Houck, Information & Technology Services Yvette Rapose, Communications Don Howey, Human Capital & Development Craig Reiter, Program Management Steve Hymon, Communications Chris Reyes, Operations Frances Impert, Countywide Planning & Development Holly Rockwell, Countywide Planning & Development Nils Jepson, Communications Alfred Rodas, Management Audit Desarae Jones, Communications Maritza Romero, Office of the CEO Eric Juhos, Communications Jefferson Isai Rosa, Communications Tom Kefalas, Program Management Ernie Ruben, Human Capital & Development Michael Kek, Information & Technology Services Giancarlo Rubio, Communications Chad Kim, Operations Diana Ruzova, Communications Matthew Kridler, Countywide Planning & Development Ayda Safaei, Communications Mehul Kumar, Information & Technology Services Jesse Sanchez, Communications Alvin Kusumoto, Program Management Sandra Sanchez Blanco, Human Capital & Development Lan-Chi Lam, Communications Aaron Santos, Office of the CEO Wells Lawson, Countywide Planning & Development Nicholas Saponara, Countywide Planning & Development Nadine Lee, Office of the CEO Avital Shavit, Office of Extraordinary Innovation Michael Lejeune, Communications Georgia Sheridan, Countywide Planning & Development Cris Liban, Program Management Tashai Smith, Vendor/Contract Management Jacob Lieb, Countywide Planning & Development Vanessa Smith, Communications Timothy Lindholm, Program Management Anika Smart, Information & Technology Services Mark Linsenmayer, Countywide Planning & Development Patricia Soto, Communications Jody Litvak, Communications Jessica Spearman, Vendor/Contract Management Ray Lopez, Risk Management Marie Sullivan, Countywide Planning & Development Jackie Lopez, Communications Vincent Tee, Information & Technology Services LilyDRAFT Lopez, Vendor/Contract Management Carl Torres, Operations Jim de la Loza, Countywide Planning & Development Daniel Tran, Congestion Reduction Michael Luna, Countywide Planning & Development Alvin Trotter, Program Management Nick Madanat, Operations Stephen Tu, Operations Marc Manning, Operations Michael Turner, Communications Israel Marin, Operations Sidney Urmancheev, Vendor/Contract Management Lindsay Mason, Human Capital & Development Danielle Valentino, Communications Patrice McElroy, Human Capital & Development Ana Vallianatos, Communications Maria Meleandez, Human Capital & Development Jordan Vann, Communications Shaun Miller, Office of Extraordinary Innovation Wayne Wassell, Operations Bernadette Mindiola, Communications Andre Wills, Management Audit Jess Montes, Operations Loree Wilson, Operations Michelle Navarro, Office of Management & Budget Jonaura Wisdom, Office of Civil Rights Sharyne Ng, Human Capital & Development Jin Yan, Office of Management & Budget Ana Oquendo-Perez, Communications Cathy Yates, Risk Management Brad Owen, Program Management Zipporah Yamamoto, Communications Ivan Page, Vendor/Contract Management Liza Parks, Office of Extraordinary Innovation Bryan Pennington, Program Management Colin Peppard, Office of Extraordinary Innovation
102 ©2020 lacmta 21-13333bg Appendix Recovery Task Force DRAFTTimeline and Progress
103 > The Recovery Task Force was launched > Task force members divided into small working by CEO Phil Washington in April 2020. groups to begin developing more detailed implementation plans for these early action > SLT members nominated staff to the items in discussion with responsible departments. task force, and ratified the list of members. These working groups also developed cost Once it was constituted, task force recommendations for the second set of early staff and members drafted and signed action items. a charter identifying goals, structure, roles and timelines. > To inform its deliberations, the task force heard presentations on internal resources and programs > Task force participants quickly identified that could contribute to recovery. These included more than 100 potential recommendations presentations on equity assessments; results from that can help Metro achieve its recovery a survey of 1,900 Metro customers surveyed in June; goals. These ideas were drawn from a summary of interviews Aaron Weinstein and programs and policies being implemented KeAndra Cylear Dodd conducted with Metro bus by Metro in response to COVID-19; from operators to get their perception of Metro customer conversations with Metro staff on additional experiences during the COVID pandemic; a research recovery options; and from research on memo summarizing the pandemic’s impacts on recovery best practices underway around Metro and LA County and lessons from other the world. disasters; the agency’s unsolicited proposal process; > The task force established an equity and the Measure M Visionary Seed Fund. The task subcommittee led by task force member force Chair met regularly with the head of Metro’s KeAndra Cylear Dodds, the agency’s Incident Management Team to exchange updates. Executive Officer for Equity & Race. > The task force developed an external and internal The equity subcommittee used a new outreach plan to share its work with – and gather equity tool to perform a rapid equity recovery ideas from – the public, stakeholders and assessment of potential recommendations. Metro employees. Committees and organizations The purpose of this equity analysis is to that have been briefed by the task force include all help identify which actions can help Metro Service Councils, Metro’s Policy Advisory vulnerable customers and communities; Committee, Accessibility Advisory Committee, reduce disparities; and mitigate any the general managers and the Streets and Freeways DRAFTunintended harms. Sub-Committee of the various municipal operators > The task force chose an initial list of 12 early within LA County, business organizations, action recommendations in May 2020, transportation advocacy groups. based on alignment with Vision 2028 and > The task force held its first virtual public town hall on equity assessment, as well as on expected July 9, 2020. Over 300 participants logged on to two recovery benefits, timeliness and financial simultaneous streams conducted in both English and impacts. The Chair presented these 12 ideas Spanish. The task force shared its goals and outlined to the SLT and to the Policy and Planning the initial 18 early action items. Members of the Committee of the Board of Directors. The public were invited to comment on these items and to task force published its first report with suggest additional problems or solutions that the task these 12 early actions on June 1, 2020. force could consider. The approximately 50 comments In June, the task force recommended that we received cover a range of issues. A sample of an additional six early actions. The task these follow: force published its second report with these additional six recommendations on July 8, 2020.
104 • How is Metro ensuring social distancing • Doesn’t encouraging more bike riding and setting maximum vehicle loads? and telecommuting reduce transit use? • Metro should permanently include equity • Can Metro’s planning process have a less in decision making. top-down approach? • Can Metro provide more public restrooms • Metro should partner with LAUSD to build out on the system? WiFi access points to allow all students to take • How can Metro make it easier for part in distance learning. seniors to refill TAP cards without • Can the Traffic Reduction Study be accelerated? touching machines? • Can Metro let riders determine when their • How are fares being collected during 7- or 30-day passes start and end? the pandemic? • Is Metro helping cities repurpose street space • Can Metro reduce pricing of parking at for walking, bikes and outdoor dining? Metro stations during the pandemic? • Is the task force learning from how other transit • Is there a process to receive unsolicited systems are responding? proposals related to recovery? • Can Metro offer incentives to help encourage • What first and last mile options are riders to come back? available for customers who are unable • Will Metro commit to continuing enhanced clean- to ride bikes? up of trash and elevators even after pandemic? • Metro should consider increasing the • Will Metro allow greater flex scheduling for staff? number of people in a car needed to use HOV lanes. > The task force published its third progress report • How is Metro planning to enhance on August 12, 2020. bus stops? > The task force identified two additional early action > The task force held its first virtual internal recommendations in August 2020 and brought these town hall for Metro staff on July 23, 2020. to Metro’s SLT. Staff signed on to hear about the task force > During late summer and fall of 2020, the task force and to ask questions about its work and began identifying final recommendations. These DRAFTto recommend ideas for the task force to are recovery recommendations that are less time- consider. During the event, 1,177 employees sensitive than early action items, but have potential watched by livestream and 216 tuned in major upsides in advancing economic recovery, via webcam. Comments and questions mobility and equity. The task force presented an touched on a variety of topics, some of initial list of these final recommendations to SLT. which include child-care and education, active transportation, ridership, congestion > The task force held its second set of public and staff pricing, contactless and mobile payments, online town halls on October 1, 2020, to get feedback safety, cleaning, etc. Among the comments on the list of potential final recommendations. Public from staff were: comments and questions included: • Does authorizing more telecommuting • What are the biggest barriers to integrating local after the pandemic require Metro transit agencies? Board action? • The biggest frustration with transit is waiting 30 • Metro should release a TAP app with or 40 minutes for a ride. As a solution, Metro different languages commonly spoken could incentivize riders with a free TNC ride to in LA County. get them where they need to go once they’ve waited 30 minutes or longer.
105 • Will you take away safety measures • What kinds of barriers do we have to adding retail currently in place? businesses to rail stations like they have in Japan • When Metro considers bus capacity, and Hong Kong? is it calculating it based upon pre- • What is being done to improve personal experience COVID-19 capacity or current capacity, in transit and get the same experience you would which removes a significant portion get in your car, like charging station, WiFi, etc.? of the front of the bus? • To make the rider experience better, will there be • Great to see recommendations on a renewed emphasis on problematic passenger Complete Streets and incentives to conduct (hygiene, food/drink, fighting, loud reduce car usage and disincentives to car music, etc.)? ownership. How do you think the fareless • The huge increase in construction costs for transit system idea might impact that? projects is not entirely unique to LA. Will Metro be • The Metro Board recently passed the partnering with other agencies across the country budget and included an amendment or even internationally to investigate the drivers that asked to staff for an Operations of these cost increases? Recovery Plan. Will this task force be working on that? How can we get back > The task force refined the final recommendations to pre-COVID service and then even and created implementation plans, including which beyond to restore service? departments would take the lead on advancing final recommendations, what tasks and deliverables would • Because this is LA, can we Hollywoodify be, and what a timeline for implementation would Metro and make it “cool” to ride transit? look like. A modified set of final recommendations Can we get celebrities with masks was shared with SLT and Board staff in October randomly riding the buses for selfie and November and with the Executive Management opportunities and other interactions? Committee of the Board in November 2020.
Staff comments and questions included: > The task force wrote this report to share its • In addition to incentives to reduce vehicle research and recommendations with the public. ownership, can Metro take on new measures to encourage telecommuting, DRAFTsuch as offering free countywide high- speed broadband access to registered telecommuters, transit users and low- income communities? • With the Board’s interest in the idea of commercial sponsorships, how can the agency assure that we maintain and even improve legibility and brand recognition for our customers, while also taking advantage of the monetary potentials? • Can you guys talk about the efforts on air filtration/UV-C disinfecting technology? • Can you talk more about how Metro might support more affordable housing near our stations? Even with Board- adopted targets, this has proven challenging, and we see more interest in using our property for short-term housing for those who are homeless.
106