sr-051011-9bCity Council Meeting: May 1Q 2011
Agenda Item:-'
To: Mayor and City Council
From: Stephanie Negriff, Director of Transit Services
Subject: Big Blue Bus Line-by-Line Analysis, Three-Year Service Improvement
Plan, Alternatives Analysis for Expo Transit Connections in Santa Monica
and Fall Service Changes
Recommended Action
Staff requests that the City Council:
1) Review and comment on the Big Blue Bus Line-by-Line Analysis of transit service
and service area market conditions, the three-year service improvement plan, and the
alternatives analysis for transit connections to Expo stations in Santa Monica
2) Conduct a public hearing and receive public comment
3) Approve service changes recommended for implementation on August 28, 2011 as
detailed in this report.
Executive Summary
Every three years Big Blue Bus conducts aline-by-Line Analysis of transit service and
a service area travel assessment. The field work for the current study was conducted in
spring 2010. This study provides the basis for service planning for the next three years.
This year, an alternatives analysis was also conducted to evaluate options to improve
transit connections to the three planned Expo rail stations in Santa Monica. On August
28, 2011, the first of an anticipated series of transit service changes are recommended
for implementation on Lines 1, 2, 7, Rapid 7, 10, 11 and 13, and include the
implementation of the new interim parking shuttle. These proposed service changes will
result in an increase of 7,619 annual service hours at an incremental cost of $419,000.
Proposition A Local Return subsidies in the amount of $200,000 will offset a portion of
this expenditure with remaining $219,000 being absorbed within the existing Big Blue
Bus operating budget.
Background
Every three years Big Blue Bus conducts aline-by-Line Analysis. Key elements of
investigation are how each route is performing in terms of the number of passengers
carried per vehicle service hour and compared with the cost of providing the service; a
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community profile of the service area including population, demographics, land use and
employment with an emphasis on identifying areas most favorable to supporting transit
services; consumer characteristics including who rides Big Blue Bus and how they use
the system today;-the region's overall travel patterns and how they compare with the Big
Blue Bus network with the aim of identifying new links where Big Blue Bus might be
successful in attracting new transit riders; and projected changes in development
patterns, employment and population.
The Line-by-Line Analysis provides the foundation for service planning over the next
three-year period. The current study was performed by Transportation Management &
Design, Inc., (TMD). The Alternatives Analysis was conducted by URS Corporation for
TMD.
Discussion
Methodology
Between April 24t" and June 5t", 2010 a team of on-board surveyors made a complete
count of the number of passengers boarding and alighting at each bus stop, on each
one-way trip, of each bus, of each route, from the beginning of service at 4:40 a.m. until
the end of service at 12:30 a.m., on weekdays, Saturdays and Sundays. The surveyors
also recorded actual running times and where passengers with wheel chairs and
bicycles boarded. In a separate process during the same period, surveyors also
distributed an in-depth rider questionnaire in English and Spanish with 20 multiple
choice questions to passengers on all routes, at all times, on all days of the week to
determine their demographics, personal trip characteristics, attitudes towards Big Blue
Bus service and to learn the passengers' priorities for future improvements. 5,251
completed forms were returned for analysis providing a highly reliable statistical sample
of diverse rider groups and their needs.
At the same time, an updated analysis was done of population and employment
densities in the service area and regional automobile commuting patterns and projected
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changes in development patterns. The density of individuals in demographic groups
with mobility travel needs and travel characteristics were also mapped for the entire
service area. This included maps of the density by Census block of youth ages 12 to 17,
young adults aged 18 to 24, persons with a physical disability, low income households
and zero car households. Special attention was paid to Santa Monica's LUCE as well
as City of Los Angeles and Southern California Association of Governments planning
documents to determine how Big Blue Bus could capture a larger portion of trips in the
service area. Changes in employment and population as a result of the LUCE process
will take place beyond the term of this three-year service improvement plan and are
addressed in the alternatives analysis section of the report.
Big Blue System as a Whole
The Big Blue Bus system comprises 19 services including. community routes, sub-
regional routes, regional rapid routes and a freeway express route. The service area
comprises 54 square miles with a resident population of 541,580. The on-board count
found that on an average .weekday Big Blue Bus carries 70,000 passengers, an
increase of 6 percent compared with figures from the previous Line-by-Line Analysis in
2007. Weekend ridership did not change significantly.
On weekdays there is an average of slightly more than 50 passenger hoardings per
hour on every bus, 46 on Saturdays and 39 on Sundays and Holidays (Figure I). The
Big Blue Bus annual average of 44 passenger hoardings per vehicle service hour is 24
percent higher than the national average for bus transit services which includes New
York City MTA and other large metropolitan systems. On weekdays, the Big Blue Bus
average passenger trip length per passenger boarding is 3.9 miles.
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Figure I.
Operating ratio, also known as farebox recovery, is the percent of operating cost that is
paid by fares. This does not include the cost of purchasing the vehicles or other capital
costs. Lines with higher operating ratios closely match those with high productivity on
weekdays and weekends. Conversely, the routes with the lowest operating ratios
correspond to routes of low productivity. However, all BBB routes generate less than a
30 percent operating ratio despite high productivity due to a lower fare compared with
transit agencies in comparable metropolitan areas (Figure II.). The average operating
ratio on weekdays for the Big Blue Bus system is 21.3 percent. On Saturdays the
average is 19.6 percent while on Sundays and Holidays it is 16.3 percent. Lower
productivity and operating ratio reflects the absence on weekends of school trips and
work commutes which together comprise two-thirds of the ridership. In 2009, the most
recent year that statistics are available from the National Transit Data Base, Big Blue
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Bus farebox recovery was 22 percent, while comparable agencies Culver City Bus was
at 20 percent and Long Teach Transit was at 23 percent.
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Passenger activity varies enormously among the 1,097 bus stops in the system. The
maps of passenger boarding volumes at each bus stop illustrate the exact locations of
the most intense transit usage as well as areas where few passengers board buses. On
weekdays, the single bus stop on Pico Boulevard eastbound at 18~h Street adjacent to
SMC is the busiest in the entire system, with 2,513 daily passenger boardings. This
number exceeds the average number of boardings at all Los Angeles Metro light rail
station platforms. The second busiest Big Blue Bus weekday stop is Rimpau Terminal
with 2,264 boardings per day, followed by 1,619 boardings on Westwood Boulevard at
Weyburn, 1,447 on Lincoln Boulevard at Pico. which is largely attributed to transfers
5
between Line 3/Rapid 3 and Line 7/Rapid 7, and 1,039 daily boardings at the Metro
Green Line Aviation Station (Figure III.).
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On Saturdays and especially on Sundays, the SMC factor is absent, while boardings in
downtown Santa Monica and along Pico Boulevard, Santa Monica, Boulevard,
Westwood Boulevard, Lincoln Boulevard and Main Street remain strong (Figures IV &
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6
Figure IV.
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Summary of Findings for Each Service
Line 1
Line 1 connects Main Street and UCLA via Santa Monica Boulevard. On weekdays
there is an average of 57 passenger boardings per hour on every bus, 54 on Saturdays
and 53 on Sundays and Holidays, exceeding at all times the average productivity of the
Big Blue Bus system. On weekdays, the average one-way passenger trip is 2.25 miles.
The weekday operating ratio is 25 percent, and differs little on weekends with Saturday
at 24 percent and Sunday and Holidays at 23 percent. This reflects strong recreation
and shopping travel on weekends on Line 1 that compensates for the absence of school
trips and work commuters. Ridership increased all days of the week but most
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significantly on Saturdays where there was a 14 percent increase since the previous
line-by-line analysis.
Line 2
Line 2 connects Santa Monica to UCLA via Wilshire Boulevard and provides local
service through Venice. On weekdays there is an average of 44 passenger boardings
per hour on every bus, 39 on Saturdays and 32 on Sundays and Holidays, in the lower
middle range of productivity compared with other routes. On weekdays, the average
one-way passenger trip is 2.35 miles. The weekday operating ratio is 19.3 percent, with
Saturday at 16.5 percent and Sunday and Holidays at 13.7 percent. Ridership did not
change significantly since the previous line-by-line analysis.
Line 3
Line 3 connects the Metro Green Line Aviation Station, Los Angeles International
Airport, Marina del Rey, Venice and Santa Monica via Lincoln Boulevard with select
trips continuing to Montana Avenue, Brentwood and UCLA. On weekdays there is ah
average of 53 passenger boardings per hour on every bus, 51 on Saturdays and 44 on
Sundays and Holidays, exceeding at all times the system average. The route is 18
miles long and productivity varies significantly by segment. South of Wilshire Boulevard
more than 75 passengers board per vehicle hour on weekdays and is a core corridor in
the Big Blue Bus system, while productivity on Montana is 25 passenger boardings per
vehicle hour (Figure VI.). The average one-way passenger trip is 4.3 miles. The
weekday operating ratio is 22 percent, with Saturday at 21 percent and Sunday and
Holidays at 18 percent, reflecting the strong beach and entertainment travel on the route
on weekends. Ridership increased six percent on weekdays while only slightly on
weekends since the previous line-by-line analysis.
9
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Figure VI.
Rapid 3
Rapid 3 is a limited stop service and connects the Metro Green Line Aviation Station,
Los Angeles International Airport, Marina del Rey, Venice and Santa Monica via Lincoln
Boulevard. The service operates weekdays only. There is an average of 44 passenger
boardings per hour on-every bus, in the middle range compared with other routes. The
average one-way passenger trip length is 5.75 miles, second only to Line 10 Express.
The weekday operating ratio is 17 percent. Ridership increased 13 percent since the
previous line-by-line analysis, most likely atttibutable to the Any Line, Anytime transit
pass partnership with SMC, as can be deduced by the extraordinary number of
transfers at the intersection of Pico and Lincoln Boulevards.
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Line 4
Line 4 connects the Civic Center, Downtown Santa Monica, San Vicente Boulevard and
Carlyle Avenue with Brentwood, Sawtelle Avenue and the Westside Pavilion. On
weekdays there is an average of 29 passenger boardings per hour on every bus, 21 on
Saturdays and 13 on Sundays and Holidays. Line 4 is the lowest performing route in
the system. The average one-way passenger trip length is 2.15 miles. The weekday
operating ratio is 12 percent, with Saturday at 9 percent and Sunday and Holidays at 5
percent, the second lowest on weekdays and the lowest on weekends in the system.
Ridership remained the same on weekdays while there were decreases of 38 percent
on Saturdays and 52 percent on Sundays since the previous line-by-line analysis. This
change is likely attributable to a decrease in weekend service hours of approximately 50
percent.
Line 5
Line 5 connects Santa Monica, Century City and the Pico/Rimpau Transit Center via
Colorado, Olympic and Pico Boulevards. On weekdays there is an average of 39
passenger boardings per hour on every bus, 33 on Saturdays and 24 on Sundays and
Holidays, a performance in the lower middle range compared to the system average.
The average trip length is 3:35 miles. The weekday operating ratio is 17 percent, with
Saturday at 13 percent and Sunday and Holidays at 11 percent. Ridership decreased 6
percent on weekdays, 17 percent on Saturdays and 20 percent on Sundays since the
previous line-by-line analysis.
Line 6
Line 6 connects Santa Monica College with Mar Vista and Palms, terminating on Venice
Boulevard where the Culver City EXPO station is under construction. Line 6 is a
commuter service that operates a limited number of trips, only at peak periods in the
peak direction, on weekdays when SMC is in session. There are 24 boardings per
vehicle service hour, at the lower end of the productivity spectrum. The average trip
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length is 4.3 miles, slightly higher than the system average. The operating ratio is 10
percent. Ridership was unchanged since the previous line-by-line analysis.
Line 7
Line 7 connects Santa Monica to the Rimpau Transit Center via Pico Boulevard
observing all local stops. On weekdays it is the most productive route in the system
with an average of 64 passenger boardings per hour on every bus. This reflects a
strong corridor of high density housing, efficient transfers at several major arterial
intersections and a SMC component comprising 30 percent of total ridership, anchored
at the west end by the attractions of the beach and employment and shopping in
downtown Santa Monica. On Saturdays the average is 58 boardings per hour on every
bus and 48 on Sundays and Holidays. On weekdays, the average one-way passenger
trip is 3.25 miles. The weekday operating ratio is the highest in the system at 28
percent, with Saturday at 24 percent and Sunday and Holidays at 20 percent. Ridership
decreased nine percent on weekdays since the previous line-by-line analysis,
attributable to a shift by many passengers to Rapid 7 which was implemented in 2008.
Weekend ridership did not change significantly.
Rapid 7
Rapid 7 is a limited stop service operating on Pico Boulevard between downtown Santa
Monica and the Pico/Rimpau Transit Center. It operates on weekdays only between
6:00 a.m. and 7:OOpm every 10-15 minutes with a pause in service between
approximately 10 a.m. and noon. On Rapid 7 there is an average of 59 passenger
boardings per hour on every bus trip, exceeding the system average. SMC passengers
comprise 40 percent of the total. The average one-way passenger trip is 4.45 miles, the
third longest in the system. The operating ratio is 24 percent. The transformation of the
former "Super 7" to Rapid 7 in 2008 resulted in a 311 percent increase in passengers
since the previous line-by-line analysis.
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Line 8
Line 8 connects Santa Monica to Mar Vista, Rancho Park and UCLA via Main Street,
Ocean Park Boulevard, National Boulevard and Westwood Boulevard. On weekdays it
has an average of 54 passenger boardings per hour on every bus. On Saturdays the
average is 53 boardings per hour on every bus and 36 on Sundays and Holidays. On
weekdays, the average one-way passenger trip is 2.6 miles. The weekday operating
ratio is 23 percent, with Saturday at 22 percent and Sunday and Holidays at 15 percent.
There were gains in ridership of four percent on weekdays, seven percent on Saturdays
and five percent on Sundays since the previous lirie-by-line analysis.
Line 9
Line 9 connects Santa Monica to Pacific Palisades via 6th Street, Chautauqua and
Sunset Boulevards. On weekdays it has an average of 38 passenger boardings per
hour on every bus. On Saturdays the average is 33 boardings per hour on every bus
and 22 on Sundays and Holidays. On weekdays, the average one-way passenger trip
is 3.35 miles. The weekday operating ratio is 16 percent, with Saturday at 13 percent
and Sunday and Holidays at 9 percent. Weekday ridership decreased nine percent on
weekdays, increased by two percent on Saturdays and decreased by eight percent on
Sundays. A reason for this decrease could be the reduction of evening service since the
previous line-by-line analysis.
Line 10
Line 10 Express connects Santa Monica and West Los Angeles with Downtown Los
Angeles via the Santa Monica Freeway. On weekdays there is an average of 25
passenger boardings per hour on every bus, 21 on Saturdays and 18 on Sundays and
Holidays. Although this is half of the system average, Line 10 performs well by other
measures. Line 10 passengers ride an average of 14 miles each way, by far the longest
passenger trip distance. On weekdays, the average one-way passenger trip is 13.55
miles. The weekday operating ratio is 16 percent, with Saturday at 13 percent and
Sunday and. Holidays at 9 percent. Line 10 experienced the highest passenger growth
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of any route except for the special case of the new Rapid 7. Weekday passengers
increased by 22 percent, while Saturday ridership increased eight percent. The
increase is likely attributable to the SMC Any Line, Anytime transit pass program. On
Sundays, ridership decreased by six percent.
Line 11
Line 11 connects SMC and UCLA via Santa Monica Boulevard serving students who
are concurrently enrolled in both institutions. Only a limited number of weekday trips
are offered. The number of passengers per vehicle service hour is 51 and the average
trip length is 2.2 miles. The operating -ratio is 23 percent, exceeding the system
average. The change in ridership is not available because in 2007 the route was as a
variant of Line 1 with no separate data set.
Line 12
Line 12 connects UCLA with Palms via Westwood Boulevard and operates on
Robertson Boulevard between Venice and Pico Boulevards with stops adjacent to the
future Culver City Expo station. There are 55 boardings per vehicle service hour on
weekdays which is higher than the system average. On Saturdays Line 12 is the most
productive in the system with 61 boardings per vehicle service hour and on Sunday is
tied for first place with Line 1 at 53 boardings per vehicle service hour. On weekdays,
the average one-way passenger trip is 2.75 miles. The weekday operating ratio is 24
percent, with Saturday the highest in the system at 26 percent and Sunday and
Holidays second only to Line 1 at 22 percent. There was little change in ridership since
the previous line-by-line analysis except fora 37 percent increase on Sundays.
Super 12
Super 12 connects UCLA's Ackerman Terminal via the most direct route via Palms
which is the neighborhood with the largest number of UCLA student residents. The
service operates weekdays only, peak periods only, and only in the peak direction.
Productivity is the third highest in the system at 60 passengers per vehicle service hour
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and the average passenger trip length is 2.7 miles. The operating ratio is the third
highest in the system at 27 percent. -There was an eight percent decrease in
passengers since the previous line-by-line analysis.
Line 13
Line 13 connects the Pico/Rimpau Transit Center with Cheviot Hills and operates a
limited number of trips as a commuter service, in the peak direction, during peak
periods only. On weekdays there is an average of 41 passenger hoardings per hour on
every bus and 40 on Saturdays. There is no Sunday service. On weekdays, the
average one-way passenger trip is 3.65 miles. The weekday operating ratio is 18
percent and on Saturday it is 16 percent. Weekday ridership decreased 13 percent
while Saturday ridership increased eight percent.
Line 14
Line 14 is a major north-south connector operating on Centinela Avenue and Bundy
Drive where ridership is very high. From Brentwood, the route continues on Barrington
Avenue, Sunset and Sepulveda Boulevards to Moraga Drive where there is a sustained
but lower number of passengers. On weekdays Line 14 is the second most productive
route in the system with an average of 60 passenger hoardings per hour on every bus.
On Saturdays the average is 44 hoardings per hour on every bus and 45 on Sundays
and Holidays. The average one-way passenger trip length is 2.45 miles. The weekday
operating ratio is the third highest at 27 percent, with Saturday, Sunday and Holidays
significantly lower at 18 percent reflecting the proportionately large share of work trips
on Line 14. Weekday ridership had no significant change while weekend ridership
decreased significantly with a 12 percent loss on Saturday and eight percent loss on
Sunday. A likely reason is the severe disruption to reliability and frequent detours from
established stops due to weekend construction activity on I-405 and particularly
impacting the Sunset and Sepulveda segments of the route.
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Crosstown Ride
Crosstown Ride (formerly Line 11) is Santa Monica's north-south connector operating
on weekdays only in a loop on 14th Street, Montana Avenue, 20t" Street and Ocean
Park Boulevard. On weekdays there is an average of 37 passenger hoardings per hour
on every bus. The average trip length is the lowest in the system at 1.6 miles, reflecting
the neighborhood characteristic of the service. The operating ratio is 16 percent.
Ridership increased six percent since the previous line-by-line analysis.
Sunset Ride
Sunset Ride connects the main campus of Santa Monica College with remote parking
and auxiliary classrooms on Stewart Street and Bundy Drive making local stops along
the route. The service has significant ridership among Santa Monica residents as 32
percent of passengers board or alight at a bus stop that is not associated with a SMC
facility. It provides an alternative to driving for the 4,700 SMC students and staff who are
Santa Monica residents. The service operates only on weekdays and there is an
average of 44 passenger hoardings per hour on every bus. The average trip length is
the second lowest in the system at 1.9 miles, reflecting the neighborhood characteristic
of the service. The operating ratio is 19 percent. Ridership has remained the same
since the previous line-by-line analysis.
Three-Year Service Improvement Plan
Proposed Changes for Implementation August 28, 2011
The proposed changed would be the first in a series that would be implemented over
the FY 2012-FY14 three-year period. The unifying strategy is to consolidate services
that overlap and to redirect resources to services that are carrying increasing numbers
of passengers. This three-year service improvement period will see a significant
realignment towards the regional rail network.
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Line 1
Line 1 would be enhanced in coordination with Line 2 reductions discussed below. The
span of service which is from the start time of the first bus of the day until the final stop
of the last bus would remain the same. Service frequencies will remain the same
except on Sunday and Holidays when service will operate every 15 minutes rather than
every 20 minutes. This increase is recommended to accommodate an anticipated
increase in weekend passengers when the southern segment of Line 2 is eliminated.
Select Line 1 trips will be extended east of Windward Circle along the former Line 2
alignment to Walgrove Avenue on weekdays and to Lincoln Boulevard at California
Avenue on weekends to maintain service 20-30 minute frequencies (Figure VII).
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Line 2
The original recommendation based on the line-by-line findings was to eliminate the
Line 2 route south of the Civic Center because of service duplication with Line 1
between downtown and Venice. Following a community outreach process, the
recommendation was modified to truncate the route on Hill Street at Main Street (Figure
VII.). This will still eliminate some of the service duplication with Line 1 which operates
on Main Street parallel to Line 2 on Nielson Way/Pacific Avenue, only 200 feet apart.
Service span and frequency through downtown to UCLA via Wilshire Boulevard would
not change. The elimination of duplicate service on Lines 1 and 2 will allow for a more
efficient use of resources. Between Windward. Circle and Walgrove Avenue where
there is no parallel alternative service, select trips on Line 1 will be extended as
discussed above.
Line 3
No changes are proposed for Line 3 at this time.
Line 4
The study originally recommended was to eliminate weekend service on Line 4 due to
very low ridership. Following a community outreach process, the recommendation was
modified to make no changes on Line 4 at this time.
Lines 5 and 6
No changes are proposed for Lines 5 and 6 at this time.
Line 7
The only change on Line 7 would occur only mid-day on weekdays when service
frequency would decrease from every 10 minutes to every 15 minutes.
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Rapid 7
The Rapid 7 route would be extended to the WilshireM/estern Purple Line subway
station via Pico Boulevard, Crenshaw Boulevard and Wilshire Boulevard (Figure VIII.).
Service would be continuous at 15-minute frequency between downtown Santa Monica
and the Purple line subway station until 6 p.m. with 30-minute service until 10 p.m.
When SMC is in session, additional buses would operate at peak periods every 15
minutes between Pico/Rimpau Terminal and downtown Santa Monica. Additional of
Rapid 7 stops would be established on Pico Boulevard at 28th Street/Stewart Street in
response to requests by nearby residents and at Motor Avenue in response to requests
from the transportation management organizations of Century City and Fox Studios
which provide transit pass subsidies. New high capacity, articulated buses with much
more seating will operate the service. There would be no weekend service until
adequate funding becomes available.
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Lines 8 and 9
No changes are proposed for Lines 8 and 9 at this time.
Line 10
Line 10 will become a Rapid Express with signal priority on Santa Monica Boulevard.
To further expedite Line 10 service, bus stops with low usage that are within an eighth
of a mile of another bus stop will be eliminated. These include Hope Street at Temple
Street, Flower Street at 3rd Street, Grand at 11th Street, Olive Street at 11th Street, Los
Angeles Street at Arcadia Street, Santa Monica Boulevard at Wellesley Avenue, Santa
Monica Boulevard at Berkeley Street and Santa Monica Boulevard at 18th Street.
Lines 11 and 12
Minor schedule changes are proposed for Line 11 while no changes are proposed for
Line 12.
Line 13
The original recommendation was to eliminate Line 13 (Figure IX.). Following a
community outreach process, Line 13 weekday frequency is now proposed to be
reduced from every 30 minutes to hourly with no change to the span of service. This
will eliminate one vehicle from the service.
20
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Line 14
No changes are proposed for Line 14 at this time.
Crosstown Ride
No changes are proposed for Crosstown Ride at this time.
Sunset Ride
The original recommendation was to simplify the Sunset Ride route by operating two-
way service on 20th Street rather than taking a loop around the main SMC campus via
16th Street in the northbound direction. However, following extensive Big Blue Bus
community outreach the final recommendation is to make no changes at this time.
Beach House Ride
Big Blue Bus also provides special event transit services for the City. One of them, the
Beach House Ride serves the Annenberg Community Beach House on Mondays during
21
the summer so that Santa Monica youth and the general public can take advantage of
the "Dollar Day" discount entry rate for the swimming pool. This service operates on
Pico Boulevard and Ocean Avenue observing existing bus stops along the way between
Virginia Avenue Park and the Beach House. This year will mark the third summer that
Big Blue Bus has served the Annenberg Community Beach House.
Downtown Ride
Big Blue Bus will implement a shuttle between downtown and the Civic Center Parking
Structure (CCPS) to encourage more drivers to shift to this facility. CCPS monthly
parking passes will be modified to serve as an electronic fare medium on Big Blue Bus.
Members of the public will also be able to ride the shuttle by paying the appropriate Big
Blue Bus fare. The route will start at the parking elevator entrance on Civic Center
Drive, turn right on Avenida Mazatlan, left on Olympic Drive, right on Main Street, left on
Colorado Avenue, right on 2nd Street, right on Santa Monica Boulevard, right on 4th
Street and right on Civic Center Drive returning to the Civic Center Parking Structure.
Shuttle passengers would board and alight at any existing Big Blue Bus stop along the
way. Frequency would be every 10-12 minutes during weekday commuting periods
when monthly parkers typically arrive and depart. The annual operating cost Downtown
Ride, the Civic Center Parking Structure shuttle would be approximately $200,000.
Proposed changes for Implementation February 19, 2012
Lines 1 and 2
No changes are proposed for Lines 1 and 2 at this time.
Line 3
The northern ends of the routes of Line 3 and 14 would be exchanged where they cross
at the intersection of Montana Avenue and San Vicente Boulevard. In this scenario,
Line 14 would provide service to UCLA from Montana Avenue at Bundy Drive via the
current Line 3 route. Line 3 would continue from that intersection via the Line 14 route
22
to Moraga Drive at Sepulveda Boulevard via the current line 14 route (Figure IX.). This
recommendation was developed after an analysis of the residence locations of UCLA
students and staff indicated that many more live along the Line 14 route than along the
Line 3 route. It would also allow for greater operating efficiency and lower costs by
matching passenger loads requiring 15-minute service between Brentwood and UCLA
now provided by Line 3 with passenger loads requiring 15-minute service along
Centinela Avenue and Bundy Drive south of San Vicente Boulevard while matching
passenger loads requiring 30-minute service on the Line 3 segment between Wilshire
Boulevard and Brentwood with passenger loads requiring 30-minute service on the
segment of Line 14 north of Montana Avenue on Barrington Avenue, Sunset Boulevard
and Sepulveda Boulevard.
23
Figure IX.
Ra I
No changes are proposed for Rapid 3 at this time.
24
Line 4
On Line 4, there would be a minor route change in the Civic Center to allow buses to
layover on Civic Center Drive adjacent to the Civic Center Parking Structure. This
would facilitate a shift of monthly parkers from 4th Street in the downtown core to the
CCPS. Service will be provided with new 30' long vehicles.
Lines 5 6 7. Rapid 7, 8, 9 10, 11 12 Super 12 and 13
No changes are proposed for Lines 5, 6, 7, Rapid 7, 8, 9, 10, 11, 12, Super 12 and 13 at
this time.
Line 14
The routes of Line 3 and 14 would be exchanged where they cross at the intersection of
Montana Avenue and San Vicente Boulevard. In this scenario, Line 14 would provide
service to UCLA from Montana Avenue at Bundy Drive via the current Line 3 route.
Line 3 would continue from that intersection via the Line 14 route to Moraga Drive at
Sepulveda Boulevard via the current line 14 route (Figure IX.). Analysis of the
residence locations of UCLA students and staff indicated high concentrations along the
Line 14 route, including neighborhoods not served by a direct route to campus.
Currently, the segment of Line 3 between Montana Avenue at Bundy. Drive and UCLA
and the segment of Line 14 between Montana Avenue at Bundy Drive and Culver
Boulevard warrant 15-minute frequency. At the same time, the segment of Line 3
between Wilshire Boulevard and Montana Avenue at Bundy Drive and the segment of
Line 14 between Montana Avenue at Bundy Drive and Moraga Drive at Sepulveda
Boulevard warrant 30-minute frequency. Big Blue Bus would operate more efficiently if
these route segments with the same travel demand were joined. Because travel
demand on the Montana segment of Line 3 west of Bundy Drive and the Barrington,
Sunset and Sepulveda segment of Line 14 are similarly low, it is recommended that
Line 3 assume service on what is now the northern end of Line 14 and operate at 30-
minute frequency. This would allow for the most efficient use of resources on Lines 3
and 14. This change would provide a direct connection to campus for more UCLA
25
students and staff. It would also provide a direct service between Santa Monica and the
Metro Rapid service through the Sepulveda pass to the San Fernando Valley.
Proposed changes for Implementation in August, 2012
Phase I of the EXPO light rail line is scheduled to serve the station on Venice Boulevard
at Robertson Boulevard in Culver City by mid-2012. Big Blue Bus will implement
several important service improvements at that time aimed at providing convenient and
efficient connections to the trains.
Line 5
The eastern segment of Line 5 on Pico Boulevard will be redirected south along
Robertson Boulevard and terminate at the EXPO Culver City station (Figure X.). This
would provide a direct connection between Century City and the Expo Line. The
schedule will be modified to meet train arrivals and departures.
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26
Line 6
Line 6 service frequency and span will be adjusted as necessary to meet travel demand
from SMC and Sunset Park to the EXPO Phase I Terminal station in Culver City.
Improvements could include two-way service at peak periods.
Line 12
Line 12 would terminate at the Expo Culver City Station at the same time that Line 5
takes over operations on Robertson Boulevard discussed above. Line 12 weekday
frequency will be reduced to every 30 minutes in conjunction with the upgrade of Super
12 to Rapid 12 discussed below. Additional vehicles would operate on school days.
The schedule will be modified to meet Expo train arrivals and departures.
Super 12
Super 12 will be transformed into Rapid 12 with fewer stops and signal priority. Rapid
12 will operate in both directions from approximately 7 a.m. to 7 p.m. on weekdays and
9 a.m. to 6 p.m. on weekends. The schedule will be modified to meet Expo train arrivals
and departures.
Proposed changes for Implementation in February, 2013
Changes at this time will focus on fine-tuning services anchored at the Expo Culver City
station as new travel patterns emerge and develop.
Preliminary Alternatives Analysis for high Capacity, Short Distance Transit
Connections
The purpose of this alternatives analysis is to assess the type of transit service that
would best connect major trip generators with the three Expo Line stations planned for
Santa Monica. Development of the alternatives analysis was guided by directives of the
City's recently adopted LUCE, which calls for integrated transportation and land-use
policies as well as necessary improvements to transit connectivity and circulation within
27
the community while supporting sustainability goals. The LUCE framework directs new
development toward boulevards, key streets, transit corridors and former industrial
areas in order to enhance transit connectivity throughout the City and manage traffic
congestion. An additional goal of the alternatives analysis is to support implementation
of AB32 and S6375, California's greenhouse gas emissions reduction bills.
Using the City's three Expo Line stations as anchor points, and consulting the LUCE on
future land use and transportation policy goals, the following three corridors were
identified: 26th Street and Olympic Boulevard -serving the Bergamot Arts Complex,
Transit Village and creative redevelopment area; 17th Street and Colorado Avenue -
serving Memorial Park, Santa Monica College, the hospitals and the Montana Avenue
shopping district; and 4th Street and Colorado Avenue -serving Downtown Santa
Monica, the Civic Center Complex, Main Street, and the Santa Monica Pier.
Three transit modes were evaluated for each of the corridors, modern streetcars, an
enhanced bus corridor or transit mall, and simply operating more buses in existing traffic
conditions.
Alternative A, a modern streetcar (Figure XII), could help the City meet many LUCE
goals. Since Santa Monica has several major trip destinations within its boundaries that
are beyond walking distance from one another and from planned Expo Line stations, a
streetcar circulator could very effectively provide trips between these destinations and to
Expo which would help reduce both short auto trips within the City and auto trips to the
City from the greater Los Angeles area, thereby making the Expo Line a more
convenient option for accessing these dispersed destinations. Nationwide, there has
been a resurgence of interest in investing in streetcar systems as an effective method of
expanding urban transit options and supporting community development.
28
Figure XI. Denver Enhanced Bus Corridor (16th St.)
Alternative B, an enhanced bus corridor (Figure XI.), serves the purpose of providing
short-distance, high-capacity connections between a community's larger transit network
and -its local destination points within neighborhoods. Enhanced bus corridors are often
designed as rail feeder services, with a span of service and schedules pulsed to train
arrivals and departures. Enhanced bus corridors provide easy to understand, short-
distance routes with frequent stops within a neighborhood serving key trip generators,
and tend to attract both a visitor market as well as an existing transit rider market. This
type of specialized bus service provides an alternate mode of travel that reduces
automobile trips, promotes walkability, and improves the overall circulation of local
transit networks. It is also branded and operates on a stylized streetscape with
exclusive travel lanes so that stops are easy to locate and service is reliable and
convenient. Enhanced bus corridors could easily accommodate a new branded service
as well as Big Blue Bus' existing routes within existing operating and maintenance
capabilities.
Alternative C would be to deploy additional vehicles on existing routes and new routes
to serve Expo without modifying the street network to reduce service delays and
improve reliability and convenience.
Preliminary Alternatives Analysis Recommendations
Using the results provided in the screening analysis and understanding the unique
characteristics of the three corridors and the route alignments, the following alternatives
were recommended for further consideration:
29
Figure XII. Seattle Streetcar
26th Street Station
For the Expo Station at 26th Street, alternative B is recommended for further
consideration based on its ability to meet the identified goal for this area, which is to
create a more transit-oriented environment. It is able to effectively achieve this goal by
serving the various employers in the corridor and providing direct access to the future
Bergamot Transit Village and Creative Mixed-Use District (Figure XIII.). This alternative
will be able to reach as many potential riders in this area as possible. Furthermore, this
alternative is easy to construct and significantly less expensive to implement and
operate, as compared to the streetcar alternative.
Figure XIII.
17th Street Station
For the Expo station at 17th Street, alternative B is recommended for further
consideration based on its low operating and capital costs, as well as its minimal traffic-
related impacts. Additionally, given the nature of the area served by this alternative, an
30
enhanced bus alternative is better suited to reach 17th Street corridor's anchor
destinations such as Santa Monica College, the Health Care District, and the Montana
Avenue shopping district (Figure XIV.).
Figure XIV.
4th Street Station
For the Expo Terminal at 4th Street, alternative A (streetcar) is recommended for further
consideration based on its ability to meet the unique needs of the 4th Street corridor
(Figure XV.). For example, since much of the Downtown ridership would be comprised
of visitors and tourists who are unfamiliar with the area, the convenience and usability of
the system would be extremely important. In this respect, the streetcar alternative would
perform exceptionally well, given its easily navigable track system and that it also
provides riders with a sense of permanence and dependability. Another key factor in a
31
high tourist and pedestrian area is the system's ability to attract new riders. Streetcars
generally draw anywhere from 15 to 50 percent more riders than conventional buses
serving the same area, and given their relatively recent re-emergence, present a unique
element to any visitor's experience, further enticing newcomers to Santa Monica. 4th
Street alternative A is also considered to provide the best support of the LUCE
objectives, specifically in terms of encouraging environmentally sustainable
development/redevelopment in designated transit corridors, a primary reason for
investing in streetcar systems. For all these reasons, 4th Street alternative A (streetcar)
is recommended for further consideration.
For 4th Street, alternative B (enhanced bus) is also recommended for further
consideration based on its ability to adequately serve the various activity centers in
Downtown and on Main Street without significantly impacting circulation along the
corridor. Additionally, an enhanced bus corridor will provide operational improvements
and image enhancement for all transit routes in the system that operate on it and is
cost-effective and relatively easy to implement.
32
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Figure XV.
Alternative C, additional transit vehicles operating on conventional streets, was not
recommended for any corridor because of the necessity to provide less time consuming
connections to the trains, with greater reliability than the existing street network can
manage.
Public Outreach
Big Blue Bus conducted extensive public outreach to inform both riders and community
members of the service changes proposed in this report. Emails were sent to all of the
senior and disabilities commissions, neighborhood organizations, and business
improvement districts to inform them of proposed service changes and to offer an in-
person review of the plans with their memberships. An email was also sent to a list of
over 40,000 subscribers to a City announcements email list, to more than 1,200
subscribers to the Big Blue Bus email list, and a notice was included in the Bi-Weekly
Report to Council
33
Subsequently, six public meetings were conducted across the BBB service area to
review and discuss service. change proposals with attendees. Notice of the meetings
and a list of the proposed service changes were published as follows:
- Notice posted on bigbluebus.com
- Exterior ads on rear of buses
- On-board buses (interior signs, fliers and LED displays)
- KCRW radio PSAs
- Postcards handed out on UCLA campus
- Notices posted on Transit Mall kiosks
- Kiosks signs (City Hall, Main Library, SMC Cafeteria, SMC Library)
The public meetings were held at the Santa Monica Main Library, UCLA, Santa Monica
College, Ken Edwards Center, Los Angeles Public Library (Palms/Rancho Park
Branch), and Virginia Avenue Park. The presentation used at these meetings was .
posted to BigBlueBus.com along with an email address welcoming feedback.
A news release was sent to more than 30 media outlets, college media and transit
bloggers to solicit promotion of the meetings and stories on the proposals. The news
release was republished on City TV, the City website and in the Office of Environmental
Services' newsletter, as well as shared with Downtown Santa Monica, Inc. Coverage
and calendar mentions included:
o Santa Monica Daily Press -March 2, 2011
o Lookout News -Feb. 28, 2011
o The Argonaut -Feb. 23, 2011
o Los Angeles Transportation Headlines -March. 1, 2011
o Be a Green Commuter (UCLA) -Feb. 28, 2011
o Be a Green Commuter (UCLA) -March 16, 2011
o Lookout News -March 4, 2011
o Voice of Santa Monica -Feb. 18, 2011
o The Transit Coalition e-newsletter -March 8, 2011
34
o The Transit Coalition online calendar
o Samolive.com
Additionally, presentations were also made to Santa Monica's Disabilities Commission,
the Commission for the Senior Community, and at interdepartmental City staff meetings.
Finally, a letter was sent informing local Los Angeles City Council Members of proposed
service changes in their districts along with a request that they share the news with their
constituents and direct any feedback to the Big Blue Bus.
Public Feedback
Restructuring of lines 1 and 2 received mixed comments. Support was received from
some residents who prefer fewer 40' buses operating on 4th St. at Hill due to noise
concerns. Other residents on 4th Street requested that service not be truncated at Pico
Blvd. as proposed, since accessing alternative Line 1 service on Main Street requires
walking on an incline. BBB then modified the route to the current proposal to address
these concerns.
Restructuring of service on Pico Boulevard elicited the greatest amount of positive
public feedback. Riders appreciated the increase in the overall number of "seats-in-
service" along busy Pico Blvd., where buses are often full and riders must stand.
Members of the public who are not current riders expressed their greatest support for
the extension of Rapid 7 to the Metro subway station on Wilshire Boulevard at Western
Avenue. Some participants were concerned whether any Rapid 7 stops would be
eliminated. BBB's response was that only one stop would be eliminated (on Pico Blvd.
at S. Beverly Drive) while two others would be added, at Avenue of the Stars and at
28th/Stewart Street in response to community requests and analysis of trip data.
35
Line 10 proposal -The primary concern raised was that removing the proposed stops
might result in distances too great for some riders to traverse. BBB responded by
assuring riders that even with the elimination of the least busy stops, no point of the
route would be more than 0.2 mile from a remaining stop.
Line 13 proposal -People who ride or employ riders of Route 13 are vehemently against
the original recommendation to eliminate this service. However, the great majority of
BBB riders do not use this service and they supported the reallocation of Route 13
resources to other routes that they do use.
Route 3 & 14 proposal -The majority of feedback received came from riders who live
north of Wilshire Blvd. and use Route 3 to commute to UCLA for both work and school,
although some of these would not be forced to make a transfer but instead would be
able to take the re-aligned Line 14 or Line 2 to campus. BBB is committed to further
analysis of this proposal and to additional discussions with stakeholders prior to
implementation in February, 2012.
Financial Impacts & Budget Actions
Although the original study recommendations would have been cost neutral, the final
proposal reflects community input which supported retention of the Line 2 service south
of Pico, all of Line 4 and 50 percent of Line 13 which was originally proposed for
elimination. Implementation of all changes proposed for FY 2011-12 will result in an
increase of 7,619 annual vehicle service hours at an incremental annualized cost of
$419,000. Proposition A Local Return subsidies in the amount of $200,000 will offset a
portion of this expenditure. The remaining $219,000 represents less than one half of
36
one percent of the annual Big Blue Bus operating budget and is the maximum that can
be absorbed within existing budget line items.
Prepared by: Paul Casey, Senior Transit Programs Analyst
Approved:
Forwarded to Council:
e anie Negriff
it ctor of Transit Services
Rod Gould
City Manager
37