TRANSMITT AL
To: Date: THE COUNCIL MOV 2 0 2007
From:
THE MAYOR
TRANSMITTED FOR YOUR CONSIDERATION. PLEASE SEE ATTACHED.
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~Tm. ~NTO Mayor R. V1LLARAt.
TRANSPORTAl'
NOV 2 6 2007 FORM GEN 160 (Rev 6-80) CITY OF LOS ANGELES , INTER-DEPARTMENTAL CORRESPONDENCE
Date: September 4, 2007
To: Honorable Antonio R. Villaraigosa, Mayor Attention: June Lagmay, Legislativc Coordinator
From:
Subject: DASH DOWNTOWN LOS ANGELES RECOMMENDATIONS
SUMMARY
Thc DASH Downtown Los Angeles (Downtown DASH) Study, conducted by the Department of Transportation (LADOT), has analyzed the current Downtown DASH service as well as the potential for additional weekend and/or nighttime service in the context of changing land use and dcmographic trends. This Study provides recommendations for: (I) mcasures to improve thc productivity and cost-effectiveness of the current routes; (2) potentially viable new service east
of Main Strect; and (3) potential responses to growing demand for wcekend and nighttime service. It also evaluated measures to improve schedule adherence of the current routes. Due to the significant funding constraints idcntified by the Deparmcnt in its reports on the Proposition A ten-year forecast (CF 05-1107 S 1; CF 05-2057), thc Study recommendations focus primarily on resource-neutral/ cost-neutral options. Thc following is a summary of the key recommendations from the Study:
(I) Productivity and cost-effectiveness improvements: This Study recommcnds a number of cost-neutral route modifications which aim at increasing ridership (DASH Routes A, C and DD); it also rccommends cancellation ofthc free City Hall Shuttlc, thereby enabling a redeployment of resourccs within Downtown while at the same time eliminating a duplication of service along
First Street. Thc Study further recommends that the policy of honoring of all Metro passes on Downtown DASH bc discontinued unless Metro agrees to reimburse the City for the cash equivalent. Currently, approximately one-third of all DASH Downtown riders use Metro passes with no reimbursement to LADOT.
(2) Potentially viable new service east of Main Street: This Study completes the preliminary analysis conducted per thc City Council instruction regarding a Skid Row DASH (CF 03-1905); it recommends implementation of a pilot Central City East DASH service, contingent upon canccllation of the City Hall Shuttle along with the redeployment of one bus and associated operating funds in order to be cost neutral to the City.
(3) Potential responses to growing demand for weekend and nighttime service: This Study concludes that, at this time, the most effectìve response to this growing Downtown demand Honorable Antonio R. Vilaraigosa, - 2- September 4, 2007 Mayor would be private sector funded event-based shuttles, and that the establishment of a flat-fare taxi zone Downtown should also be considered. An example of event-based shuttle service is the recently implemented Art Walk DASH, which extends DASH Route D service to 10 PM for the monthly Art Walk event Downtown, with 100 percent of the funding provided by the Downtown Los Angeles Neighborhood CounciL.
The Study also reviewed measures to improve schedule adherence, with a paricular focus on DASH Route E; a re-routing of DASH E aimed at improving on-time performance has already been implemented (January 2007).
Attachment A of this report contains maps and summar information concerning all of the Study's recommended Downtown DASH route modifications / new services, a number of which have already been implemented by the Deparent. Attachment B contains information on other service modifications considercd as part of the Study but not recommended by the Department for implementation.
RECOMMENDATIONS
That the City Council:
l. Adopt this rcport prepared by LADOT as its report on this matter.
2. Direct LADOT to proceed with the implementation of the following recommended DASH Downtown Los Angeles route modifications / new service as depicted in Attachment A of this report:
a) Reroute DASH Route A to serve the North Figueroa Corridor as depicted in
Attachment Al, subject to the cancellation of the City Hall Shuttle (see Recommendation 2b); b) Cancel the City Hall Shuttle service as depicted in Attachments Ala and A1b, with resources to be reallocated to expanded DASH Route A service along the North Figueroa Corridor (sce Recommendation 2a) and new DASH Central City East pilot service (see Recommendation 2d); c) Reroute DASH Route A service in the Arts District North areas as depicted in Attachment A2; d) 1mplement new DASH Central City East pilot service as depicted in Attachment A5, subject to cancellation of the City Hall Shuttle (see Recommendation 2b); direct LADOT to report back to the Transportation Committee of City Council following l80 days of service regarding route performance relative to the Council- adopted performance standard for newly implemented service (CF 98- 1 121). Honorable Antonio R. Villaraigosa, - 3 - September 4, 2007 Mayor
LADOT will continue to monitor the recently implemented reroutings of DASH Route C (Attachment A3), DASH Route E (Attachment A4) and DASH Route DD (Attachment A6). LADOT will also continue to work elosely with Metro to refine the Metro Connections proposals to restructure Metro bus service in DowiÏtown Los Angelcs.
3. Authorize the General Manager, Department of Transportation, to execute an amendment to the existing DASH Downtown Los Angeles contract with First Transit, Inc. (C-106106), as necessary, to modify service as described in Recommendation #2.
4. Appropriate and transfer funds for thc installation of two new traffc signals in order to
facilitate the reroute of Downtown DASH Route A in the North Figueroa Corridor (see Recommendation #2a), as follows:
a) $40,000 within Proposition A Local Transit Assistance Fund No.385 from Account C403, City Hall Shuttle, to a new Account, DASH Route A Figueroa/3rd Traffc Signal Account (number to be designated by LADOT) for an upgrade to a transit-only left tur signal at the intersection of southbound Figueroa Street and 3rd Street.
b) $270,000 within Proposition C Local Transit Assistance Fund No.540 from Account C700, Transportation Grant Funds Work Program, to a new Account, DASH Route A i "/Fremont Traffc Signal Account (number to be designated by
LADOT) for installation ofa new traffic signal at the intersection of First Street and Fremont Avcnue.
5. Authorize LADOT to discontinue thc acceptance of all Metro adult and student passes on Downtown DASH, effective February i, 2008, unless Metro agrees (no later than December 31, 2007) to reimburse the City for each boarding. LADOT shall continue to accept the Metro Elderly and Disabled ID Card with Mctro monthly stamp and the Countywide E-Z Transit pass on all of its DASH services.
6. Direct LADOT to continue its efforts to facilitate the development of private sector funded event-based shuttles in Downtown (such the Art Walk DASH, depicted in Attachment A6), and to considcr thc establishment of a flat-fare taxi zone Downtown as rcsponses to the growing demand for weekend and nighttimc service.
BACKGROUND
LADOT initiated work on this Downtown DASH Study primarily in response to the growing
number of multiple-unit residcntial developments being constructed in Downtown, coupled with Honorable Antonio R. Villaraigosa, -4 - September 4, 2007 Mayor advocacy efforts by the Central City Association, the Downtown News and other stakeholders.
This Study follows in the wake of the citywide Community DASH Need Assessment Study which was conducted by LADOT with consultant assistance during FY 2004/05; this study did not inelude the Downtown area. The City Council, at its meeting on June 28, 2005, approved the Community DASH Study report findings that resulted in an adopted list of potential new Community DASH routes to be implemented over the next several years, subject to availability offunding L CF 04-0823 S i J.
Whilc most of the Downtown advocacy was focused on the perceived growing potential for evening and weekend service, it was nevertheless decided by the Deparment that the Downtown DASH Study should be comprehensive, covering current weekday service as well as any potential expansion of service hours and days. This Study also serves as a follow-up to the
LADOT analysis of the potential for a Central City East / Skid Row DASH conducted in response to a September 2003 City Council motion (CF 03-1905).
CONTEXT
Study Arca The area covered by this Study is Downtown Los Angeles generally corresponding to the Central City Community Plan area. The street boundaries are Cesar E. Chavez Avenue on the north, the Los Angeles River on thc cast, Freeway 10 on the south, and Freeway 110 on the west (sec Figurc 1). Because certain Downtown DASH routes extend to neighboring communities outside
of this Downtown Study area, portions ofthc route alignments in Chinatown (DASH B), South Los Angeles (DASH F) and Westlake (DASH A and E) were ineluded in the analysis.
Current Downtown DASH Service Presently there are six Downtown DASH weekday routes and three routes which provide weekend servicc (sce Figure 2). The typical weekday span of service is 6:30 am until 6:30 pm on weekdays, with frequent service throughout the day (5 - i 0 minute headways). The weekend span of servicc is typically i 0 am til 5 pm (DASH E, on Saturdays, provides servicc beginning at 6 am). The weekday DASH primarily serves riders employed in or visiting Downtown, as par of their commutes and/or lunch hour activities. A major function of Downtown DASH is to serve as a link between regional transit services, parking facilities and Downtown destinations. Downtown DASH has been in operation since 1985 (beginning as a single route, subsequently split into what is today DASH A and DASH B in 1989). Four routes were added in the 1990's,
with the last bcing DASH Fin 1996. The following is an inventory of the six existing wcckday Downtown DASH routes. DAH STU DY AREA
..'
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Figure 1 DASH Downtown Chlnotow Herilageand (8/07) Yi.¡lorsContm_ l1
LEGEND ..-,...,,. C Route A Little Tokyo, City West \. Route B " Q Chinatown, Financial District .. \.. OiÓ'E\. .~ Route C ¡ library Financial District. South Park c...Cha".z,l NoHtwFWy 1 Route D J o Union Station, South Park (§ ç Seni.",0Fi %. Route E " ~ (l City West. Fashion District ¡ TempleS! .c;t Ahman,on Personnel Route F Thoattr-.. Building ~ Financial District. Exposition Park, Dept. of Mark Tapiit Coon; Hall of:CIVlC use J 1WMor& Forum:. Admin'st"":CENTE -, . Powe, -- ~i ," . CivicC DASH Pico Union/Echo Park lotS! Red Llne . - Staion DASH Lincoln HGights/Chinatown - Walt Di.noy ConcertH.1I DASH Southüast """ ( ~~ ZndSI - ) Mu.oumof =~ 3: .lJbrary DASH King-East Contemporai: ;. - l1 r.l Ar (MOCA) = . III Metro Blue Line -IUNKER =g~~~~.1 "" LAUSD HILL (:M.rket Ja~e, . ~~~". Hoadquarter. , ) Irv'na PI~za . I. Metro Red Line =- . Reag¡n Garden . ¡ J. Wells. Watercurtat:Bradbury SlataOfca Museum ÛU';,~ ""1= '::,." Building . ii Metro Gold Line 'IIis, I F~rgo """ '"~ . Bus stop (matchas route color) i;crossw,lk Flight TOY " CITY WEST ¡ g Porsng .- DISTRICT ~ Bunker ¡ Square r CJ Multiple Route stop Hill '5\ t .." l ~ ~~~i~~e J 5tlS! l . Point of Interest . 'P~9 r . ! . '" .Centr~1 . II Metro Station and Entrances National l,brary 6tlS! Piai.. ) ( Tunnel j~\~~~~Jl ,."
. Flower M.rkel
BthSt
FASHION Fashion Insti!ute of DISTRICT ....' ~:~Iå,~~dising (FIDM) .." ,l . Federal 1: C.IH"crní. J.."'. ~pa",1 ¡CO Bank Rc.crve ol~¡¡'i-~."io~ r-~~ art OIl"l-cBIv Gi~~-~i~;-~~~~~;;~;~ -i-~'~~~ l1 ()~".\C~ l f l ~ f. no l1thSt o i3fdS\ ,1thSt . . l " ¡ ~ .Orthopaedio AT&T ~ Mount Ho.pltil Canlcr " . 51. Marys . Collego. 13 .~:Zi;c ,2thSt Work. Automobile ~~ Bldg. of . _ Piea picaNd Club 14thSt Southern ¡ - Blueline Canf",n;. .- . "'-. \.~ l- ,,," lrSlallon 14ihSt ti i .3OSt ¡~~~;:riu . ,,' t t ,5t51 16t1St ....Univer.it dSIExnibition ~. .f ....Viii.go c.nlor. 3:ln Center . v.nlce8Nd I#, .i.".rwn,~ ; ~\I.,~"lL ~ ;.::V9nIC9~.;',:" . "';::,-::/',:;:'.Friedman Ocap.tlonal = ~~~ki~9 ' ' " ~d:::~5,':ía' ." ;,Garage' g 1U''''1\ 0 :: Grand, i ",IU111 ../ :: Blue Wn ~ "U,\U'l" l if 'SSt.lion ill' UU' 'f 'i \ l ";I l. . \ t --"' t 2.Znd5t . ". ~ . ~ ~ . l q " \ Z3td$l . .," SEE EXPOSITION PARK/USe INSET
Figure 2 Honorable Antonio R. Vilaraigosa, - 5- September 4, 2007 Mayor
DOWNTOWN DASH WEEKDAY ROUTES
Route Service Route Headway Vehicles 2006 Daily Debut Length Assigned Ridership*
A 1989 6.1 miles 5 minutes 9 3,729
B 1989 6.7 miles 8 minutes 12 4,633
C 1991 2.9 miles 10/20 mins** 2 351
D 1992 7.5 miles 5 minutes l2 5,634
E 1993 6.3 miles 5 minutes 14 7,520
F 1996 7.2 miles i 0 minutes 7 3,281 · Sourcc: 2006 Ridecheck data
.. Every LO minutes for the periods 7am-8:30am, i lam-l :30pm and 4:30pm-5:30pm; otherwisc every 20 minutes
Downtown DASH routes are routinely monitored for performance and for adjustments to land use trcnds / circulation patterns. All Downtown DASH routes were redesigned by LADOT in 1996 as part of a major restructuring effort to focus DASH scrvice on regional transit stations in Downtown. As indicated in Exhibits 1 and 2 (attached), ridership on Downtown DASH has grown dramatically in recent years. Since 1990, ridership on Downtown DASH has increased by approximately 430 percent. Ridership on Downtown DASH has increased by more than 25 percent sincc 2000, despite thc fact there have been no significant increases in service levels.
Mctro Service Downtown / Metro Connections Project The Los Angeles County Metropolitan Transportation Authority (Metro) provides the basic grid service for bus transit in Downtown - operating on virtually every arterial strcet within the Study area from Alameda Strect west (and on east/west arterial streets east of Alameda). Metro also operates the urban rail system which includes Union Station plus three subway stations (Red Line) and four light rail stations (Blue Line) within the Study area. The Gold Line East light rail cxtension will add another light rail station (Alameda/1st) within the Study area in 2009. Downtown DASH feeds to, and distributes from, this extcnsive network of Metro service. Metro is in the process of restructuring its bus service in the Downtown area as part of its Metro Connections Bus Service Restructuring program (CF 05-2356); to the extent that this restructuring results in a reduction of Metro bus service within Downtown, Metro Connections could impact both the current weekday Downtown DASH and any potential new nighttime and/or weekend DASH. LADOT and Metro are working together to identify how changes in Metro service will impact its riders and opportunities for DASH to serve those riders. Honorable Antonio R. Villaraigosa, - 6- September 4, 2007 Mayor
Transit Fundin2 This Study has been conducted during a period when the critical variable of City transit funding is in flux. The City's Proposition A Local Return Fund (currently the sole source of City funding for LADOT transit services) is projected to run into deficit beginning in FY2009/1 0, even if there is no expansion of service beyond what is currently being operated by LADOT (CF 05-1107 S i; 05-2057). The initial projected shortfall of nearly $29 milion staring in FY 2009/1 0 would grow to a projected shortfall of nearly $200 million by FY 20 1 5/16 for this baseline scenario. If
DASH services are expanded (as guided by the City Council-approved list of prioritized routes from the Community DASH Need Assessment Study) at a rate of ten new routes over the next ten years, the projected shortfall would then increase to over $300 million by FY 2015/16. This funding context leaves very little room for anything besides rcvenue neutral changes in DASH service Downtown - absent any dramatic positive changes in the funding scenarios and/or the creation of new public/private partnerships to fund the operation of added DASH service. LADOT is in the process of preparing an updated report with recommendations to address this projected Prop A shortfall, which ineludes potential transit service reductions.
Downtown Demo2raiihics and Develoiiment Trends Downtown Los Angeles continues to be the largest regional center in southern California for employment - containing over 450,000 jobs in 2003 (not ineluding people working as independent contractors J as reported by the state Employment Development Deparent. This figure ineludes over 250,000 public sector workers. While Downtown is no longer the home of major corporate headquarers, it has recovered the private sector jobs lost during the recession of the early 1990's. With the opening of Staples Center, Downtown is emerging as a sports and entertainment center. The opening of LA Live later this year will reinforce this trend. The
resident population of Downtown is also dramatically changing - both in numbers and in charactcristics.
Anyone walking or driving through Downtown Los Angelcs during the past seven years would notice the wave of multiplc unit residential development which has taken place and which continues - most notably in the South Park, Historic Core, and Financial Core districts of Downtown (see Figure 3). During the period of calendar years 2000 through 2005, over 5,120 dwelling units were constructed within the Study area. This development elearly is not reflected in the 2005 population estimate available for the Study area. A refined estimate for population that ineludes these 5,120 dwellng units is provided in the following table. RESIDENTIAL UNITS COMPLETED 2000-2006
1m J Æ~ CENTERCiViC
BUNKER HILL 4th St (i CENTRAL ~ CITY EA FINANCIAL SEAFOOD CORE DISTRIC 7th St ~ o. 8thSt "U c-ro d DOWNTOWN ( ~ x: 9th St ~ FASHION INDUSTRIAL § DISTRICT DISTRICT SOUTH nro PARK a ~
tro
io
Figure 3 Honorable Antonio R. Villaraigosa, -7 - September 4, 2007 Mayor
DOWNTOWN DASH STUDY AREA STATISTICS
Territory Area 2000 Census 2005 2005 Population Population Estimate Density
Study Area 4.2 sq. miles 25,813 27,765* 10.3 / acre
Study Area - refined * * 3.5 sq. miles nla 35,547*** 16/ acre***
Westlake Comm. Plan**** 3.16 sq. miles 106,711 114,266 56.5 / acre * Los Angeles Planning Department
** Study area minus the industrial districts east of Central Avcnue and south of?'h Street *** Presumes 100% occupancy of the 5,123 dwelling units added during 2000 - 2005 * * * * Providcd for comparison purposes
The population density ofthc Downtown Study Area, based on the 2005 population estimate, is well below the threshold of 30 pcrsons per acre which is considered the minimum to support
Community DASH-type service frequencies (20-minute headways). In those areas of the City served by Community DASH, well over 90% of the regular riders reside within Yz mile of the route. For Downtown DASH, only approximately 36% of ridcrs actually reside in Downtown
lbased on the December 2005 On-Board SurveyJ. Even if the industrial arca east of Central A venue and south of 7th Street is exeluded from the calculation, the population density is just over 12 persons per acre - slightly above the citywide average density per the 2000 Census. If the 5, 1 23 dwelling units constructed between 2000 and 2005 are assumed to be 100% occupied (at a ratio of l.9 persons per dwellng unit) and this population is added to the 2000 Census count, the population density of the refined Study area riscs to 16 persons per acre.
It is informative to note that west of Freeway 110, the Westlake Community Plan area (3.16 square miles) has a 2005 population estimate of 114,266 and a population density of 56.5 persons
per acre. This population density is four times greater than the density of the Central City Community Plan area and more than triple the density of the refined Study area (even assuming the 2005 build-out and full occupancy). The Westlake Community Plan area ineludes significant
portions of the DASH Pico Union / Echo Park route and Downtown DASH Route E, the highest
ridership routes of these two groups of DASH services.
The vast majority of the 5,123 dwelling units constructed in Downtown during the period January 2000 through December 2005 are market rate rental or condominium units - in contrast to the trcnd of the 1 980's and 1 990's which saw a substantial portion of new dwelling units Downtown reserved for seniors and/or low income tenants. A survey of residents of sixteen of the housing developments constructed since 2000, conducted by the Downtown Center Business
Improvement District (DCBIDJ, found median household income of these new Downtown Honorable Antonio R. Villaraigosa, - 8- September 4, 2007 Mayor residents to be approximately $99,600 per year (more than double the median household income reported in the 2000 Census for the Central City Community Plan area). The same survey results indicated that these newer residents are significantly younger (50% being under the age of 31) and less minority (nearly 53% Caucasian) than the Downtownpopulation as documented in the 2000 Census. Note that per the 2000 Census, all census tracts within the Study area qualified as Minority Census Tracts for federal Title VI purposes (i.e., all census tracts ineluded resident populations of which racial and ethnic minorities make up 68.2% or more of the population).
Note also that over 61 % of the DCBID survey respondents stated that they "rarely or never use public transit".
DISCUSSION
Study Approach
For purposes of this Study, Downtown DASH service has been separated into two discreet types: the current weekday activity center-based DASH (ineluding a possible service expansion to the Central City East / Skid Row area) and weekend / potential nighttime DASH.
Current Activitv Center-based DASH: Downtown DASH currently operates six weekday routes.
As a result of the previous major re-study of Downtown DASH by LADOT in 1996, all of the routes were restructured to serve Metro Rail stations. The table below lists all rail stations located within the Downtown Study Area with the DASH route which serves them:
DOWNTOWN DASH WEEKDAY SERVICE TO METRO RAIL ST A nONS Metro Rail Station DASH Routes
Civic Center Red Line station A
7'h Street Metro Center (Red, Blue Lines) A, B, C, E, F Union Station* (Red, Gold Lines + Metrolink) B,D
Grand Avenue Blue Linc station* D San Pedro Street Blue Line station* E
I Chinatown Gold Line station* I B * Rail station is located in close proximity to Study Area
This revised route structure has made Downtown DASH an effective feeder / distributor for both Metro Rail and Metrolink services. The territorial coverage is extensive from Main Street west within the Study area - serving Downtown workers as well as residents during the weekday span of service (typically 6:30 am till 6:30 pm). These six weekday routes are routinely monitored Honorable Antonio R. Villaraigosa, - 9- September 4, 2007 Mayor and the Department has implemented numerous ongoing route and schedule adjustments in recent years to the Downtown DASH routes.
The purpose of this Study for this type of service has been to develop recommendations for:
(I) measurcs to improve the productivity and cost-effectiveness of under-performing (DASH A, B and D) and poorly performing (DASH C) routes; and (2) potentially viable new scrvice, with a paricular focus east of Main Street (Central City East / Skid Row).
The Study also evaluated measures to improve schedule adherence ofthe current routes, with a particular focus on DASH Route E.
Central City East / Skid Row: There is an increasingly vocal demand for DASH service in this arca which would connect with DASH Route A to the north and with DASH Route E to the southwest. A preliminary analysis prepared by LADOT in 2004 (CF 03-l905J indicated that the population and employment density in this district of Downtown simply cannot support DASH scrvice of the typical Downtown frequency, but that Community DASH-type frequency (20- minute hcadways) may be justifiable. While Metro bus service is substantial on east-west streets which travcrse this district, service on north-south streets is very limited. This Study serves as a follow-up to the preliminary analysis conducted in 2004.
Wcekend and/or Nighttime DASH: The other focus of this Study has been on gauging effective demand for increased weekend and / or nighttime DASH service. The "perceived" potential demand for increascd weekend service arises from the dramatic growth of Downtown's resident population (primarily in South Park, the Historic Core, and the Financial Core) and from the increasc in sports and entertainment as well as retail activity Downtown on weekends. The perceived potcntial demand for nighttime DASH service arises from the same growth in residential development as well as from the emergence of Downtown as an entertainment (as well as cultural) center. In response to perceived demand, this Study has:
(I) invcstigated effective demand for nighttime and/or increased weekend service; (2) reviewed CBD nighttime shuttles in other large cities; and (3) developed recommendations for potential transit responses to growing demand.
The previously discussed projected shortfall in City Proposition A funds is a significant constraint in recommcnding new weekcnd and/or nighttime DASH service in the absence of outsidc (non-City) funding. Honorable Antonio R. Villaraigosa, - 10- September 4, 2007 Mayor
Study Data Analvsis
Fixed route transit services operated by LADOT are evaluated on the basis of transit service performance measurement standards adopted by City Council (CF 98-1l21J. Three equally- weighted evaluation criteria are measured: utilization of resources (passengers per revenue hour); cost effectiveness (subsidy per passenger mile); and fiscal responsibility (operating ratio). This measurement results in a Performance Index (PI) score - and all routes are evaluated on an annual basis utilizing 100% ridecheck data. A Pi score of 1.0 indicates that a route has an average performance compared to the family of routes/services (which ineludes Commuter Express, Community DASH, and Downtown DASH). A PI score ofless than 0.70 indicates that a route is under-performing; a PI score of less than 0.50 (less than half of the system average) indicates that a route is performing poorly and is subject to cancellation. The following table presents the most recent PI scores for each of the six Downtown DASH weekday routes.
DOWNTOWN DASH PERFORMANCE INDEX SCORES
Route A B C D E F 2006 Perf. Index 0.59 0.65 0.29 0.64 0.82 0.86 ~ 0.50 = "Poor"; 0.50? 0.70 = "Marginal"
As indicated in the table above, three of the current Downtown DASH routes (Routes A, Band D) have performance index scores that fall into the "marginal" category, with one route (Route C) that falls into the "poor" category. A critical factor affecting the performance index scores of the Downtown DASH routes is the curent City policy of accepting all Metro passes on DASH Downtown without reimbursement from Metro. This policy negatively impacts farebox recovery
(and thereby increasing the operating subsidy) of Downtown DASH routes compared to other routes in the system. This issue is discusscd in further detail below.
In addition to the ridecheck / annual transit services performancc raning data, this Study has utilized data from the following sources in its analysis:
. Downtown DASH On-Board Survey (J 0-11/05): 2,537 weekday responses / 817 weekend . LADOT Downtown Resident Survey (April- June 2006): 45 survey forms collected . CCE / Skid Row Survey (July - August 2006): 70 survey forms collected (supplemented by a poll conducted by Skid Row Housing Trust with 250 responses J . Fashion Institute of Design and Merchandising Survey (August, 2006): 455 responses . Operator reports for the Holly Trolley Honorable Antonio R. Villaraigosa, -11- September 4, 2007 Mayor
. Wcbltclephone research for CBD nighttime shuttles / transit service (APTA) . Downtown Los Angeles Market Report / Demographic Survey of New Downtown Residents (both the January 2005 and February 2007 editions)
The Study also benefitted from input received through the public participation process described bclow. Note that the Downtown Resident Survey conducted by LADOT served as an origins/destinations investigation and thus was a significantly more extensive survey instrument. More than 460 forms were distributed to residents in 32 buildings throughout Downtown, focusing on residential developments constructed or converted within the past ten years. In all cases the forms were distributed through building management and/or homeowner associations;
another 40 forms were distributed to the building managemcnt of three additional buildings but thcse forms apparently were never distributed to tenants / residents. In scveral cases, building management cited lack of intcrest in public transit on the par of the residents in the failure to collcct completed survey forms.
Public Participation LADOT public outreach meetings commenced in late October 2005. Stakeholder group meetings were conducted with thc Downtown Center, Fashion District, Historic Core and Little Tokyo BID's. Project prescntation meetings were also conducted with the Central City Association, the Central City East Association, the Downtown Los Angeles Neighborhood Council's Transportation and Public Works Committee, the Little Tokyo Community Council and the Fashion Institute of Design and Merchandising. Representatives from Council Districts 8 and 9 and the Mayor's Office were briefed. In addition, two project presentations / workshops wcre conducted at the James M. Wood Center on Skid Row.
STUDY ANALYSIS
Current Activity Ceuter-based DASH This analysis is divided into the following three areas of study: I) Measures to improve productivity and cost effectiveness; 2) Measures to improve schedule adherence; and 3) Potentially viable new weekday service. This analysis is discussed below.
Measures to Improve Productivitv and Cost Effectiveness: Due to the design of the Performance Index, cost effectiveness (measured by subsidy per passenger mile) and fiscal responsibilty (measured by operating ratio) weigh heavily in the calculation. Thus, Downtown DASH Routcs A, Band D perform "marginally" despite ridership of nearly 40 passengers per hour. This is due to the fact that approximately one-third of the approximate eight milion annual passenger trips on Downtown DASH utilize MT A passes. The City receivcs no reimbursement for honoring MT A passes on the Downtown DASH routes. This represents a potential revenue loss of approximately $650,000 per year to the City. If the City were reimbursed, the operating ratio for these three routes would increase dramatically and thc subsidy per passenger mile would Honorable Antonio R. Vilaraigosa, - 12- September 4, 2007 Mayor be significantly reduced. The Deparment projects that the Performance Index (PI) scores for these routes would improve to well above the "marginal" threshold score of 0.70. The PI scores for routes E and F, which are already superior to 0.80, would also improve substantially. Pass reimbursement would also improve the PI score for Route C, although probably not enough to move it from "poor" to "marginal".
A number of proposals for modifications to the routing of Downtown DASH routes were analyzed as a part of this Study. Those proposals that were considered and are being
recommended for implementation are described in Attachmcnt A. A summar of the recommended service modifications is also provided below.
DOWNTOWN DASH STUDY - SUMMARY OF SERVICE RECOMMENDATIONS Route Attached Dcscription Comments Map
A Ala North Figueroa Corridor Recommended. Adds service on Figueroa St.
North of 4th St. (requires cancellation of City Hall Shuttle J
City Hall Alb City Hall to Figueroa Cancellation recommended. Duplicates service Shuttle Plaza Building on revised DASH A (Map Ala). Will result in increased ridership and revenues on DASH A.
A A2 Arts District North Recommended; improves service to emerging neighborhood east of Alameda (cost neutral)
C A3 Hope Street! AT&T Implemented July 2007. Serves new Ralphs + Center South Park housing + employment node (cost neutral)
E A4 Los Angeles Street / Pico Implemented January 2007. Goal is to improve on-time performance/reliability.
New AS DASH Central City East Recommended; single-vehicle circuit connects Circuit with DASH A, D and E (requires cancellation of City Hall Shuttle)
DO A6 Downtown Discovery Implemented July 2007. Serves new Ralphs + South Park housing (cost neutralJ
0 A7 Downtown Art Walk Implemented June 2007. Extended span of service on segment of DASH Route D. 100% privately funded. Honorable Antonio R. Villaraigosa, - 13 - September 4, 2007 Mayor
Those proposals that were considered but are not being recommended for implementation are described in Attachmcnt B. A summary of the non-recommended service modifications is also provided below.
DOWNTOWN DASH STUDY - SUMMARY OF NON-RECOMMENDED PROPOSALS Route Attachcd Description Comments Map
A 81 Toy District Not recommended. Would eliminate westbound Route A service in l;t St. East of Los Angeles St.
A 82 Loyola Law School Not recommended. Increased ridership potential is questionable.
C 83 Figueroa Street Not recommended. Duplicates Route F on a segment of Figueroa St.
E 84 San Pedro Street Not recommended at this time. Reduces access to Santee Alley in Fashion District.
New 85 Central City Not recommended. Very long route for single EastlBunker Hill vehicle operation (requires CHS cancellation J
New 86 Arts District South Not recommended. Insufficient ridership base.
DASH Route A, which serves 1'1 Street from Hope to Central (eastbound) and from San Pedro to Hope (westbound), competes with the LADOT City Hall Shuttle (this route is depicted in Attachment A, identified as A1b) for the segment Main Street to Hope Street. There is no question that this free shuttle diverts passengers from Route A; in addition, if the route alignmcnt of DASH A were modified to serve Figueroa Plaza (location of the City's Construction Services Center) and thc northern portion of the Figueroa Corridor, Route A could capture nearly all of the City Hall Shuttlc ridcrship. (This recommended reroute of DASH A is depicted in Attachment A, identified as AlaJ
This recommended reroute of DASH A to serve the North Figueroa Corridor is feasible provided that there is a traffic signal modification / rcstriping at the Figueroa / 3'd Street intersection (southbound) to allow DASH buses to proceed eastbound on the access road parallel to 3'd Street to rejoin thc cxisting route on Flower Street. A traffc signal is also required at l" / Fremont to cnable protected left turns from southbound Fremont Street (adjacent to Figueroa Plaza) to eastbound l'i Street. This traffic signal work has been investigated and has already completed the design phase; note that the l'I/Fremont traffc signal would also benefit Fire Station No.3 in facilitating access to 1'1 Street. Honorable Antonio R. Villaraigosa, -14 - September 4, 2007 Mayor
In terms of operating cost, this recommended re-route of DASH A (North Figueroa Corridor) is not revenue or rcsourcc neutral; one additional bus is required, along with the anual service hours which accrue with the additional vehiele. The estimated additional annual operating cost for the recommcndcd reroute of DASH A (North Figueroa Corridor) is $182,250. However, the recommended elimination of the parallel City Hall Shuttle service would make two buses available and would save $364,500 in anual operating cost (adopted FY 2007-08 budget). Therefore, the joint recommendation to reroute DASH A and cancel the City Hall Shuttle would be cost-neutral. The Department is also recommending that the remaining resources saved from canceling the City Hall Shuttle be used to implement a new pilot DASH route in Central City East. This rccommcndation will be discussed further in the discussion concerning potential new weekday service.
As previously discussed, the recommended DASH A revision (North Figueroa Corridor) wil serve a majority ofthc destinations currently served by the City Hall Shuttle, along with access to many other destinations along the DASH A route. The recommended cancellation of the City Hall Shuttle will affcct an estimated i ,630 daily riders. Even with an assumed 20% deflection rate (taking into account those riders unwiling to pay the $0.25 DASH fare), the Department estimates that DASH A ridership wil increase by over 1,300 passenger trips per day, or over 330,000 anually. DASH A passenger revenues are also expected to increase by approximately $83,000 per year.
Additional proposals for modification to DASH A emerged from the public outreach process, and these are also depicted in Attachmcnt A and Attachment B. The proposals aim at extending the area served by the route as well as, presumably, increasing ridership. Two of the proposals are revcnue / resource neutral: the one which is recommended would extend DASH A service on l;t Strcct eastbound to Hewitt Street (two blocks east of AlamedaJ and then turning southbound on Hewitt to rejoin thc current route at 3'd Street (the route map is identified as A2 in Attachment A). It trades service on Central A vcnue and 2nd Street for service along l"t Street and Hewitt - a neighborhood where over 600 dwelling units are being added. The Little Tokyo Community Council has expressed strong support for this route modification.
Thc second cost-neutral proposal concerning DASH A (the route map is identified as Bl in Attachment B) which is not recommended would extend westbound Route A beyond San Pedro Strcet to Los Angeles Street before turning north to rejoin i" Street: it improves Toy District access at the expense of i" Street in Little Tokyo. A third proposal (the route map is identified as ß2 in Attachment B), which is not cost-neutral, brings Route A further outside of Downtown without necessarily boosting ridership substantially. It would extend Route A further west of Freeway 1 i 0 to serve thc Loyola Law School campus and to intersect the Pi co Union / Echo Park DASH. Afternoon / early evening congestion on 8th Street (from Flower to Bixel/Fwy 110 southbound ramp) could also prove to be problematic for schedule adherence. It would require Honorable Antonio R. Vilaraigosa, - 15- September 4, 2007 Mayor an additional bus (and the associated annual operating cost) in order to maintain the curent Route A frequency.
Downtown DASH Route C has performed poorly for some time. A number of actions aimed at improving productivity and cost-cffcctiveness have not been successfuL. Two route modifications have been reviewed. The recommended route (implemented on July 20, 2007) would better serve the substantial growth in residential population in South Park and the Ralphs supermarket on 9th Street between Flower and Hope which opened on July 20, 2007 (the route map is identificd as A3 in Attachment A) by operating on Hope Street between 7th and 12th. It would also more directly serve the AT&T / City Public Works Building complex. This route modification has potcntial to boost ridership, but it must be accompanied by renewed promotional and marketing efforts. The other potential Route C modification (the route map is identified as B3 in Attachment B) which is not recommended would move the northbound leg of the route to Figueroa Street north of Venice Boulevard rather than Hope Street. This is not likely to boost ridership in that this segment of Figueroa Street is already served by Route F, and boardings on Route F are relatively low in that segment.
As anothcr means to improve productivity and cost effectiveness, LADOT is seeking to add higher-capacity vehicles (35 ft. buses, as replacements for 30 ft. buses) to the Downtown DASH flcct for deployment on selected high ridership routes. These larger buses will accommodate an additional 6 - i 0 passengers per vehiele compared to the current 30 foot buses. Through the 2007 Call for Projects, an LADOT proposal for the purchase of new 35 ft. buses (14 vehielesJ has reccived preliminary approval by Metro staff. Through the Call for Projects process, 80% of thc vehiele purchase price is paid with non-City funding; otherwise, 100% of the vehiele replacement cost would have to come from City funds - typically City Proposition A funds.
Mcasures to Improve Schedulc Adherence: Travel delays in Downtown can be caused by any number of incidents/conditions; since DASH buses share travel lanes with all other vehieles, ineluding Metro buses, DASH travel times arc in no way immune from delays provoked by congestion, construction activity, film production activity, law enforcement / emergency services interventions, and parades / marches. Dov.'ltown DASH on-time performance, on average, is routinely superior to 90% - although pcrformance during peak hours does not rise to that lcvel. A number of conventional measures are available to aid in improving schedule adherence for Downtown DASH routes:
. Review / monitoring of layover practices and behaviors . Re-assessment of schedules and route running times . Review bus stop spacing / locations
The result of these reviews / re-assessments may be the conelusion that additional vehielcs are necessary to maintain advertised headways, or that advertised headways may need to be adjusted Honorable Antonio R. Villaraigosa, -16 - September 4, 2007 Mayor to reflect the reality of Downtown circulation. In addition, there may be a need for substantially more effective field (street) supervision, which has the potential to enable direct and timely intervention to correct operational problems. Enhanced field supervision could require additional contractor and/or Deparment staffing. Remote monitoring of service, such as A VL (automated vehiele locator) and loop detectors, is also a possibility. These strategies are being investigated by the Department.
DASH E is a special case in that it routinely experienced delays due to its alignment: it has operated on Maple Avenue from 8th Street to Pico Boulevard. Maple Avenue south of Olympic Boulevard, although a designated secondary highway, is substandard as to roadway width; it has
a single travel lane in each dircction and is heavily congested due to trucks unloading in the traveled roadway, cars moving slowly in search of on-street parking spaces, cars standing in
travel lanes in anticipation of occupying an on-street parking spacc, jaywalking by pedestrians, and pcdestrian flows at intersections which delay turning movements long into traffc light sequences. The most effective remedy would be a re-routing off of Maple. This strategy was implemcntcd earlier this year in anticipation of a stormwater project which will close a portion of Maple Avenue (the route map is identified as A4 in Attachment A). DASH E now operates on Los Angeles Strcct between 8th Street and Pico Boulevard. This reroute was an attempt by the Dcpartment to strike a balance between improved travel times / schedule adherence and access to desired destinations for DASH E riders.
Potentially Viable New Weekday Service: Any discussion of potentially viable new DASH service in Downtown must be circumscribed by the reality that there are currently severe financial constraints facing City public transit. In addition, the underserved areas of Downtown cannot be expected to support Downtown DASH levels of service, i.e., frequencies of 5 - 10 minutes throughout the day. Thc only potentially viable ncw service (presuming the availability of capital and operations funding) for these areas is Community DASH-type service frequencies, which are typically every 20 minutcs.
DASH coveragc wcst of Main Street in Downtown is substantial, with extensive connectivity to
the Metro Rail and Metro bus systems. The bulk (nearly 70%) of the new residential development completed during the period 2000 to 2006 south of Fwy 101 in Downtown is located in the Historic Core, Financial Core, Fashion, and South Park districts (see Figure 3) - areas with substantial DASH and/or Metro bus and rail service. East of Main Street and north of 7th Street, however, there is currcntly only DASH service in the north of the Arts District (east of Alameda and north of 4th Street). Neither is there much Metro bus service on north-south streets east of Main Strcet. The lack of service is in part due to the irregular street patterns; it is also due in part to low ridership in the past which has led to reduction / cancellation of service (e.g. MTA line 58 which operated on Alameda Street / Central Avenue and later only on Alameda Street). Central City East / Skid Row (with Central Avenue as its eastern boundary), in particular, suffers from limited access to public transit. The southern portion of the Arts District Honorable Antonio R. Villaraigosa, - 17- September 4, 2007 Mayor
(south of 4th Street, east of Alameda) also has very limited access to public transit - although until vcry rcccntly the land use pattern was such that effective demand for public transit in that subarea was minimal due to low employment density and very low population density. Proposals for thrcc new DASH routes have been analyzed as par of this Study. These proposals are discussed below.
The recommended proposal for new service (CCE II - identified as AS in Attachment A), which would serve the Central City East area, was previously discussed by the Department as part of its responsc to the "Central City East/Skid Row DASH" Council motion (CF 03-l905J. it was originally composed of two circuits (onc elockwise, one counterelockwise) on l5-minute headways. If a single vehiele is available, then a modified elockwise route would serve San Pedro Street north of 7th Street as well as Los Angeles Street (northbound) and would also intersect DASH routcs A, D (northbound on Main Street) and E. It provides access directly or through transfer opportunities to the most popular destinations cited in the SRO Housing Trust and CCE/Skid Row surveys.
As previously discussed, the Department is recommending that a portion of the resources saved from the cancellation of the City Hall Shuttle (one bus) be used to operate this new service in Central City East. Under this scenario, the service would be cost-neutral. The Department is also recommending that this new service be operated as a pilot demonstration, and that the Department rcport back to Council following the first 180 days of service regarding route performance relativc to the Council-adopted (CF 98-l 121) standard for newly implemented service (i.e., minimum Pcrformance Index score of 0.15 at the end ofthc first six months of service, and a minimum Pcrformance Index scorc of 0.30 by the end of the one-year probationary period).
Thc second proposal considcrcd, also serving Central City East (CCE I - identified as BS in Attachmcnt B), elosely resembles a Cityride Senior / Disabled Downtown Shuttle route which was in operation during 1997 and 1998 before being canceled due to low ridership. It would connect Central City East with Bunker Hil and the Financial Core on the west, and it also intersects Routes A, D and E; with a single vehiele, it could be operated with 20-minute headways, at best. Its disadvantages are that it can only be operated in a counterelockwise direction; it is far more susceptible to congestion related delay; and it doesn't directly serve the San Pedro Strect corridor and its eluster of social service providers / housing. This proposal is not recommended for implementation.
The third proposal considered, which would serve the Arts District South (identified as B6 in Attachment B), would connect this subarea to the Arts District North (while also intersecting with DASH A) via Mateo/Molino Streets and to the Fashion District (while also intersecting with DASH E) via 7th Street. This route would only require a single vehiele to operate on 15- minute headways. While there is a growing rcsidential community in the Arts District South Honorable Antonio R. Villaraigosa, - 18- September 4, 2007 Mayor
(concentrated toward 7th Street), the population of the entire census tract (CT 2060.5 - which encompasses Arts District South plus the Southeast Industrial District), even under optimistic
assumptions, did not exceed 1,400 as of mid-year 2006. By comparison, the resident population
of the CCE / Skid Row district exceeds 9,000 at this time (not ineluding transient residents). A significant portion of this proposed route runs on top of Metro bus lines 60/760 on 7th Street from Mateo Street to Los Angeles Street - lines which offer frequent (3-9 minute headways) service throughout the typical DASH weekday span of service. For these reasons, this proposal is not recommended for implcmentation.
Weekend / Nil!httime DASH
This analysis is also divided into the following four areas of study: I) Investigation of effective demand for increased weekend and/or nighttime service; 2) Review of CBD nighttime shuttles in other urban areas; 3) Measures to improve the productivity of existing weekend services; and 4) Potential rcsponses to growing demand. This analysis is discussed below.
Investigation of Effective Demand for Increased Weekend and/or Nighttime Service: Presently thcre are three weekend DASH routes operating in Downtown - Routes E and F as well as the
Downtown Discovery (DD) route, which is an amalgam of weekday DASH Routes A and Band which connects South Park to Little Tokyo via Chinatown. Fignre 4 depicts the weekend DASH service routes operating in Downtown. DASH DD and F operate on 20-minute headways on
Saturdays and Sundays from 10 am til 5 pm. DASH E operates on 5-minutc headways between the hours of6:30 am and 5 pm on Saturdays and on l5-minute headways on Sundays from 10 am till 5 pm. The following table presents average hourly boardings for the three weekend DASH routes based on the most recent 2006 ridecheck data:
DOWNTOWN DASH WEEKEND SERVICE
PASSENGER TRIPS PER HOUR OF SERVICE OPERATED
Weekend Day Ronte DD Ronte E Route F
Saturday 18 pass./hr. 55 pass./hr. 37 pass./hr.
Sunday 10 pass./hr. 72 pass./hr. 19 pass./hr.
Source: 2006 Ridecheck data
For comparative purposes, Downtown DASH and Community DASH service on weekdays avcragcs 47 per hour. As the table above indicates, weekend Route E service is performing at a higher level than the system average for DASH. DASH Route E also performs equally well on weekends as on weekdays (see also Exhibit 2). DASH Route F performs relatively well on Saturdays, with a significant reduction in boardings on Sundays. Route DD is performing well below the avcrage systcmwide DASH ridership on Saturdays, with even less ridership on DASH Downtown Chinatown Herìtage.nd Weekend V¡.¡tctsCentr.
LEGEND ;.".ce figue(o. Route DD ~ Downtown Discovery " Bunker Hill, Civic Center, ~ Chinatown, EI Pueblo Park, . Little Tokyo. Financial District '.", \. oiÒc,~ GÊ Route E , LIbrary. ~ City West, Fashion District ¡ C""rCh.""~A,,& ."i~1 ,,'õi:.r.St Route F l ....&Pla...' ~ , .... EIPueblo Financial District, Exposition GÊ . .i¡c,~ Hoily : P¡"k.. Hi_ri~ -'" ° Park, use 00Fi Cathed,alof.. of \. \ -- DASH Pico Union/Echo Park ow, . Ahm.nso -;lh~l:,An~,t:.i~' LA" . ,'" . City Pe",onnol - DASH Lincoln Heights! :i Theate, :'.T~m.itkj'S.ì-,_: '. C,iminal M~"y . Fede'.l ,.'" Building Chinatown r:; ~w Dept. .... of Ma.. Coufl County +bll...LADOT 0l=IVlC. :., T'aMeitBuilding MOC . ;' the Gelfen ,. - DASH Southe8st --f !Domlliy ~':rr~ ~~~~~. . Adnisat°":ENTERICIVIC Clr fu~t"' . . Japane""Ame'¡can~_ Cont.mpo,ary "" "c,~ National -. __ "Z\' "~ - DASH King-East 1st St ~~~ili~~'. ê~~;iou.e ~~;,~~. ~~~~II Mu,"um ".i .. Bus stop (matches route color) dl ~~~~~~"il. m 2nd St Calt~an. 2ndSt ~Wiii= .i TTactonAve = Multiple Route stop ) SohoolColburn :i ~-Lib,.ry :; . . Point of Interest ~ ~ Grand '" ~:~ca Cent,al3rdSt Tlie_, . . Metro Station and Entrances LALiSD ¡ M.rket ~'::.nr:r;. 'r~ri~~it t:.:r:.:' little II Headquarters . Tokyo . Plaza 1111 Metro Blue Line W.II.Fargo B'.~bury. Cenl.r/PI... Garden Mu.""m . Bldg ~:'t~.OOce 0, "fhSf ! 1111 Metro Red Line . Watercourt .~ atC.lif ~i3h~' Building 4th Si TOY '". CITY WEST PI... P...hing ¡; DISTRICT IUI Metro Gold Line Bunker o Hil o SquaTe " SlepS. , R.dLine ",,; ) ( Tunnel ~ . Station SilSt ~ . . . ~ ¡ P.,i;~!i:~ i . , . '"' .Cenl,.1 Sq.i~_,:'" ~ "' . Nation.1 Libr.ry . "''' Plaza FINANCIAL . Vi,ilO,lnfo. DISTRICT ...... JEWELRY Cenler .... DISTICT " ,.." 7t1S1 . Flower . Ma,ket Garland 8t1Si BJdglCit Ralph,Fr..h F.", Man.ol Ofce.) I Fa.hion FASHION ."illnsttut.of ~~s~i~~di'ing Californi. DISTRICT Apparol M," ~ (FIDM) .Fodo,.1 """ J.",e' tJ.V'OOd\)"'cI (I . Re""rve . ¡; Bonk OlypioBlv " 0 0 . , , ¡¡ ,~ ii 23" lI ,. ~ . . " , Mount .OrtopaedLc ¡ l ~ 'i i1tlSt SI Marys Hosptal 11tkSi W ~ ,a College. SOUTH AT&T " , r~XPOSI;ION PARK/USe INSET PARK Center . Automobile . . 12tSt Club of . 12iSt ~~~1I0 Pico\)\vd Southern We,ks California I Bldg. 14thSt " ~ ~ ~ , . ~ % "",, . . 14tlP\ .. C.lifornl. 14thSt .- . Ho.pit.1 . . . i6thSt .¡'' .: 15tliSt .l'' . \ VanioeBlvd .. ". . Vo'n;C11 .F,iedm.n QV . Grand. Ocrup.lienal . PaM,;g C.nt.r/Cenl,.1 \)N'd . Garag. AdultSchool W.;h\ntie~iiii .. o :'Gr.nd i 111111111111 I .BluoLine i l :.St.tlon III.. '11111111 íï å Mun1cip.ll "' t . Court ') ~ t 21,;St , . 2.~""'l ~ ~ ,.¡¡ ~ i~:!ønl.~~' . ~ Coll"9" ~% lI 21"òSt :i i ;' ....".. . 4' ~ l . i3(dSt SEE EXPOSITION PARK/USC INSET
Figure 4 Honorable Antonio R. Villaraigosa, - 19- September 4, 2007 Mayor
Sundays. While marketing efforts for Routes DD and F weekend service could be enhanced (especially for DASH F, with a focus on USC students residing Downtown and on LA Live and Exposition Park as weekend destinations), there is no question that transit demand Downtown simply diminishes on wcekends. Route E is an exception to this pattern in that it connects a high density / transit dependent community just west of Downtown with retail/wholesale / employment activities which remain robust throughout most of the weekend in the Fashion District.
At present, Downtown DASH does not provide evening or nighttime service. On weekdays, Routes A, B, C and Fend servicc at 6:30 pm; routes D and E operate until 7 pm. The three weekend routes end service at 5 pm. As depicted in Exhibit 3, weekday DASH routes expcrience a significant drop in ridership after 6 pm. The question is whether the growing residential community Downtown and the level of commercial/cultural/entertainment activity Downtown at night and on weekends is capable of supporting additional DASH service - into the night and/or with longcr hours and greater coverage on weekends - since the population of potential DASH ridcrs Downtown diminishes drastically after 7 pm and on weekends. On wcekends, and to a lesser degree at night, DASH service in Downtown might be expected to behave more likc a Community DASH service: typically carring local residents to local destinations or to transfer points with Metro rail and bus service. If so, the issues concerning thc lowcr population densities in Downtown Los Angeles presented above in the CONTEXT section of this rcport come to the fore, as do the other demographic factors. The newly settled Downtown rcsidents have substantially higher incomes and vehiele ownership rates compared to the typical Community DASH (or even Downtown DASH) rider - which very likely translates to much lower propensity to ride public transit, whether DASH or Metro.
The survey data presented in Figure 5, while from a small sample in some cases, indicates that evening travel (after 6:30 pm) by residents within Downtown is not frequent - even by the transit dependent. For current Downtown DASH riders, evening travel within Downtown is even less frequent: only 17% responded that they "participate in Downtown activities" after 7 pm more than once per week.
Review of CBD Nighttime Shuttles in Other Urban Areas: High density urban centers have becn served by mass transit and taxis during nighttime hours for many years. More recently, a numbcr of cities have cstablished nighttime fìxcd route scheduled shuttle service to promote evening activity in downtown areas, for local residents as well as for tourists. Figure 6 presents a summary of data for six different services (all of which have been in operation for less than four years J in six different cities - one of them being the Holly Trolley in Hollywood. With one exception (Hartford, CT), all of these services are public / private parncrships to various degrees; Hartford's shuttle has been funded through a Connecticut state appropriation. Fares range from free of charge to $ 1 ; three of the six are weekend nighttime service only. The survey FIGURE 5
EVENING (after 6:30 pm) TRIPS / ACTIVITIES WITHIN DOWNTOWN
Data sourcc Responses Frcquent Frcquency of MT A rider Evcning Travel within Downtown ;;5 times per week
Downtown Resident Survey 45 51% 36%
ÇCE / Skid Row Survey 70 90% 17% ;;once perwcek
On-Board Survey 723** nla *** 17%
* 64% indicated no trips within Downtown after 9 pm on the weekend (Saturday and Sunday); 47% irtdicated no trips within Downtown after 5 pm on the weekend
** while there were over 3,350 total survey responses (weekday and weekcnd), only 723 chose to respond to the question regarding evening travel / activities Downtown
*** while the survey did not seek this information, farebox data from Downtown DASH indicate that approximately 1/3 of riders utilize MTA passes, and can thus be presumed to be frequent MT A riders
FIGURE 5 URBAN EVENING / NIGHTTIME SHUTTLES
Fare Headways Ridership City 2005 Pop. Days of Hours of Route Service Service Length/stops (boardings/ (Estimate) hour)
2.4 miles / 15 free 30 minutes l6/hr. (b) Colorado 369,815 F / Sat. 6 pm to 1 am Springs (a) $1 5 - 10 minutes 6-36/hr. (c) Georgetown / 550,521 daily 7amt09pm 7.3miles/16 DC circulator free 12 minutes 10 -14/h (e) Hartford, CT 124,397 M-F 7 am tol 1 pm 2.5 miles / 12 3 pm toll pm (d) Sat. $1 12 minutes 4-5 / hr. Holly Trolley 222,694 (1) Th - Sat 8 pm to 4 am 2.2 miles /13 2.1 miles/ 10 free 10 minutes 14/ hr. (g) Indianapolis 784, ll8 daily lOam tolOpm 4 miles / 8 $0.25 15 minutes 13 - 18/hr. (h) St. Petersburg 249,079 F / Sat. 5pm to 12 am
Notes a this nighttime / weekend service connects Colorado College with CBD entertainment venues b boardings do not reflect homeless who ride entire circuit; boardings after i 0 pm decrease dramatically c monthly ayerage, per bus per hour during the period 6pm to 9pm; 6/bus/h. is for the period 8pm to 9pm d the Harford Star Shuttle primarily links a new convention center to CBD hotels / restaurants e the range reflects impact of presence ¡absence of activities at the convention center f population of Hollywood Community Plan area (2004 population estimate) g monthly average for surer peak period; originally charged $0.50 fare, but eliminated fare to increase ridership "' h St. Petersburg Looper is primarily tourist-oriented; bus operators provide tour commentar while driving; ridership variation is z: seasonal (peak during Januar - April). t: ~ a- Honorable Antonio R. Villaraigosa, - 20- September 4, 2007 Mayor
sample is small, but this is due primarily to the reality that there are currently few municipally sponsored urban fixed route nighttime shuttles.
For those shuttle services which operate later than 9 pm, ridership is low and the passenger subsidy is high. Shuttle services in the sample have average boardings ofless than twenty per hour, even during peak activity periods (seasonal or event-based); the boardings after 10 pm typically are less than ten per hour - even with no fare being charged. The Holly Trolley, which circulated in "downtown" Hollywood's entertainment district connecting restaurants / elubs / entertainment venues with municipal parking facilities throughout the night on Thursday through Saturday, on average attracted fewer than five boardings per hour. This amounts to a per passenger subsidy of more than $10 (evcn with a $1 fare). (The Holly Trolley was discontinued effective June 16, 2007 due to a lack of funding and low ridership J
Measures to Improve Productivity of Existing Weekend Service: As previously discussed, the risership per hour on Downtown DASH Route DD is well below the systemwide average for DASH and is also well below other weekend Downtown DASH routes. With the recent opening of the Ralphs supermarket, there is a new weekend destination in South Park which may attract
ridership from the areas served by the northerly segments of Route DD. The recommended modified Route DD (identified as A6 in Attachment A) wil operate northbound and southbound on Hope Street between 7th and i i th Streets to directly serve the new supermarket while maintaining transfer opportunities at 7th/Flower Streets to Route F for destinations further south. The northerly portion of the route, which serves Chinatown as well as Littlc Tokyo, will be modified as depicted in A2 (congruent with the route modification to Route A (Arts District North). (This modification to Route DD was implementcd by the Department on July 21, 2007J
Potential Responses to Growing Demand: In light of the severely constrained financial situation confronting City transit, and of the low ridership projections for fixed route transit on weekends and late night Downtown, alternative transportation responses appear to be more appropriate at this time. These would inelude:
. Event-based shuttles - Shuttle services of this type (whether public / private partnerships
with DASH or entirely private) have been implemented for a number of Downtown spccial events. At present the Downtown Los Angeles Neighborhood Council (DLANC) has taken steps (including the provision of full funding) to extend the hours of a modified DASH D service for the monthly Ar Walk event Downtown (the route map is identified as A 7 in Attachment A). There have also been discussions with Staplcs Center / LA Live regarding the extcnsion of service hours for DASH F. This allows targeting of the service to peak dcmand days/evenings and hours as well as locations.
. Establishment of a Downtown taxi flat-fare zone - Especially for nighttime trips within Downtown, taxis (as demand-rcsponsive service) could operate far more efficiently and Honorablc Antonio R. Villaraigosa, - 21 - September 4, 2007 Mayor
cost-effectively than fixed-route public transit. This would require a fare structure to be determincd such that both cab companies and the potential customers find it attractive; it would also require a determination of territory to be covered by the flat fare service.
. Private shuttles - Private shuttles provided by the management/ownership of major Downtown developments (e.g. the Maguire Properties shuttles) have been in service for many years, primarily oriented to an offce employment base. As the ground floor uses of many of these developments have evolved in recent years toward restaurant / entertainment with later hours of operation, these private shuttles have also (in some cases) extended their service hours and/or adjusted their list of destinations, linking restaurant tenants to cultural and sports venues at night.
Conclusion
Based on the Study analysis and the current financial context for City transit, recommended actions must be limitcd to cost neutral (relative to City Prop A) and/or revenue enhancing options. These are in summary:
Recommcnded Measures to Improve Weekdav Productivitv
* Eliminate the free City Hall Shuttle (savings of two vehieles + annual operating cost)
* Redeploy one of the City Hall Shuttle vehieles to a modificd DASH A route which serves Fig Plaza and north Figueroa Street (3'd Street to Diamond). * Monitor recently modificd DASH C route that directly serves the new Ralphs supermarket and the AT&T / City Public Works Building complex, and better serves new South Park residential buildings; this route modification to be accompanied by a renewed marketing campaign.
* Formally request that Metro reimburse the City for the honoring of Metro passes on Downtown DASH; should Metro fail to enter into a pass reimbursement agreement by December 1,2007, then discontinue this pass acceptance policy. * Modify the alignment of DASH A (northeast portion) to extend service eastbound on i" Street east of Alameda to Hewitt, then rejoin the current route.
* Continue to aggrcssively pursue the subsidized acquisition of higher capacity (35 ft.) replacement buses for deployment on high ridership Downtown routes, such as Route E.
Rccommended Measures to Improve Schedule Adherence
* Continue to monitor the on-time performance of the recently modified DASH E; consider alternative re-routing to San Pedro Street if the Los Angeles Street option fails to improve schedule adherence as documented in the 2007 Ridecheck and in monthly operator reports. * Continue to evaluate and implement strategies, as appropriate, to enhance on-time performance for all Downtown DASH routes. Honorable Antonio R. Villaraigosa, - 22- September 4, 2007 Mayor
Recommendcd New ServIcc (weekdav) * Implement a Central City East DASH pilot service (CCE II route alignment), with
redeployment of one of the City Hall Shuttle vehieles; monitor performance, with a rcport back to City Council six months after implementation.
New Weekend and/or Nie:httime DASH Service * While demand for additional DASH-type service is growing, it is not sufficient to justifY extension of scheduled fixed-route service at this time. LADOT shall continue to encourage the development of event-based shuttles; consider establishment of a flat-fare taxi zone Downtown; and continue to encourage the extension of the currently existing private (building-based) shuttles
Measures to Improve Productivity (Weekcnd Service) * Monitor recently modified DASH DD route that directly serves the ncw Ralphs supermarket and better serves new South Park residential buildings; this route modification to be accompanied by a renewed marketing campaign.
IMP ACT ON THE BUDGET
These recommendations for service changes, taken in their entirety, are cost-neutral. The route modification to DASH A will require a one-time expenditure of Prop A and Prop C funds for the necessary traffic signal enhancement at Figueroa / 3'd (estimated at $40,000) and traffc signal installation at i" / Fremont (estimated at $270,000), respectively. There are sufficient funds ineluded in the City's adopted FY 2007-08 Prop A and Prop C budgets. Therefore, there is no impact on the budget.
Exhibits / Attachments Exhibit i DASH Downtown Historical Ridership (1990 - 2005) Exhibit 2 DASH Downtown Weekday Daily Ridership (1999 - 2006) Exhibit 3 DASH Downtown Total Weekday Ridership by Hours (2006) Attachment A Recommended DASH Downtown Route Modifications / New Service Attachment B DASH Downtown Proposals Reviewed but Not Recommended DASH DOWNTOWN HISTORICAL RIDERSHIP 9 8.5 MilLION
8
7
c. 6
Iv;z 5 110 D:j W:i 4 O~
D: 3
2 1.6 MILLION
o 1990 - 1994 431 % GROWTH OVER 15 YEARS
Exhibit 1 DOWNTOWN DASH WEEKDAY DAILY RIDERSHIP i: 70 :J 0 :i 60 W :J Z 50 W ;: 40 i:W i: W 30 0. 0. 20 :i VI i: 10 W i: i: 0 199 21 201 2002 203 200 2005 20 .A 34.57 3B.32 35.73 35.44 40.14 39.51 36.94 3B.44 .B 45.B9 46.97 42.09 39.69 41.0B 39.76 39.92 39.56 .C 22.4B 1B.55 20.45 19.05 20.74 22.41 1B.59 20.9B .0 33.17 34.29 40.B1 35.49 33.74 40.20 35.61 37.62 .E 59.34 55.54 56.59 50.6B 56.91 53.B5 52.79 50.14 .F 36.60 43.36 44.21 43.70 4B.36 45.27 4B.67 4B.55 Data Source: LADOT 100% Ridecheck Reports "For purposes ofcomparison, the DASH systemwide (Downtown and Community DASH) average boardings per revenue hour in 200wa5 47.
Exhibit 2 2006 DOWNTOWN DASH TOTAL WEEKDAY RIDERSHIP BY HOURS 3,000
2,500
0- 2,000 :i II a: 1,500 W 0 a: 1,000
500
o
* D~ta Resource: DASH DOWNTOWN 2006 RIDECHECK, Mobility Advancement Group, April 2006. H includes DASH routes A, C and F which operate from 6:30 am to 6:30 pm; DASH route B, 5:50 am to 6:30 pm; DASH route 0, 5:50 am to 7:00 pm; and DASH route E, 6:30 am to 7:00 pm.
Exhibit 3 A TT ACHMENT A
RECOMMENDED DASH DOWNTOWN
ROUTE MODIFICATIONS I NEW SERVICE
Ala - DASH A: North Figueroa Corridor
Alb - City Hall Shnttle (current ronte; recommended for cancellation) A2 - DASH A: Art District North
A3 - DASH C: Hopc Street I AT&T Center (implemented July, 20071
A4 - DASH E: Los Angclcs Street / Pico (implemented January, 20071
AS - Central City East pilot route
A6 - DASH DD: South Park (implemented July, 20071
A7 - Art Walk DASH
ATTACHMENT A RECOMMENDED ROUTE A MODIFICATION
Dorothy'::'. (NORTH FIGUEROA ,.. ~:;~;:~,..; ,.. . CORRIDOR) ~. r:::~~r,~1 ~. c.lt.n, Mu,"umo Con'~mporary , Art(MOCI ;¡ , ADDITIONAL ROUTE LENGTH: 0.54 miles d! f rif \UNKER ; . ~';ca . . HJLL ( "''' Thea., l'pa"".. t:::-. ~o'lo ) ¡\",.~can Gorden PI... Fa"!0 CuIM'IS. ADDITIONAL VEHICLES REQUIRED: 1 Bus Community '" fWOII'.Mu,eum C.",.,IPI.. . .." '"' ADDITIONAL ANNUAL CITY WEST Q DISTRICT I ~"nk., i I. . Hill l . r , OPERATING COST: $170.044 l S..~ 5IS. l i . t ,, (Weekday, 6:30am-6:30pm, Clt~ .eM...1 . N"io",1 LJb",'Y ... estimated by using $55.57/hr.) ~~, i 'P PI... l Vlsito,I"'" FINANCIAL l ... il DISTRICT COMMENT: Cost savings ($354K annually) ~'*~,. '''''\ ,." by replacing current free City Hall Shuttle ,.' service; eliminates duplication of service along 1st Street (Main to Hope), which will Existing Downtown DASH Route A boost DASH A ridership; also adds service on Figueroa Street north of 4th Street. Dorothy ct,ndl.r ,.. p..¡lion-- ,." . ~. :~~~~~"Ji-:~ :i2nSt ç.1t.n, ) Mu","",à . :: Conw",,,,"ry f d! . J,f"" l_.. ~¡MDCA)BUNKER . HILL ( "'. t¡::;~ J,m", _¡"'Ie ) ~:~i~~ ~;¿.n pj':.o Cu~ura' !I Comm"n~y "', ri f~~:.My,e"m CenterIPI". . .." ;0' CITYWE5T DISTRICT I Bunker L ~ . Hili ~ l SI'P' l . r . ,.. l, . i . , ,, _C.n,,,1 . ~;o",1 Library ... Plaz. l t' i í Vi,itorlnlo. FINANCIAL C.n'.,\ DISTRICT i.~.. . l . ,.. ,.' Recommended Route A Modification
A1a CITY HALL SHUTTLE
REQUIRED VEHICLES: 2
SERVICE DAYS/HOURS: Monday-Friday 6:00am to 6:30pm
ANNUAL OPERATING COST (FY 06/07): $354,000
Temple St ~ .OJ .Z "- ~ " 0f Criminal ~ . Courts ~ l W County . Hall or Administration CiViC C"ty CENTER H~n . ~~ East Water & Power . . . County Courthouse CITY WEST lstSt
. Caltrans
Disney Hall . 2ndSt 2ndSt
~ " dD :! '" OJ Museum of Contemporary W . ".o Art (MOCA) & W Pacific Stock . l Exchange w W . BUNKER ( 3rdSt ) HILL o:! ~ W
A1b RECOMMENDED ROUTE A MODIFICATION (ARTS DISTRICT NORTH) ... gh;:~:'__~;;: ... Pavilion W.~D;'noy . ~. (on,artH.11 , "'. Cat'no, ) M"""omJi . Con..mporary ¡ ADDITIONAL ROUTE LENGTH: 0.00 miles lI ArIMOC , Jap;n f rJI ~UNKER W. . . HILL ( ~~~~~ Jam.. _i!tll.o ) ~:~~": 6~;;en Pi.:. ADDITIONAL VEHICLES F",~o C"I,",.I& Commoni!) .." fWOII'.Mu,""m C.nt.rIPI... REQUIRED: Resource neutral . .." om On-WEST DISTRICT ¡ Bynko, L ~ . ADDITIONAL ANNUAL OPERATING Hill l . î ¡ l St.p...... l. i COST: Revenue neutral , t ò. ,~ .C.ntrl . " National Libmy ... PL... I c FINANCIAL Vi,a.el"!. COMMENT: Provides better service to new 'i ~... \ DISTRICT housing development east of Alameda and '''~'" ',.,''\ ".. north of 3rd Street at the expense of Central ,.' Avenue/2nd Street. Anticipates Gold Line station at 1st Street/Alameda Street. Potential Existing Downtown DASH Route A boost in ridership to marginally performing segment of route. ~ ~~ ... l Doroily . .E.., ~~~7;~~r;.;-:: ,..5, W.kD;,,"y . "'. ConcertH.11 ~ 2nSi C.1"on, ) Mu..um.~ . , Contmpo"ry , Ar(MOC J'p,n lI rJI . Ameri"" f , \UNKER w" Th...., , HIll ( J.p'"'" ) Am.nç,n F.,go Cultu"l& Communi., "" fweii,.Mu,eom Cen'../PI",. . ... '"' CITY WEST . DISTRICT ¡ Bunkor L ~ Hili l . J , l "'e , ~"'St .l i , t ò, ,~ .C.n".1 . Nalionol Libr.ry ... PI... J Vi,aoclnfo FINANCIAL DISTRICT Cen'", \ . 7,.51
Recommended Route A Modification
A2 IMPLEMENTED ROUTE C MODIFICATION
ADDITIONAL ROUTE LENGTH: 0.09 miles "'~ "'. f o ADDITIONAL VEHICLES CITY WEST . CITY WEST Bunker L Bunker ( REQUIRED: Resource neutral Hill l'!C 5thSt4! i Hill Støp. r Stop. r ~ ,,"" I ¡r Centr,1 ADDITIONAL ANNUAL P~~ing l Library City- r.:cønt'~' ~~~e 6th C;ty, . . Natic",1 Library 51 . National . . 6,hSt OPERATING COST: Revenue neutral pi.,. Plaza i ~ FINANCIAL i FINANCIAL ~ DISTICT JEWELRY WilshreBlvd DISTRICT JEWELRY l DISTRICT l DISTRICT COMMENT: Shifts route south of 7th r,. 7thSt 7thSt Street to Hope Street (bi-directional) to L L'1 better serve South Park residential and .Ma:J Mao:. PI... 6thSt "m ï BthSt the new Ralphs Supermarket; extends Ralph,Fresh ~::~h':;rk:tl southern part of route east to the AT&T F.",Market ,,", Center/Public Works Building; eliminates li "".. . d! ~ ., Federal'lSt Federal tl.~ ReserveB,nk duplicative service north of 7th. Potential -'" F.5hicnln51itu!e. Re.."'cBank .i ~¡S~~~~gl;~,it- . 010&";9"& Olympi~si Merchandising Merchandising OlympicSt to increase ridership throughout the day. IFIDMI lFIDM) Q li I fHl';l" f . q '" ~ l ~ I. . lltnSt.,~~l . SOUTH AT&Ti ;¡~ì"'.12tSt ll Pubic PARK12iS,,,,,,,,,,, Center. . Publ,c Works (! liâ~5 Bldg ,:,:::,::d r~l~-::~ l I'LooB\~d "oo..'t l ,,"~ 1SlhSt ~:'::::;,' t "",M! VeOOUhid b ,4thStL . ""', . ~~~~CJ~,~\ ;fri&dman ~~~~Cd~;" ',hiedm,n Occupatianal ''Ócc"pational Park;ng Cantor/Contra Parking Center/Centr.1 Garage AdultSd,aol (i Garage AdultS,hooi Existing Downtown Implemented Route C DASH Route C Modification
A3 IMPLEMENTED ROUTE E MODIFICATION ADDITIONAL ROUTE LENGTH: 0.00 miles
ADDITIONAL VEHICLES REQUIRED: Resource neutral
ADDITIONAL ANNUAL OPERATING COST: Revenue neutral
COMMENT: Potential time savings; potential to enable better schedule adherence, although Pico Boulevard still suffers congestion delays; better access to Santee Alley than Option II. Improved schedule adherence should retain/build ridership.
Previous Downtown DASH Route E Implemented Route E Modification - I
JEWELRY """,,,,(,;¡,,,¿ ""~",,m. J~WELRY "_,,, DISTRICT DISTRICT .,~~ . Cet.. . COO," ,thSt ,." . "ow"' .FI,,,., L . .... M",,, . .~~ M."'.. , 7"" ~. \ ,," . 7+F;o G,"¡"d. '" G,.i,nd ."'" "'ogIC;", .Idoie"" Of,..1 FASHION Of,,,1 FASHION DISTRICT DISTRICT ~""~"o '" 9t", . ¡""".. Joi-'f# c.ti.,o¡' ~t;;i;'. ~~"'I ""- O!.p;,B~d II . i II 0 f i i f ! 1 , ¡ , l ! î , 1 , , I , I , 110", f ~ J , \1lkS\ , \,thS, íi i , ~,\t"S, t P \ 'o~ , t SOUTH , , PARK PARK 12t" \2thSt ,~. 121Si l'koEId ~.. \4th~' "thS' . ¡ '., i ,~" , ".thPI I , ¡ ,~. i, '.4th5' ., lSllSl ,... ,5thSt '6thS' ""o\"s"" i; _.. (i ,..' '",¡~, ~.. (i . o 'i,..;~n~"d ~ , ï /"" . i, /"" . , """ if , i if , , t ~ ~-.¡¡ , ,~..n;"gt.\v , L i1"" \ ~ , ~. , , , .-" ~~ i i
A4 I
RECOMMENDED PILOT ROUTE CENTRAL CITY EAST II
ROUTE LENGTH: 2.2 miles (clockwise)
VEHICLES REQUIRED: 1 Bus
FREQUENCY: 15 minutes (12 min. + 3 min. recovery; Weekday, 6:30am-6:30pm; Sat. 1O:00am-5:00pm)
ANNUAL OPERATING COST: $190.272 (estimated by using current Downtown DASH rate, $55.57/hr)
LITTLE TOKYO COMMENT: Provides additional service in CCE/ 2ndSt Traction Ave Skid Row; connects with DASH AID .;: ARTS I .;: (northbound)/E; serves San Pedro south ,. ~ 3. ¡:~:~ica 1 \ DISTRICT ¡l of 5th Street; provides service on Los W R- Theater/"/l1 W W . Little Angeles Street (northbound, 2nd to 6th 3rdSt Japanese James Tokyo streets). Potential to increase transit Reagan American Irvine Plaza State. Cultural ~ Garden ridership in an underserved area of Office Community Building Center/Plaza en Downtown. ." 4t St '"0/ TOY ~ "'''. '" "U,. g DISTRICT %" , 'I ~ 1: w stlSt '". ii :: w !! w 6thSt
7thSt
. Fiower Market Recommended Pilot Route - Central City East II
AS IMPLEMENTED DASH DD MODIFICATION
ADDITIONAL ROUTE MilES: 0 miles
ADDITIONAL ANNUAL OPERATING COSTS: Revenue Neutral
COMMENT: Shifts route south of 7th Street to Hope Street (northbound) to better serve South Park residential and the new Ralphs supermarket; incorporates Arts District North modification depicted on A2.
f f ,. .,. II,,-~. . II ""," Gil'ûl'la'
V"ignllSt "-50 C""'" uf'' CHINATOWN \ CHINATOWN \. t. ~St t ~""S\ t. . " \ ,/"(ì \ Q1ó'"' .," (§ .f .. . .f .. Ub,"'Y. Ceo.zA. CeOia"'~A.. 0",.,.5' &PI.. J SIP".b~ J H~tori, o ..'" P.,k ., "" c"thoò..lol A),5OSt -""Y"Chlld",n', \ ~ '\ ~"" Coth.d..l., " o'r,I.d;~1 Mu,o"m . . Ahmo""" ,.tl;:'i~¡ LA " Mm."," "'9An~oli, " The..,;. 'T~'St'CMmi",IM'I.lf _Fodof"1 ih..t" "~,St _F.d.,,; Bulldi,~ . B"ildin~ ,/ ,/ M". r · Mark C""n;llaHof,CIVli:.'" rT C"u~~Hall."l CIV;i:.rt i~iT ¡':,:~. Admln,""~on, CENTER, at tor. :f~~.in ..~S" T"I", ~,,n'''''"" CENTER'C ~ ~ J,P""o.. ~,"'empo'.ry S" P Fmum_ ""..'h, K'. ii C¡vicCt, H~ . Dom"'y ii C;,k"" H~, '. Ch,"dl" t J Ch.ndl.. leoo"!) RedLJne Citti.i :.~~,""w \\ .. t ,flotSt ~:~ou'" ~":I~~. ~K'I l!1SI ..,;Iion. r Cooo1liu", Station Eo". Mus""m .. P."illon. . II ~o'~~::~~~I. fm 2n St C,lUa" ~~ti' .. TniioAv II 2nSlC.It.n. ) Colbu," ~ .Lib",, ;i_Ub,.., 5'""011 ,. .. MOCA G"nd ~ ;,:;1,. . C.",,,13i51Grand !( C""'I3rSi Th...., . Markot J'P,,"..Amor;con J''" M.'¡.' ~:"it"~:i&t.::ri~~~y I:,::::: f ) ~~L~KE~ . , .,. . ~~~~:~tpt.~.omm""it :;::on .S'"!bUry. C.,'.,IPI.., G"d.n :r;~OUry ~:~.~¡;c. Sld~ ~::~'Òf,o "tiSt '"" ~ ~~~.i' Boild;ng 4tSI TOY ~9~tl' Bu;;d;n~ 4ilSl TOY ~~~::;g g DISTRICT \. o \. g,nk., .. 8un.., ~~~:,;;g Ii DISTRICT .. Kill Hill Stop.. Rodli"" ~ StoP'. . S\.tionR.dUno StSt'l 11 ~ Sta';on 5tSt'i . t if t L ~ , , i City _Cow.1 . . . C~ _Co"".1 ~ ~ N..;o",1 L;br.., '", Notion.1 libr.., P î ,.. PI... ~ PI.,. FINANCIAL FINANCIAL J . V;,~o,lnlo DISTRICT V;'~o,;rra DISTRICT JEWELRY '""'"' ,""M\ DISTRICT \ ,." M.cy', ,.. pi". . . '_Fig. . '''''g M.", amSt PI,.. .,,,
R.lp",F""h R.lpk,F..sh F.,oM..k.t F...M",¡.t . . "'50 ~DM. ~:~:;:~ FIDM _Fodof.1 "'" . R...",. î. , Boo. O/piBN î. ~.n' OIBlI Q ~ f Q H , . r " .. ! P " . ~ . iithSi -0 W l1th5t f 11thSt t l ~ f ,1thSt . SOUTH · i a . q \ a PARK ;, . " \ . 12tSt 12thSt ".. . p¡øW \.. .,,,,, 14thSt i4thSt
14mPl 14ilPl
Existing DASH DO Route Implemented DASH DO Modification
A6 Second Thundoy Thursdav,June 14,2007 offveMont/ 1 MO (Ge Conterpory) 152 N. Central Ave.,21J.26-6222 (Free ONLY from 5-8 pm. Closes at 8 pm during the Art Walk) ii OownlDwn Rf!ular Hours: Man l1-S,Thu 11-- (FREE S-8),Fri 11-5, Sat & Sun 11-6 L.A.ArtcoNCettr 120 Judge John Aiso St., 213-617-3274 Los Angeles 2 Regular Hours:Wed-Sun 12-5.Parklng in rear M.J. Higgins 244 S.Main 5t.,213-617-1700 _,downtownartwalk.com 3 Regular Hours:Tue-Sat 12-6 4 2nd St.Clgan&GlHery 124 W.2nd St.,213-4S2A416 12pm - 9 pm Regular Hours: Mon-Fii 10-6:30 5 Morano Klang Gllle 218 W. 3rd 5t., 213-628-8208 Free Admission Regular Hours:Tue-5at 12-6 (limited hours where noted) 6 bank 125 W 4th St.#l03, 213-458-9921 (Cfosesat6pm during the Art Walk) Regular Hours:Tue-5at 11-5 The Downtown Art Walk is a free, self-guIded tour of the 7 Contlnenhil408 S.Spring St., 213-622-4949 many art gallerIes and museums In Downtown Los Angeles. Regular Hours:by appointment Crewest 110Winston St., 213-627-8272 Metro trains run past midnight, and a new, FREE Art Walk DASH bus runs 8 Regular Hours:Tue-Thu 12-7, Fri & Sat 12-8, Sun 12-6 7 pm to 10 pm (last bus at 9:45). The DASH loop route is indicated below. 9 Rt.nt Gall.ry 446 5. Mafn St., 213-458-3735 Parking lots and street parking are available throughout the area. Regular Hours:Wed-Frl 2-6 or by appointment 213-689-7799 10 Philrmlka 101 W.5th St., Regular Hours: Wed-Sat 12-6
11 L.A.Cti- for Digital Art 107 W.5th St., 323-646-9427 Union Regular Hours:Wed-Sat 12-5 Station 12 EINoIPrI 109W.5thSt.,323-581-7112 RedS. Regular Hours:By appointment Gold Lines Art 102 W.5th St., 213-624-6212 13 ø.tG.. Fin. Regular Hours: Tue-Sat 12-6 14 INMO Galer 114 W.5th 5t.,213-626-5225 TelJPle (limited hours during the Art Walk, (all for info) '\ Regular Hours:5at-Tue 11-5 DotG.ller 118W.5th 5t.,213-817-6002 15 Re "ji Regular Hours:Daily 11-8 pm :0 i Art 453 5. Spring 5t, #443, 213- 247 -0002 16 NlcheLA Video ëO Regular Hours: Sat 12-5 and by appointment ; ØI "' C o 17 Krstl Engle Cilhtry453 5. Spring St, #741, 213-629-2358 .. c Regular Hours:Thu-Sat 12-6 o '¡ 1st St. MurmurGille 129E.6th 5t.,213-623-2332 .. 'a 18 Art II II ~ -i Regular Hours:Tue-5at 12-7 19 626G.II.. 626 S.Spring 5t.,213-614-8872 1: Regular Hours: Tue-Sat 11-6 Q) ~ 20 groundfoortsantMourt 716 5.Los Angeles St Suite C. 213-623-8101 l Regular Hours: Seven Days A Week 9-7 3rd St. 21 GlleryWaugh 704 S.Spring St., Suite 1202,310435-9551 "' Regular Hours:Tue-Sun 11-7 c Gall." 719 S.Spring St., 213-683-8827 .. ,~ ø 22 Infuion .. t Regular Hours: Tue-Sat 12-6 \: Õ :¡ 23 G.II.ry7'1 727 S.Spring St.213-627-9563 Regular Hours:TIiu-Sat 12-6
24 TheHlv.Galler 729 S.Sprlng St. 213-955-9051 : Winston Regular Hours:Thu, Frl, Sat 1.6 and byappointment CenblrGall812 S.5pring St.,213-627-7592 25 City Regular Hours: By appointment (Mon-Fri 9.5) 26 Museum of Neo Art (Temporary Exhibitions inside (ity (enter Gallery) 812 S. Spring St.,213-489-9918 Regular Hours:By appointment (Mon-Fri 9-5)
æ 6th St. 27 BOiHt Studlo 91 0 S. Broadway, PH, 213-631.0560 . Regular Hours: Tue-Sat 11-8 .. 28 GI! lenard 740S.01lve 5t.,213-304-4279 cu Regular Hours: by appointment :0 "i t ØI 29 Gre Go.. 650 S. Olive St., 213-622-5622 ; Closes at6pm during the Art Walk) Regular Hours:Mon-Sat 10-6 "' C l? .. c 30 MOA (Grud Annue) 250 S.Grand Ave., 213-626-6222 e ..~ I t!re.e O~~Yfr~~ 5_-S.P'm; ~os~s. a~ S !Ilrd~r!~~ tf~ A!t ~alk!. __ ., r L l\t'ulai nOur~:rvIOiì 11~:i,IIIU1-0 I (rRi:i::;-o),ri1 II-J,Sa,&.)url I ,-0 08thSt.1I .3 -- c .. 31 DontownArlGall..y16115.Hope5t.,562--33-6991 II Regular Hours: Wed-Sat 11-7 Please vIsIt our restaurant and bar sponsors: ~ CD A) Pllflre PIzzo at 2nd" MaIn o GaHer B) Pele's Cafe" Bar at 4th" MaIn 9th St. o Restaurant I Bar C) 80r i 07 on 4th Str..t b.tw.en Sprlnfl "Main ~ DJ Warungi Caf. 0" 4th Str..t between Sprlnfl. Main c æ Metro Station E) Rocker Pizza on 4th Street between Spr/nfl .. Main OlympIc ¡. Art Walk DASH Stop F) Seven Grand on 7th between Olive and Grand FmIl..,.IIJli1I1..I¡¡ G) Golden Gopher on 8th betw.en Hil and Olive r ¡ H) Broadway Bar on Broadway between 8t1t" 'tit Str..ts Sign up for the Downtown Art Walk announcement ii.t! Sand a blank amall to: DowntownLAArtWalk-iubicrlbaliyahoogroups,com A7 ATTACHMENT B
DASH DOWNOWN PROPOSALS REVIEWED BUT NOT RECOMMENDED
Bl: DASH A - Toy District modification
B2: DASH A. - Loyola Law School modification B3: DASH C - Figueroa Street modifcation
B4: DASH E - Sau Pedro Street modification
B5: Central City East I Bunker Hil new service
B6: Arts llstrict South new servicc
ATTACHMENT B POTENTIAL ROUTE A MODIFICATION II (TOY DISTRICT) ,.. g~~~~~r~~: ,.. Po.;!;O" W.kDi"01 . ~. Con,.rtH.1I ;!inS' Cakr.n, ) Mu,"wiJi . ADDITIONAL ROUTE LENGTH: 0.00 miles Con"'''cal) ,. ArtMOÇ J.p.n lI . Am.n"" f \UNKER "'. Tho.'''' . HILL ( J.p.n.. ADDITIONAL VEHICLES Amen"," C"I,",.I& REQUIRED: Resource neutral Co",,,"nily ". ConrorIPI",. .." 00' CITY WEST . DISTRICT ADDITIONAL ANNUAL OPERATING ¡ L ~ , r r . I ~tlSt l COST: Revenue neutral . t ~. ,~ .Con'''1 . Na,lon,1 !Jor.') .." PI". J COMMENT: Provides better service to Toy FINANCIAL DiSTier District on westbound portion of route at ¿~~,':rl\ "',. the expense of the heart of Little Tokyo commercial district (closest westbound stop would become 1 stiLos Angeles). Existing Downtown DASH Route A
,.. g~;,~~~,~:. ,.. P"õI.o . llT~'\'IÂ_anAw\ ~. ;;:~,~::~~~I æ 2nSt c.~r.n. TO~t'O'-~ ) Mu..umo~ . . Contomporary ,. J.i,n-- ~rrSRICT-l., dl MIMOC . Am.rica f of. \UNKER "''' Th...., . HILL. ( J-i:" -¥.'t1.o f L ) :::~~~ ~':d..n Pi.t C"~u,,1 & . . Forgo M",oum C.mmunlty ~tis, fW.II.- . ""So mConto'/PI... CITY WEST . DISTRICT ¡ Buek., i: ~ \ H;II r . f ~SI l , r Stop. . , . t ;. _Cen".1 . 'S 9i.'!C;,~ N..ional Ubra'Y J ... l · i ".. FINANCIAL 1 .; 1 ~:i".,I\l~ DISTRICT .~ lo 1i1S1 ""
Potential Route A Modification - II
81 ,." g~~~~1~r~.:':. ,.. P.vilIOn POTENTIAL W.~O;'".Y . ~" Co"c.rtH.1I Cal",", ) M".."mo~ ; 2nSt . Conteporary ,. ROUTE A dI rJI Art(MOC . f. . -lUNKER "''' ) Hill ( MODIFICATION F.,S" "', fWOII..Mu,.um . ~. w, CITY WEST DISTICT (LOYOLA LAW SCHOOL) ¡ B,nk., . Hill ~ I' , f Stop. f f . . ~" l l. ADDITIONAL ROUTE LENGTH: 0.71 miles . t 0. C;ly .C.ntral . Notlo,.1 Lbr.'Y I ~. ADDITIONAL VEHICLES REQUIRED: 1 Bus p~... Vi#arlnlD. FINANCIAL DISTRICT ADDITIONAL ANNUAL '''''\ ~. OPERA TI NG COST: $170,044 (Weekday. 6:30am-6:30pm. estimated by using $55.57/hr.) Existing Downtown DASH Route A
COMMENT: Provides additonal service COO". .." west of \-110 Freeway to '.' ~S;!~:: -~ c""ni"~ ~. ~~~:'~H'\' . . ~. Loyola Law School plus transfer ) "'~m~ . ,""om".." ! opportunity to DASH Pico Union/ 11 MI"'OC . í f "BUNKER LA",C . , HILl ~. Echo Park; increased ridership H""",~': ) ( ~~~~¡~E;~~"' ~~rm "'""~~ potential not entirely evident. ~. r;:'.. ~. ,,, \ Afternoon/early evening CITYWEST , DI,rRleT .. I ""ok.. ! i ";1 . i. congestion on 8th Street has i '" I ~. 1 O~, . t '.mo"", . f potential to interfere with .Co,,,.1 \ . ~. -~I':I l;b"" J ~, schedule adherence, which may V;,.",Im. FINANCIAL DISTIier JEWElRY ,/\\ DISTIier discourage ridership. -' ._.. "~\ ~. 0 -' 0.""" ,,~. , _OklICl -~:;r -" _., -. l, !, FASHION DI~ICT -. , \ i. f ! i f í . . r . , J . f , i . . -- ! #.. t t. Potential Route A Modification - I
B2 POTENTIAL ROUTE C MODIFICATION
ADDITIONAL ROUTE LENGTH: 0.40 miles ..~ ..~ f f. ADDITIONAL VEHICLES Cin-WEST . 0 CfTWEST ~~n::r i ~ 5t~ Sl J Bunker ¡ ~ Hill REQUIRED: Resource neutral Step' r .
ADDITIONAL ANNUAL "".. r=~p~liing cit . .Central . . Naljgnal übrary f OPERATING COST: Revenue neutral ,..,""',Pia.. I I.FINANCIAL ~:;:~' !'~'"~ . ,,"' Pia.. i i FINANCIAL . DISTRICT a ~~~~~~i DISTRICT JEWELRY t l DISTRICT COMMENT: Extends southern "box" of 7thSt 7thSI route to the west to seive Figueroa St. .Macy'. (northbound) from Venice Blvd. to 12th PI... Plaza ~ 8~~Si 8thSt St.; provides transfer opportunity to Ralph,Fresh Ralph.F,e,h Fa,hi Instiluteol DASH F, but also runs on top of F for 0.5 Fare Fa,eMa,ket D..i & Mark"i .." . Merc ndi.inglFIDMJ miles along a low ridership segment of li .... . li .... Fed"r.' Federal Re,erveB.nk .i".\l. Ro,oNe Figueroa. Limited potential to increase -~. F..hionlnotitub'. Bank cfDa,ign& Olyrnp¡~5t Merchandising ridership. IFIDM) f l I Ql ?,. l P ! q í . . r . I . iitiS1 SOUT I ..contorAT!T PARK '. . PARK :~~~J~::i"'121S1 Public I2tSt J B BldgW""" ~ l
iSlSt """" 1 v..,nCtBh ~~::::::,til rt""''',,,,,I t .';:"'\: . U';;;:.".~'''VG~~"J!. fri:ldman V.nic"~;;/~''f;:¡edm.n Gra~d -, ''Occupa1Mai Par",ng Center/Cenl..1 10 Parking Canter/Central Garage AdullSd,gol (i '. ~ 'OccupationalG.'ag9 Adult School Existing Downtown Potential Route C DASH Route C Modification
83 ,
POTENTIAL ROUTE E MODIFICATION II ADDITIONAL ROUTE LENGTH: 0.00 miles
ADDITIONAL VEHICLES REQUIRED: Resource neutral
ADDITIONAL ANNUAL OPERATING COST: Revenue neutral
COMMENT: Potential time savings; potential to enable better schedule adherence; better access to newer retail which is moving east; however, reduced access to Santee Alley. Improved schedule adherence should retain/build ridership.
Previous Downtown DASH Route E Potential Route E Modification - II
V""o,'o'" .JEWELRY V~"",inlo. JEWELRY ""'" . Ceo'" DISTRICT ~. . Coo'" DISTRICT :..
,.. . .~ . .M,O\ t, 7+F"i .~:~t' . 7+F'" """ G.""d. '" G,",od Bldgie", "'"91C"l' Of,"~ FASHION Qf",1 D15T111cr '" ,... . ,,"",' iJ...ß,. -' Ç,1m,'o" ~~~:,;. . :t~"'1 ""~ Olp-,BMl iI iI " 0 . f l r ~ ! I ¡ I ! 1 f ¡¡1l iiii , - I ! 1 , , I , , '''"1' , J ""'50 , 1\,"5' íi ¡ , ~i.i~ t p~ \ SOUTH , ,OUTH , . , PARK PARK 12t" ,~. ,~. 12t5' l~oB"~ -'" ,1,"St ,~. . , . i i- 14_"'1 ,~" ¡ ,~. t, I t4""t , ¡ ,"'. ,"'. 1smSt , 1ód,St ..'" ".n'~'"W ,~.
(i Vi~¡i (i ~ 0 ~ ,'" î /'" , ;. "'. .' i , .r , . .r , , t. i'''o; t. ¡; -'" \ ~ \N.,,~~Nd \, , , , I I
B4 .
POTENTIAL NEW ROUTE I - CCE/BUNKER HILL
ROUTE LENGTH: 3.50 miles (counter clockwise)
VEHICLES REQUIRED: 1 Bus
FREQUENCY: 20 minutes (17 min. + 3 min. recovery; Weekday, 6:30am-6:30pm; Sat. 10:00am-S:00pm)
ANNUAL OPERATING COST: $190,272 (estimated by using current Downtown DASH rate. $SS.57/hr)
COMMENT: Provides service from CCE to central Downtown area; connects with DASH AlB/D/E; does not serve San Pedro Street and duster of social services there; one-way operation less attractive to some potential riders. Potential to increase transit ridership in an underserved area of Downtown, but susceptible to congestion delays.
§ 2ndSt UTILE Tracton Ave ) MUS8umof( ~ TOKYO ~ Japan .. ARTS q. Ar (MOCA) ,. America __ _ DISTRICT -+'0 I Contemporary ia · BUNKER Theater ;: f ia HILL 3rdSt ia ~. Japanese Jar;es ¡ ll .Wells Grand.. American Irvine ia JJ Fargo Central Bradbury _Reagan Cultural & Garden ia Museum . Market Bldg State Ofce Community ~ Building Center/Plaza Watercourtat 4thSt ia Calif,Plaza TOY '" 0 Pershing VI g DISTRICT Bunkor ~ r ?t ~ Hill ~ ~~da~e 1 o Steps ~ ia Station ~ StSt ~ ~ ~ ~ li :z ~ ia !b i3 Central 2 '! Library. ia ¡ 6tS' FINANCIAL DISTRICT JEWELRY DISTRICT 7thSt
. Flower Market Potential New Route I - CCE/Bunker Hill
85 t
POTENTIAL NEW ROUTE III ARTS DISTRICT SOUTH
ROUTE LENGTH: 2.38 miles
VEHICLES REQUIRED: 1 Bus (plus one spare)
FREQUENCY: 15 minutes (12 min. + 3 min. recovery; Weekday. 6:30am-6:30pm; Sat. 1 0:00am-5:00pm)
ANNUAL OPERATING COST: $190.272 (estimated by using current Downtown DASH rate, $55.57/hr.)
COMMENT: Provides service from Arts District toward the central Downtown area; connects with DASH AlE; Relatively low population density east of Alameda means questionable ridership potential; substantial duplication with MTA line 60/360 ." (7th Street) which provides ~.. ..,p'" frequent service (3-9 minutes). \~\;i LITTLE ;i TOKYO ARTS Library .... . DISTRICT- ,,"'" ~, . little " Tokyo Plaza i ~ ,~.~. "'~ 4tl5t TOY '. ", Ii DISTRICT /" ~ , '" l. SthSt ~li ~ ! \ r g' ~ w ~ l '" .~~ " ~ ~ 1; ..'" ".. l~ llrlllSt 7thSt '"
. Flower Market Potential New Route III - Arts District South
B6