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SR-10-28-2014-3C
City of City M I Santa Monica City Council Meeting: October 28, 2014 Agenda Item: 3 -C. To: Mayor and City Council From: Edward F. King, Director of Transit Services Subject: Short Range Transit Plan, Applications for Funds Recommended Action Staff recommends the City Council: 1) Authorize the City Manager to file the Fiscal Year 2015 -2017 Short Range Transit Plan (SRTP) with the Los Angeles County Metropolitan Transportation Authority (Metro). 2) Adopt the attached resolution authorizing the City Manager to: • Apply for and to execute grant agreements and to execute related Certifications and Assurances with the Federal Transit Administration (FTA), Metro, or other federal, regional or local agencies. • Enter into agreements for transit funds for the pass- through of funds and agreements for planning, programming and implementing transit services and capital projects during FY 2015 through FY 2017. Executive Summary Council authorization is requested to file the FY 2015 -2017 Short Range Transit Plan (SRTP) with Metro. For the past 30 years, filing of this report has been required by Metro, the Regional Planning Authority, and allows Santa Monica's Big Blue Bus (BBB) to continue its eligibility as a recipient of federal and state transit funds. The SRTP is a planning document that summarizes recent accomplishments and provides a three -year action plan for service and capital improvements and the corresponding estimated values for planning purposes. Council action is also requested to approve and provide the necessary authorization to file grant applications, execute grant agreements and to enter into agreements associated with the funding, planning, programming and implementation of transit services and capital projects. Discussion Short Range Transit Plan Big Blue Bus is required by the Transportation Development Act (TDA) of 1971 to file an SRTP to remain eligible for federal, state and regional transit funding. The SRTP is a planning document that evaluates accomplishments over the past year and provides a three -year action plan for capital improvements, including fleet replacement, facility improvements, equipment modernization and other infrastructure needs. The SRTP also serves as a tool to assist staff to plan for service improvements and establish route performance standards, service planning guidelines, as well as to evaluate the system and monitor route performance. The document identifies the projected operating revenue and expenses required to accomplish the plan. Furthermore, the document provides a high level overview of staff's efforts during the last 18 months on the proposed plan to integrate BBB service with Expo Light Rail in 2016 with an emphasis on first -last mile connectivity to the 7 new rail stations in the BBB service area, improving accessibility to BBB service on the City's north -south corridors where service is currently non - existent, and overall system enhancements. The Expo Service Integration Plan provides detailed recommendations and budget implications for BBB's plan to restructure the entire system next year. Staff will provide details of this plan at a December 2014 Study Session with Council and corresponding adjustments to BBB's operating budget will be included in our next biennial request. The proposed SRTP financial forecast is based on a combination of the share of Metro county -wide formula -based allocation of transit funds and BBB's projected operational needs. For FY 2014 -2015, the estimated formula allocation of operating funds (TDA, State Transportation Agency (STA), Prop A 40 %, Measure R 20 %, Prop C- Security, Foothill Mitigation and BSIP) is $44.3 million, and non - formula allocation (Proposition A and Measure R Local Return) is $1.4 million. Local operating revenues (passenger fares, advertising, interest, lease, and special transit services revenues) are estimated at $19.0 million. r%i Resolution The report requests that Council authorize the City Manager to file grant applications as transit - related funding opportunities become available. If funds are approved, the City Manager would have the authority to execute grant agreements to accept federal, state, regional and local transit or transit - related funds, as approved or programmed. Authority would also be given to the City Manager to execute and file certifications and assurances as they relate to grant programs, compliance and project implementation. These authorities would allow the City to expedite its annual grant applications and participate in unanticipated one -time grant opportunities. Potential funding agencies include, but are not limited to, the Federal Transit Administration (FTA) and other federal agencies, Metro, the South Air Quality Management District (SCAQMD), State Department of Homeland Security, and California Department of Transportation (Caltrans) and other state and regional agencies. Staff is also requesting that the City Manager be authorized to enter into agreements including but not limited to, Memorandums of Understanding (MOUs), Letters of Agreement (LOAs), Cooperative Procurement Agreements, sub - grantee agreements for transit funds and for the pass- through of funds. Agreements may include, but are not limited to, agreements by and between the City of Santa Monica and Metro, SCAQMD, FTA, the Southern California Association of Governments (SCAG), the University of California, Los Angeles (UCLA), the Santa Monica College (SMC), Playa Vista, non - profits, and other federal, state, local and regional entities for the purposes of planning, programming funds and implementing transit services and capital projects for the residents of the City of Santa Monica and greater Los Angeles area. 3 Financial Impacts & Budget Actions There is no immediate financial impact or budget action necessary as a result of the recommended action. The SUP is a working document with estimated values for planning purposes. Provision for the proposed capital improvements and recommended service changes will be made each budget year with available allocations of transit revenues. The FY 2014 -2015 improvements are fully funded in the City budget with local operating and transit subsidy funds. Prepared by: Enny Chung Graham, Senior Administrative Analyst roved: Forwarded to Council: Edward F. <ing Rod Gould Director of Transit Servi s City Manager Attachments: Short Range Transit Plan Resolution Council Meeting: October 28, 2014 Item: 3 -C, Attachment 1 .& wlig Blue Bus Introduction Background SYSTEM UPDATE SECTION I Service Area i Route Information 1 Significant Improvements 1 -4 Ongoing Capital Improvements 1 -3 Communication Improvements via Technology 3 Policy Improvements 3 -4 Service Planning 4 -8 Preliminary Alternatives for High Capacity Short Distance Transit 4 -6 Connections with Expo Light Rail Recent Service Improvements 6 -7 Reducing Passenger Travel Time 7 On -Time Performance Improvements 7 -8 Transit Demand Partnerships 8 Planned Improvements 8 -10 Capital Improvements 8 -9 Service Changes 9 Service Improvements 9 -10 Proposition 113 10 Safety & Security 10 Americans with Disabilities Act (ADA) 11 Limited English Proficiency (LEP) 11 Ongoing Initiatives 11 -17 Regional Coordination BBB Digital Communications Community Outreach Customer Information Passenger Travel Time Passenger Travel Experience Efficiently Track Resources Bus Stop Program Real -Time Transit Information Transit Information Redesign (Target & Eyelevels) Implementation of Universal Fare System Government Advocacy Motor Coach Operators Identification FINANCIAL AND OPERATIONAL TABLES Table L - 1 Current Fare Structure Table L - 2 Fleet Inventory Table L - 3 Historical and Projected Fleet Characteristics Table L - 4 Historical and Projected Financial Status Table L - 5 Performance Measurement Program Reporting Forms Table L - 6 Performance Audit Follow - Up Table L - 7 Summary of Capital Projects Table L - 8 Transportation Improvement Plan Project List EXHIBITS Exhibit A Route Schedules Exhibit B Draft Expo Integration Study Plan 11 12 12 -13 13 -14 14 14 14 14 -16 16 16 -17 17 17 17 SECTION II 1 TO D Me, The Short Range Transit Plan update is prepared in accordance with the Los Angeles County Metropolitan Transportation Authority (Metro) and Federal Transit Administration (FTA) planning requirements. J 141:(c1: ellIh I �. Big Blue Bus (BBB) is a line department of the City of Santa Monica and is governed by the City's seven - member City Council. The City of Santa Monica has historically taken an aggressive approach to providing Santa Monica and West Los Angeles area residents with public transit services. In 1928, the Santa Monica City Council initiated bus service under powers granted by Article 11, Section 9 of the Constitution of the State of California'. The first Santa Monica bus service provided a transit link between the rapidly growing West Los Angeles -Santa Monica area and Central Los Angeles with a 12 -mile bus line linking the Santa Monica Civic Center and beach area with the Pico - Rimpau terminal of the Los Angeles Railway, via Pico Blvd. The depression years and World War II prompted expansion of bus services with new routes and additional services. In 1951, the City Council purchased the Bay Cities Transit Company, a private transit company that had provided local transit services in the West Los Angeles -Santa Monica Bay Area. Originally, the City of Santa Monica transit service was called the "Santa Monica Municipal Bus Lines," but customers usually referred to their transit service as "the Big Blue Bus," and in 1997 the City of Santa Monica formally changed the name of the bus service to Santa Monica's "Big Blue Bus." Bus service continues to be operated under the City's governance and is popularly known as the Big Blue Bus. 1 "A municipal corporation may establish, purchase and operate public works to furnish its inhabitants with light, water, power, heat, transportation, or means of communication. It may furnish these services outside its boundaries except within another municipal corporation which furnishes the same service and does not consent." SECTION I SYSTEM UPDATE Big Blue Bus (BBB) is the primary local fixed -route transit operator serving the City of Santa Monica and adjacent Westside communities including: Pacific Palisades, West Los Angeles, Brentwood, Westwood, University of California Los Angeles (UCLA), Cheviot Hills, south Robertson, Mid -City, Westchester, Marina del Rey, Venice, and Playa Vista. BBB provides regional connections to the Los Angeles International Airport, the Metro Blue, Red, Purple, Gold, Green and Expo Line rail stations, Union Station, Metrolink, and Amtrak inter -city rail services. Since its inception, BBB has followed a policy of continuous service modifications to keep pace with changing travel patterns in the service area, which now comprises approximately 51 square miles, well in excess of the 8.6 square -mile area of the City of Santa Monica. MWRFUZO , • There are 20 Big Blue Bus fixed routes transporting passengers throughout the Westside and metropolitan Los Angeles County. They are categorized as follows: • Traditional local transit service with designated pickup and drop off at stops spaced approximately every 0.2 miles on a specified route, typically on avenues and major boulevards. • Limited stop service — Rapid 3 along Lincoln Blvd., connecting Santa Monica with Los Angeles International Airport and the Metro Rail Green Line; Rapid 7 on Pico Blvd.; Rapid 10, connecting Santa Monica to downtown Los Angeles; and Rapid 12, terminating at UCLA. See Exhibit A for routes and current schedules. Ongoing Capital Improvements BBB will continue to replace buses in accordance with the fleet management plan and as funds become fully available. A contract was awarded in June 2014 to purchase up to 11 natural gas 40 -foot buses with Gillig, LLC. Buses have been and continue to be delivered on schedule. BBB anticipates ordering seven 60 -foot articulated buses with New Flyer Industries in early November 2014. The BBB fleet now operates fully on gas alternative fuel: liquefied natural gas (LNG), compressed natural gas (CNG), and electric /gas hybrid technology. Implementation of the Bus Stop Improvement Program is a multi - phased project that has included updating the Big Blue Bus brand, designing a new form of eyelevel for bus stops, and designing and installing bus shelters and amenities. A contract for i fabrication and installation of the shelters and amenities was awarded on June 25, 2013 to West Valley Investment Group, Inc. The program will include street furniture, trash cans, real -time transit information at up to 35 locations, and other customer amenities. System -wide implementation of improved bus stops and customer information at the nearly 1,000 bus stops both inside and outside the City of Santa Monica is anticipated over the next two years. Big Blue Bus expects to improve approximately two- thirds of its stops within the City of Santa Monica during Phase 1. At the start of construction, BBB reduced the scope of Phase 1 and focused solely on improving stops that it expected to continue serving even after restructuring its service to align with the Expo Line. The total number of stops to be built in Phase 1 will be solidified in February 2015, when BBB expects the Santa Monica City Council to finalize the service changes it proposes. As of this writing, BBB is confident it will build 143 of the following types of stops: ® 1 Very High Stop ® 44 High Volume Stops • 35 Medium Volume Stops • 63 Low Volume Stops BBB will make a determination on an additional 61 stops within Santa Monica after February 2015. Construction of the first six stops began Monday, March 31. With the ongoing installation of the new bus stops, BBB has heard from customers and constituents concerns about seating capacity, shade, rider and driver line of site visibility, and functionality for elderly riders and riders with physical challenges. BBB researched and vetted these concerns and true to the iterative community engagement process, BBB is modifying the design of the new bus stops to address these concerns. Bus stop design modifications will include additional seating, and additional or expanded canopies at low volume stops, features allowing greater ease of use for riders requiring support to lift themselves up from a seated position, and repositioning the seating such that the sightline for riders and drivers alike are not obstructed. Where feasible, BBB will convert "low volume" stops currently designed to host two seats and a single canopy to "medium volume" stops, adding seating as well as canopies. In addition, BBB is investigating modifying the existing seat design to improve the seating comfort and support, potentially through wider seats and higher backs. Big Blue Bus is committed to joining the regional Transit Access Pass (TAP) program, in conjunction with the launch of BBB's own new automated fare collection system. The TAP program allows seamless fare payment for passengers to ride multiple transit systems with a single fare medium utilizing smart card technology. Issuing unique 2 electronic passes will provide enhanced convenience and security to passengers and allow for more accurate reporting of travel patterns in the region. Communication Improvements via Technology In an effort to improve and expand customer information access and dissemination, BBB launched the following initiatives: • Open publishing of General Transit Feed Specification (GTFS) data in October 2013, allowing for scheduled timetable information to be available to third party app developers. • Use of Quick Response (QR) codes on marketing collateral such as bus stop schedules, bus exterior ads, and brochures initiated in 2013. • Opening and publishing real -time bus information through the General Transit Feed Specification -Real Time (GTFS -RT) format, providing trip updates, service alerts and vehicle positioning information in a standardized format. BBB anticipates completing this initiative mid -2015. • Deployment of real -time bus information via a mobile website, hosted by a software vendor named NextBus, that will provide customers with trip planning data optimized for the fastest loading and clearest display via Internet - enabled mobile phones. BBB anticipates completing this initiative mid -2015. Policy Improvements The Santa Monica City Council adopted BBB's first ever Service, Design, Performance and Evaluation Guidelines in September 2013. The service design standards delineate how Big Blue Bus service should be designed and operated, for existing as well as new services. The service performance standards describe how BBB analyzes its routes to ensure the highest possible levels of performance in terms of service effectiveness, efficiency and quality for customers. The service evaluation process displays BBB's strategy for analyzing, updating and communicating its service plans to ensure it provides service that stays relevant to the needs of the City and its residents, employees and visitors. The service design guidelines include the definition of route categories and factors to be taken into account when designing routes, such as directness, use of arterial streets, and moving to a more grid -based system with Expo Light Rail line providing a frequent east -west trunk service. The guidelines also set standards on route spacing based on density, connectivity and existence of parallel or duplicative services. The service design guidelines further specify the span, service frequency and minimum stop spacing based on route types, the span of service for route types, the type of bus equipment to be assigned, and the level of bus stop amenities. The service evaluation standards include a Composite Index of Measures (Index) to use when evaluating the relative performance of services to be measured on an ongoing basis. The four Key Performance Indicator (KPI) factors used to make up the 3 Index are as follows: Passengers per Revenue Hour, Passengers per Revenue Mile, Farebox Recovery Ratio, and Cost per Passenger Boarding. Additional service quality factors to be considered when evaluating route performance include load factors and on -time performance measurements with a system wide goal of 74% on -time performance. In September of 2013, Council adopted the BBB "Service Design Performance Evaluation Guidelines" for identifying service design standards and service performance criteria to evaluate BBB service annually. All routes are measured based on the guidelines and KPI's provided annually, as well as reviewed by staff quarterly to make service adjustments. The first KPI Performance Report was completed for Fiscal Year (FY) 2014. k ►_►;e_ Preliminary Alternatives for High Capacity Short Distance Transit Connections with Expo Light Rail Phase II of the Metro Expo Line consists of a seven -mile rail extension from the current terminal in Culver City to 4th St. in Santa Monica. All seven of the new stations will be in the Big Blue Bus service area. Construction began in late 2011 and completion is anticipated for early 2016. In the fall of 2013, BBB embarked on a comprehensive study of BBB integration with the eight stations on the Expo Line that will be in the BBB service area. They include the already opened Venice /Robertson station in Culver City, and the following stations, which are all slated for completion by the time the Expo Line goes into service: Palms, Westwood, Sepulveda, Bundy, Bergamot, 17th Street - Memorial Park -SMC, and Downtown Santa Monica stations. As part of this study, Big Blue Bus examined existing conditions with regard to bus service, feeder routes for all stations, bus rail interface at or near each station, key destinations, best practices review for bus /rail integration, and pending new developments. This study includes a substantial stakeholder and public participation process, a Title VI review of proposals, and a follow -up study one year after implementation. Goals of the study are the effective integration of first and last mile trips from Expo, elimination of low performing or duplicative services, integration with Expo and other intermodal connections, development of a service plan limited to an operating budget increase between 2% and 9% for all scenarios, and adjustment of the predominant east -west orientation of the Big Blue Bus system to one more balanced with the new transit needs present after the arrival of the Expo Line. Corresponding adjustments to BBB's operating budget will be included in the next biennial budget cycle. 4 The Expo planning process included a great deal of public outreach and community input. The first round of meetings occurred in February 2013 to gain initial input from the public and key stakeholders needed to formulate the initial plan. The draft study was completed in May 2014 and was presented to the public and stakeholders in a set of meetings in July 2014. The comment period for the plan opened July 1st and closed October 12th in order to allow the greatest possible amount of public feedback. Over 4,000 comments and suggestions have been received as of this report writing through a community online survey and through the overall process and many more are expected in the final tally upon closure of the public comment period. The draft study plan completed in May 2014 is attached as an Exhibit B. Once the comments are tabulated and analyzed, the plan will be revised and presented to City Council at a workshop in December 2014. The Public Hearing on the finalized plan will be held in late February 2015 in order to allow time for implementation of the final plan to meet the expected opening of the Expo Line in early 2016. Big Blue Bus is also an active participant in a series of land use and zoning studies being conducted around various stations. Given that many of the stations along Phase II are built with little to no parking, and few, if any bus berths, much of the bus /rail integration will take place outside of the immediate area of the station footprint, and is part of a larger effort to create intermodal facilities adjacent to the stations on other parcels or on the street. In early 2013, a study of 43 candidate corridors of LA County Metropolitan Transportation Authority was conducted to further develop recommendations for an effective county-wide Bus Rapid Transit (BRT) system and to narrow the field of corridors for further study to 12 or 15. Four of the BBB corridors were examined in this analysis; Lincoln, Olympic, Pico and Westwood. Routes were evaluated based on network connectivity, existing ridership and ridership potential. When all factors were considered with equal weight, the corridors ranked as follows; Lincoln -27th, Olympic - 7th Pico -6th, and Westwood -19th. While Pico and Olympic were ranked for potential further study on their merit, Westwood and Lincoln were not. Of these two corridors, Lincoln carries a much larger number of passengers, and also suffers from greater on -time performance issues. It also carries the second highest number of passengers in the BBB system behind the Pico corridor. The City of Santa Monica approved a limited BRT treatment for their portion of the Lincoln corridor, which has not been implemented in light of the fact that the Los Angeles portion of the corridor is not currently intended for BRT treatment. With the opening of Expo, the continued steady ridership increases on both the Rapid and local routes on the Lincoln corridor, and the fact that the corridor will soon connect the Green Line, Expo Line and the airport, BBB will advocate for the inclusion of the Lincoln corridor for further study along with the Pico route. E Recent Service Improvements Route 1 — Route 1 was modified in June 2014 and completely rescheduled in August 2014 with additional service hours and operator recovery time at the end of routes to improve on -time performance and to match service with demand on Weekdays, Saturdays and Sundays. Some low productivity trips and pull -out trips were adjusted or eliminated where ridership was extremely low. Route 3, Route 3M & Rapid 3 — Route 3 was split into two (2) routes for the August 2014 service change after receiving more resources to improve on -time performance and reduce overcrowding during the year. The split occurs in Downtown Santa Monica. The new Route 3 operates from Arizona /5th to the Metro Green Line Station at Aviation and I -105 freeway. The northern portion of the former Route 3, now designated as Route 3M, operates from the 7th and Olympic Terminal to UCLA, Monday through Saturday and to Gorham and San Vicente on Sundays. Each route was rescheduled to meet passenger demand and to improve on -time performance. It is expected that both routes will have significant on -time performance improvements as a result of breaking up the former 15 -mile Route 3. The Rapid 3 was rescheduled in order to operate between the local Route 3 as much as possible. Both routes had earlier trips added to meet early morning trains at the Aviation /I -105 Metro Green Line Station. Route 5 — the route terminal was changed to end the route close to the Downtown Santa Monica Expo Rail Line Station at 7th and Olympic and to provide adequate layover area for buses to stage due to the lack of curb space in downtown Santa Monica. Many bus layovers and transfers are planned to occur at this location with the opening of the Expo Rail Line. Route 7 and Rapid 7 — Five (5) stop pairs close to each other were eliminated on Route 7 and one pair eliminated on the Rapid 7 in February 2014. This change was made due to the stops being excessively close in order to speed up the service and to move towards the goal of creating an average stop spacing of 1,000 to 1,300 feet on local routes and one -half mile between stops on Rapid routes as defined in the Big Blue Bus Service Standards. Route 9 — Route 9 was interlined with Route 4 to provide better on -time performance for both routes seven days per week in June 2014. The terminal for Routes 4 and 9 was moved from Olympic Drive and Avenida Mazatlan to a new location on Main Street next to the Civic Auditorium in August 2014 at the request of the City's Traffic Engineer to allow for improved through traffic in the peak periods along this corridor. Route 11 — discontinued in February 2014, as this route duplicates Route 1 and there is sufficient capacity on Route 1 to handle the passengers shifted from Route 11. Additionally, removing this peak -hour only service is a step toward the creation of a more grid -like system as noted in the attached Expo Integration Study Draft alternatives. M UCLA — the evening and weekend Ackerman bus terminal at UCLA closed in July 2013 for two years for the completion of a hotel across the street. BBB operations continue at the temporary facility located on Charles E. Young Drive in front of Parking Structure 2 for the duration of the construction. Low performing individual trips were eliminated in August 2013 on Routes 1, 21 3, 41 51 7, 9, 12, 14, and Rapid 20 due to low ridership and the need to shift resources to more productive service. Reducing Passenger Travel Time On January 2, 2014, BBB eliminated its local transfer (between BBB routes). The intent was to encourage customers to use Day Passes or other pre -paid media, as well as reduce the dwell time at each bus stop. BBB is a stakeholder and active in the Lincoln Blvd Re- Visioning Study along Lincoln Blvd within the City of Santa Monica, which among other recommendations seeks to implement peak -hour bus only lanes along this productive, but highly congested corridor. BBB is one of the stakeholders in the MTA Wilshire bus lane project and is monitoring the results of this project for use in creating its own bus lanes. The City of Santa Monica maintains its own traffic management center through its Traffic Engineering Office. One of the aspects of the project is to use traffic signal prioritization for emergency services and to provide signal priority for late buses on major Santa Monica arterials. This will be an ongoing project. On -Time Performance Improvements BBB staff made a concerted effort to improve on -time performance during FY 2014. Planning staff worked with the software vendor to make sure the system is accurately recording timepoint departures and that the settings were correct in making Big Blue Bus a departure -time based system. Additionally, staff made reports to Operations highlighting those drivers leaving timepoints early and those who were chronically late so they could be counseled. BBB routes carrying the most passengers and needing the most equipment were rescheduled to improve on -time performance. These were Routes 1, 3, Rapid 3, 7, and Rapid 7. In addition, Route 3, which was the second longest route in the BBB system, was split into two (2) routes in order to improve the on -time performance of both routes as well as reflect the differing passenger loads of each segment. Historically, Route 3 had one i of the lowest on -time performances due to the length of the route coupled with multiple traffic bottleneck points. The changes noted above resulted in an improvement of on -time performance from 62% to 70% in FY 2014. Planning staff will continue analysis of system data to monitor operational performance and to reschedule routes where necessary. This work is expected to continue in order to meet an on -time performance goal of 85% as stated in the Service, Design, Performance and Evaluation Guidelines. A number of low- ridership trips were trimmed during FY 2014 using the data from the APC Gateway and Plan systems. Transit Demand Management Partnerships Santa Monica College (SMC) Partnership: In May 2014, BBB and SMC renewed the "Any Line Anytime" transit pass program through June 30, 2017. The new agreement increased BBB revenue 10% over the 2014 agreement. SMC now accounts for 16 percent of all BBB ridership. University of California, Los Angeles (UCLA) Partnership: BBB and UCLA renewed the unlimited travel "BruinGo!" transit pass program through December 31, 2014. UCLA riders now constitute 8 percent of all BBB ridership. PLANNED IMPROVEMENTS Fiscal Year 2014 Capital Improvements Big Blue Bus continues to be involved with the regional Transit Access Pass (TAP) program in conjunction with procurement of a replacement fare collection system. The TAP program allows seamless fare payment for passengers to ride multiple transit systems with a single fare medium utilizing smart card technology. Issuing unique electronic passes will provide enhanced convenience and security to passengers and allow for more accurate reporting of travel patterns in the region. BBB is proceeding with the procurement of a business intelligence tool that will permit the collection and reporting of data across multiple software systems. The objective of this tool is to provide comprehensive metrics on key operating performance measures. The BBB website received a new look, offering improved functionality and software upgrades in 2012. The former site was more than eight years old. The upgrades offer online transit information and the ability to purchase fare media online with a credit card. The next website enhancement, an improved web -based Trip Planner, is currently being tested for launch by the end of the calendar year includes the provision of real -time bus information. 8 BBB staff is focused on determining alternatives for providing economical, efficient, dependable, frequent and direct services to and from current and new generators to the seven rail stations for the Expo Light Rail. BBB has engaged Nelson /Nygaard to assist with the planning effort which includes: • Developing an approach to providing mobility management to the 4th Street Terminus and circulation in downtown Santa Monica; • Modifying the current fixed -route system to enhance service to all seven new rail stations; • Providing more north -south service on corridors that will serve the seven new rail stations in Expo Phase II (Palms, Westwood, Sepulveda, Bundy, Bergamot, 17th Street - Memorial Park -SMC, and Downtown Santa Monica stations); and, • Focusing on first and last mile connectivity to and from Expo to BBB. Service Changes in FY 2015 Minimal service changes are planned in FY 2015, as the Expo Rail Integration Plan is slated for implementation starting in FY 2016. BBB will continue its incremental approach to reducing overcrowding by eliminating low ridership trips and moving resources to routes that routinely experience overcrowding with added trips or increased frequency. In July 2013, BBB added the APC Gateway and PLAN modules from Trapeze, giving the agency greater ability to accurately assess running times and to improve on -time performance. BBB will continue using this data, as well as working with the software manufacturer to improve the measurement reliability and reports. Service Improvements beyond 2015 With the projected arrival of the Expo Light Rail in early 2016, service improvements for the immediate future will focus on how to best provide connectivity to the rail line, and how these new routing needs will affect the rest of the BBB system. Several new corridors were examined for their potential to assist in connectivity, and key area destinations were examined individually. Three entirely new routes and modifications to most of the remaining BBB service have been defined and are in the attached Draft Service Plan. There has been extensive preliminary work done in this area, and yet, as the project grows near, new stakeholders are emerging and making their needs clear. The comprehensive integration study and extended comment period through October 12, 2014, will help clarify which services will have the greatest potential to generate new ridership, and how the BBB system can operate those services. The plan is focused on a data - driven strategy to create new high performance corridors that connect key destinations to all seven new stations. The plan seeks to use existing operating funding to create these new corridors, which may mean difficult tradeoffs as non - productive services are trimmed or eliminated. The plan uses industry best practices to approach this inquiry, seeking a reduction in duplication and redundancy wherever possible to help free up resources. W Proposition 1B California voters approved Proposition 113 in the November 2006 general election. Proposition 16 enacts the Highway Safety, Traffic Reduction, Air Quality, and Port Security Bond Act of 2006 to authorize up to $19.925 billion in State general obligation bonds over the next six years. These funds include $3.6 billion statewide to the Public Transportation Modernization, Improvement and Service Enhancement Account ( PTMISEA). These funds are available to transit operators over the next four years for eligible transit capital projects. Final appropriations are dependent on the State Legislature's approval and the State's issuance of bonds. Since 2008, BBB received over $12.4 million and it is anticipated Santa Monica's Big Blue Bus will receive approximately $3.5 million over the next four years. Funds from PTMISEA will be used toward transit bus replacements and other bus related capital projects. BBB anticipates approximately $267,000 each year to be available for transit security capital improvements. Safety and Security is further discussed below. Safety & Security The Department of Homeland Security (DHS) has identified BBB as a Tier 1 Agency, having mid -level risk. Through DHS, BBB can seek funds for training, planning, and capital projects. Capital project funding will be sought to implement and enhance security in and around the BBB campus and its facilities as well as at major transit interface locations, such as the downtown Santa Monica transit mall and other locations where BBB connects with other transit operators. A Threat and Vulnerability Assessment (TVA) was conducted in 2011. The TVA assisted BBB in identifying areas to improve security of its assets and ensure that front -line employees are equipped to handle such incidents and emergencies. BBB continues to coordinate its security activities with the City's police department and Los Angeles County transit operators through the Regional Transit Security Working Group. With the Proposition 1B Security Funds, BBB has upgraded the employee visitor access system with automatic vehicular gates complete with security cameras. In addition, BBB will upgrade its aging onboard video surveillance system to a new technology that will permit automating the digital video recording (DVR) download process. The new system will reduce the amount of labor hours required to retrieve video as current staff is required to visit each vehicle and retrieve data manually. Lastly, BBB will continue to provide security training for its front -line employees. Based on the FY 2011 FTA Triennial Review, BBB was in compliance with all Americans with Disabilities Act (ADA) requirements. All vehicles are ADA compliant with kneeling low floor capability, ramps, wheelchair securement locations, and appropriate signage. All vehicles have voice annunciators to assist visually challenged riders. Automated voice announcements are made at all stops; announcements can be heard inside the 10 bus and by passengers waiting at stops outside the bus. All new and replacement vehicles will be ADA compliant. Big Blue Bus is a member agency of Access Services, Inc., the county-wide ADA- mandated complementary paratransit service within Los Angeles County. BBB also contracts additional paratransit services for its residents. In FY 2008, the City purchased six vehicles, with funding from Metro to support the ongoing operations of this service. The City of Santa Monica Dial -A -Ride serves both the senior and disabled community within the county. u • ► • Big Blue Bus is committed to ensuring that all parts of the Limited English Proficiency (LEP) Plan are implemented. As part of these efforts, BBB secured language translation services in over 200 languages and rolled out customer information in the top seven LEP languages identified in the BBB service area. Public information pieces promoting the new language service as well as general Title VI policy guidelines can be found in bus interiors. A special contact card promoting language services is available for all motor coach operators to distribute to non - English speaking customers. ONGOING INITIATIVES Big Blue Bus is committed to regional coordination working with Metro and the other municipal transit operators in delivering transit services. BBB's activities continue to support the regional initiatives to improve passenger travel time, customer information, and efficient tracking of resources through the implementation of the following local and regional programs and projects: Regional Coordination BBB continues .to participate and support the following regional programs: • Bus Rapid Transit Service • Lincoln Blvd Re- Visioning Process • Rapid Shelter Program • Metro Transit Security Working Group • Metro Bus Operations Subcommittee • Metro Technical Advisory Committee • Transit Access Pass (TAP) Committee • Coordinated Real Time Transit Information Program • Coordinated Transit Signal Priority System • Metro Wilshire BRT Lane Project II BBB Digital Communications To improve the availability, clarity and sustainability of information provided to customers, BBB launched new styles and modes of customer communication this year. In alignment with the City's sustainability plan, BBB has been shifting customer information to digital platforms instead of print. Big Blue Bus began opening its data formatted per the General Transit Feed Specification (GTFS) on GitHub, an open- source repository, for use by third party web and smartphone application developers. Openly publishing its GTFS data allows BBB to expand its reach via new technological avenues. The prominent use of Quick Response (QR) codes on marketing collateral such as bus stop schedules, bus exterior ads, and brochures, has also expanded BBB's digital toolbox. Upcoming enhancements include real -time bus information and deployment of real -time bus information via a mobile website that will provide customers with trip planning data optimized for the fastest loading and clearest display via Internet - enabled mobile phones in mid -2015. Community Outreach BBB continues its community outreach efforts to engage and inform neighborhood, business, education, media and development partners in operational decisions and the planning of future initiatives. BBB developed tools including online surveys, an interactive online planning exercise, and the launch of a project specific website for the Expo Integration Study. The online surveys have generated thousands of responses from the public and captured input form non - traditional community stakeholders. BBB expanded its social media outreach over the last year via Facebook and Instagram accounts. Additionally, BBB uses Twitter as a customer service tool and to disseminate service alerts in a timely manner. BBB also uses Facebook as means to share transit related articles, provide destination suggestions, to inform fans of new initiatives and as a customer service tool. Finally, BBB uses the photo sharing application, Instagram, primarily used to promote ridership. Government and Community Relations staff continues to facilitate presentations about the Expo Planning Project and to obtain feedback on the new Expo Service Plan. When the survey closes on October 12, 2014, input will be reviewed and a revised plan will be available to the public early in 2015, prior to a City Council Public Hearing in February or March 2015. In addition to six community and stakeholder meetings in late July 2014, presentations to the following groups have been made: neighborhood associations, business improvement districts, local government Commissions (Senior and Disability Commission) and community planning meetings (Downtown Santa Monica parking and circulation committee meetings, Santa Monica Chamber of Commerce's Board and the Government Affairs Committee, Santa Monica College Transportation Committee, UCLA Events & Transportation, Santa Monica High School, etc.). Additional meetings have also been held with a variety of transportation planning partners at local regional levels, large employers, other government agencies, and business groups. 12 In addition to Expo service planning informational presentations, staff also continues to attend community events, such as the Santa Monica Festival, Back to School Night at Santa Monica High School, and student welcome events at Santa Monica College and Loyola Marymount University. Customer Information In FY 2014, BBB began re- evaluating its role in disseminating rider information to customers, especially data about bus whereabouts in an electronic format. Instead of being a retailer of information, BBB considered becoming a wholesaler. In October 2013, as a critical first step toward becoming a wholesaler of information, BBB published its GTFS data on GitHub. This dataset included printed schedule information and bus stop information. Immediately after BBB opened up its data, third -party application developers began integrating BBB data into their existing transit planning - related smartphone and web apps, which already included data from other transit providers in the Los Angeles area. The next step was to begin opening bus arrival information in a standard format useful to third -parry app developers. In FY 2014, BBB began working on two paths simultaneously to accomplish this goal. The first path is to make this information available in the General Transit Feed Specification -Real Time (GTFS -RT) format. GTFS -RT is an extension of GTFS and is an open data format that allows transit agencies to provide trip updates, service alerts and vehicle positioning information in a standardized format, regardless of whatever software they use to manage their operations. BBB is working with its operations software vendor, Trapeze, to enter into a contract to use its GTFS -RT exporter module. This would allow BBB to automate the process of opening and publishing its live data to Google and third -party developers. These developers will then be able to integrate the data into a wide range of uses that extends beyond what BBB alone can do. The second path is to make its information available through the Open Application Programming Interface (Open API) provided by a software vendor named NextBus. Metro, the largest transit operator in Los Angeles County, is already a NextBus client, an indication that a substantial portion of BBB's customer base expects access to real - time bus arrival information through a mobile application (either NextBus' or a third - party's) which uses their phone's GPS signal to auto - detect their location. Making BBB data available in this format increases the usefulness of these apps and removes the immediate obligation for BBB to maintain a cutting edge proprietary mobile application. BBB is still considering launching several customer information products built by Trapeze. To date, BBB has tested and provided feedback for the launch of the following products: 13 • COM -Web — a web -based form that automatically loads feedback that customers submit from the BBB website into BBB's customer relationship management system. • Info -Web — a stripped -down, mobile -web responsive version of BBB's website which contains the trip planner and allows customers to enter a bus stop number to obtain arrival predictions. • Info -Web Application for iPhone and Android — similar to the InfoWeb except that it would be readily accessible through a downloaded application on a smartphone. At this time, BBB has tested the iPhone version of the product and is waiting for the vendor to provide access to the Android version. To support the move to digital communications for riders who might not always have access to the internet, BBB will also be launching a new 24/7 Voice Activated Customer Phone Service early 2015. Passenger Travel Time The AFMS system has been instrumental in improving customer access to transit and service information. Implementation of the following activities will further improve passenger travel time: • Implementation of TAP mobile validators. • Installation of signal priority systems in the City of Santa Monica and on -going updates of schedules for the MTA- funded signal priority systems on major routes in the City of Los Angeles. Passenger Travel Experience The Government & Community Relations Division of BBB is developing a highly visible and branded bus shelter and bus stop information system so customers can easily identify the system, the bus route and information about the service. The following projects are the major components of BBB's efforts to improve the passenger travel experience: • Bus Stop & Shelter (Rapid & Local) Improvement Program • Real Time Transit Information • Transit Information Redesign (Targets & Eyelevels) • Implement Universal Fare System • Government Advocacy • Motor Coach Operator Identification 14 Efficiently Track Resources Big Blue Bus Advanced Fleet Management System (AFMS) allows the Big Blue Bus to track the location of its vehicles. Big Blue Bus also uses Enterprise Asset Management (EAM) software program to track maintenance and fueling of all City of Santa Monica vehicles. The program is used to determine the total cost per mile of maintaining and fueling each City vehicle. Staff is currently working with these software programs to improve tracking of assets and status of bus stops: • Bus Advanced Fleet Management System program • EAM software program • Bus Stop Asset Management Software • Fleet Management Plan • Preventative Maintenance Systems Bus Stop Improvement Program BBB began construction of Phase 1 of the Bus Stop Improvement Project (BSIP) in March 2014. Phase 1 focuses on improving 143 bus stops within the City of Santa Monica, down from 321 stops. BBB removed stops it does not anticipate serving after Phase 2 of the Expo Line opens and stops that BBB no longer serves from the project scope. The stops to be improved include one very high - volume stop, 44 high - volume stops, 35 medium - volume stops, and 63 low- volume stops. Shortly after the installation of the first set of bus stops under Phase 1, BBB received feedback on the form and function of the newly designed stops. Based on customer and constituent feedback regarding concerns about seating capacity, shade, rider and driver line of site visibility, and functionality for elderly riders and riders with physical challenges, BBB is modifying the design of the new bus stops to address these concerns. Bus stop design modifications will include additional seating, and additional or expanded canopies at low volume stops, features allowing greater ease of use for riders requiring support to lift themselves up from a seated position, and repositioning the seating such that the sightline for riders and drivers alike are not obstructed. Where feasible, BBB will convert 'glow volume" stops currently designed to host two seats and a single canopy to 'medium volume" stops, adding seating as well as canopies. In addition, BBB is investigating modifying the existing seat design to improve the seating comfort and support, potentially through wider seats and higher backs. At stops in Phase 1, BBB is installing new sign units with redesigned route information that includes an easy -to -read, simplified route map, canopies to provide shade during peak boarding periods, seating (on a space permitting basis) and trash and recycling cans. Additionally, BBB is installing signage which displays real -time information at 35 locations. To date, the project is 29% complete; 56 stops within the City of Santa Monica have been upgraded and returned to service. BBB expects to construct 123 new bus 15 shelters during FY15, and anticipates it will be approximately 82% to completion by June 30, 2015. BBB anticipates installing new target signs and eyelevel holders outside of City of Santa Monica limits as part of Phase 2 of BSIP over the next three years. Real -Time Transit Information With the funding allocated for the Bus Stop Improvement Project, BBB is installing 35 real -time arrival information digital signs within the City of Santa Monica. To date, BBB has installed signs at two stops serving Santa Monica College. BBB expects to install 28 of the 35 real time signs during FY15. The purpose of the real time signs is to provide customers with information about when the next bus is expected to arrive. Making bus arrival information available to customers mitigates some of the uncertainty that is associated with riding public, fixed - route transit. The signs that BBB is installing as part of BSIP will display arrival information for up to four upcoming arriving buses. The sign displays the route number, the direction the bus is headed, and information about its arrival time. Transit Information Redesign (Targets and Eyelevels) In November 2013, as part of the Bus Stop Improvement Project, BBB began developing a new format for " eyelevel" route information at bus stops. The redesign was necessitated in part by the increased eyelevel display dimensions of the new BSIP sign units and the need to downsize to one eyelevel per route because of limited space inside of these kiosks. Traditionally, BBB stops displayed up to four eyelevels per route at each stop. Through the redesign, BBB sought to enhance both the map aesthetic and clarity of information. BBB developed five concepts to demonstrate how information could be conveyed with different levels of detail. They varied from a highly detailed depiction of routing, streets and the cityscape, to a 'spider diagram" that reduced the map to its most integral parts. The objective was to convey Big Blue Bus' dynamic travel paths (north, south, east and west), key intersections and points of interest for riders, while maintaining a simple, flexible design that would easily accommodate future route changes. The final design is a hybrid of moderate street detail with a simplified bus route path. For the first service change in FY15 (August 2014), the approved diagram -style design was applied to all routes in the system at eyelevels at each stop in both the City of Santa Monica and City of Los Angeles. The exteriors of the BSIP sign units are heavily branded. A bright white BBB logo sits against playful dark blue bubbles, creating a high contrast beacon for riders and sense 16 of place. The interior of the units houses wider eyelevel displays, a poster for public information campaigns, and stop ID plaques with customer service information. Low - volume BSIP stops can accommodate up to three eyelevels and medium- and high -level stops can accommodate up to six. These eyelevel dimensions differ from the current displays at non -BSIP stops. BBB will standardize these eyelevel display sizes through off- the -shelf eyelevel holders to create signage consistency and improve rider way - finding. These stops will also receive newly branded target signs and a stop ID plaque with customer service information. Collectively, the new system will accommodate varying levels of information, be flexible for future service changes and simplify maintenance over time. BBB began work on the second phase of the eyelevel redesign to consolidate schedule information into frequency based tables in order to combine both map and schedule information into one easy -to -read panel. Currently, BSIP eyelevels in Santa Monica include a QR code in the schedule portion of the design. This QR code points web browsers to up -to -date Routes & Schedules information via the BBB website. Non -BSIP stops in Santa Monica and City of Los Angeles stops still house multiple eyelevel panels with full timetable information which will transition to the larger display and fewer panels with BSIP Phase II. Implementation of Universal Fare System Coordination with Metro has begun in anticipation of BBB's launch of the TAP card program in early 2015. BBB customers will have the opportunity to conveniently load Metro's EZ Pass, which is good throughout the entire Los Angeles region, BBB fare media and add value to cards using a "cash purse" option that allows customers to pre -pay a cash amount to be used on any transit agency. With the launch of TAP mobile validators on BBB buses, every municipal agency in LA County will be on the TAP system. A pilot program equipping 20 buses with TAP light validators will be conducted in January of 2015. Government Advocacy BBB supported Assembly Bill 2707, a change in state law allowing four additional inches of clearance in addition to the existing 36" clearance legally allowed in order to install three - bicycle capacity racks on buses. Several other California transit operators have this legal allowance in effect now. BBB has cases where several consecutive trips on busy routes can have full bicycle racks, thus stopping new passengers with bicycles from boarding buses. On September 9, 2014, Governor Jerry Brown signed Assembly Bill 2707 into law. Motor Coach Operator Identification Big Blue Bus' Operations Division has started requiring drivers to post their badge number on each bus so patrons can more readily identify individual drivers for compliments and feedback regarding service. 17 SECTION II Table L -1 Santa Monica's Big Blue Bus FARE STRUCTURE FY 2015 FARE CATEGORIES TYPES OF FIXED ROUTE SERVICE Local Express Individual Fares Regular /Student $1.00 $2.00 Senior (62 yrs. +)/Disabled /Medicare $0.50 $1.00 Day Pass Regular /Student $4.00 $4.00 Senior (62 yrs. +) /Disabled /Medicare $1.50 $1.50 13 Rides Regular /Student $12.00 + $0.50 transfer $12.00 + $1.00 upgrade Senior (62 yrs. +) /Disabled /Medicare $6.00 + $0.25 transfer $6.00 + $0.50 upgrade 30 Day Pass Regular $60.00 $80.00 Senior (62 yrs. +) /Disabled /Medicare $24.00 $40.00 Student (5 -18) $40.00 $40.00 + $1.00 upgrade NOTES: 1. There is no fare differential between peak and off -peak periods. 2. Children age 4 and under ride free with a paying adult (up to two children per adult). 3. The Big Blue Bus participates in the inter - agency EZ Transit Pass Program. The monthly cost for an EZ transit pass for local service is $84 (regular) and $35 (senior /disabled /Medicare) V O N O N M � W m Z m J m .� l0 FN U O 0 [q C N � r r a` m N N ¢O a` T U U C C � N C N O W U N `o. U r r � w � � LL 1 U 6 6J Q'w W Q Z C C U �(0 N N f0 (n a N N Table L - 3 Santa Monica's Big Blue Bus HISTORICAL AND PROJECTED FLEET CHARACTERISTICS FY 2014 -2016 FLEET CHARACTERISTICS SYSTEM TOTAL FY 2014 Audited FY 2015 Estimated FY 2016 Planned Peak hour fleet 152 157 157 Spare for maintenance 47 32 32 Spare Ratio Line 2 divided by Line 1) 31% 20% 20% Emergency Contingency Reserve Inactive Fleet: Vehicles Not Serviceable 2 0 0 Total Vehicles (Sum Lines 1,2,4, & 5) 201 189 189 New Replacement Vehicles Delivered (2016)* 0 0 18 *anticipates delivery of 40 foot and 60 foot CNG buses to replace 2002 LNG buses in FY2016 WIST0121CAL • BY YEAR OF EXPENDITURE 000 MUSYRYWIM SOURCES OF CAPITAL FUNDS: FY2013 Audited FY2014 Actual FY2015 Planned FEDERAL CAPITAL GRANTS FTA Sec. 5309 (Sec. 3) 1,783. FTA Sect 5307 (Sec. 9) 11,744 15,213 9,541 Econ Stimulus Other Federal (CMAQ) STATE CAPITAL GRANTS AND SUBVENTIONS TDA(ART4) currentfrom unallocated 7,202 7,158 9,452 TDA from prior year reserves STAcurrentfrom unallocated 22' 13' STAfrom prioryears reserve Other State 2 267 267' LOCAL CAPITAL GRANTS Prop ALocal Return Prop A Discretionary 275 20 Prop C Local Return Prop C 5% Security Prop C 40% Disc. 1,483 0.2 Prop C MOSIP 764 343' Measure R Clean Fuels 928' Measure R 15% Local Return Prop 1B PTMISEA Bridge Funds 1,558' 1,558' Prop 1 B TransitSecurity Bridge Funds 249' 269 Other Local TOTAL CAPITAL REVENUE 21,492' 27,532 21,087' TOTAL CAPITAL EXPENSES 21,974 28,827 19,378 HISTORICAL AND PROJECTED FINANCIAL FY 2013 FY 2014 FY 2015 Audited Actual Planned SOURCES OF OPERATING FUNDS: FEDERAL GRANTS AND REIMBURSEMENTS FTA See. 5307 (Sec.) Operating CMAQ (Operating ) STATE GRANTS AND REIMBURSEMENTS TDACurrentfrom Unallocated 15,529 18,519 19,329 STACurrentfrom Unallocated 4,318 3,479 2,425 LOCAL CASH GRANTS & REIMBURSEMENTS Passenger Fares 14,091 13,609 14,413 Special Transit Services 0 0 0 Charter service Revenues 1 - - Awdliary Transportation Revenue 1,653 2,439 1,663 Non- transportation Revenue 8,110 3,621 2,249 Prop A 40% Discretionary 11,598 11,988 12,229 Prop A Local Return 358 351 399 Prop A Interest - - - Measure R Local Return 890 871 992 Measure R20% 3,315 11,139 7,861 Prop C. 5% Security 1,026 1,214 1,168 Prop C Local Return - - - Prop C. Other (BSIP & Foothill Mitigation) 1,194 1,308 1,298 Other Local 612 656 1,019 SUBTOTAL OPERATING REVENUES 62,695 69,1941 65,045 TOTAL OPERATING EXPENSES 62,695 69,194 1 65,045 ( }» f, / ƒ [ k \ ) b© . . §� \ § )� { \ \� \ \ { }\ \�% \ ƒ� !!" E � � ! § ■ ® ® �: \ \} } [� ©2! � . \\ _[ - _` \ \� \ \ { }\ \�% \ ƒ� O N V N � � O m N m N n m N J m d m U F � m m U � o E E VI _ N N F- m O O yy f0 O O m N (O (D ro 0 O D t0 � O O 0 N O O 0 VI M M 06 N N O O O t0 O O O tM 0 O V �O O O O O O O O O O c0 O m O I. t0 0 O O M 0 O 0 N 0 O 0 O O O O O W W OI E m N O d y N C m C O m _ C a v E C E > v .� m 'n Z 0 E 0 m CO Z G 0 O C o U m c (a O K m U E m f/J v o '- N o m E m 2 a a5 0 0 0 v E c > N LL 9 °-� c N c a w.) 0 a w m° '- m d m� E c aEi W ai v ami o m E aci E t0 (° c w ;? m w U w G i m d O> IL s I- m v E` x° E c N m �y ^� v m d v C. E E` 0 d> o j 37E a '9� >> N Evm U x m o.6y N m p K r E E° O E O J N O N W N O O r p N I- A'S m J E ~ U "O C C fn U c 0_' o'u .- E O Ui .O Ul O w o v1 Q o 2 P m E J DD0)0m'u)�ci��iinaFoW w 2 3 N O J E m C d c w C in w m h m }F¢mm 0 co 0li U� Fii E' 0 K maFO W m� Q! �O N m W O 0p O W 0 0 O N 0 0 N m aD r 0 0 O O r 0 M Y1 O O O O O O O O O O W O M [O C to O 0 O 0 N 0 O 0 O 0 O 0 V m 0 W � E N O d h � c c 0 a E E m E > v .� E A m Z m v m v o m c (a O K v m U E m f/J v o '- N N m N m 2 a a5 0 C 0 O in E c > m 9 c N c ow 0 0 Q. E m° m c aEi W ai v ami o m E v °m (° c a; ;? m w o m y o .8 U m E` x° E C N m y m o u m N N v n �' r E E` 3 d> o 3 a 5. >> N E U x m N m p K r 0 E 0° a�i JGG o m W E ° r m> v of m o ~ "O c 0> c c o'u E w C d i m w o m m o �O H co m DD0)0m'u)�ci��iinaFoW v o =c m m W U v W c m m in w m r O H N m N (O f9 o w M O O O 0 O o 0 O o o O v r M 0 O O 0 0 0 N N_ 0 0 0 0 O O 0 OI O 0 0 00 0 o 0 m M M � E � O c c 0 a E E m E > v '� E A m E m o N m N (a E K m U E N N N o E m 2 a a5 0 C 0 in c p 9 v c v '- m a E m m c C N W N m v J c m E m E c m 0 Y m `m W o .8 v m 3 u d' a .8 a 5. >> W E m U N W (° y y a r 0 E 0° a�i JGG o v W E ° r x ° Fo- of m "O c 0> c c �' o 'U E w C d i =p w c o H N DD0)0m'u)�ci��iinaFoW N G m ca Z) Table L - 8 Transportation Improvement Plan 2015 TIP (SRTP 2015 -2017) TIP ID Project TIP Programmed Federal Local LAE0172 Purchase 21 Replacement Buses for Santa Monica's BBB Transit Service 20,992,000 17,268,000 3,724,000 LA57110 Bus Replacement (5) 30 -Foot & (10) 40 -Foot 11,500,000 6,780,000 4,720,000 LAOF022 Bus Shelter Program 10,553,000 5,885,000 4,668,000 LA973503 Downtown Transit Mall Enhancements/ Transit Customer Svc. Center 2,261,000 1,773,000 488,000 LA990313 Universal Fare System Program 3,945,000 2 649 000 1,296,000 LAOF093 Replace 30 New Flyer Diesel Vehicles with CNG 58,018,000 47,947,000 10,071,000 LAOF094 Replacement of 10 Thomas Buses (Diesel with CNG 8,061,000 8 061 000 0 LAE0364 Santa Monica's Big Blue Bus /Santa Monica College Transit Services Bus Improvements near Campus 2,000,000 836 000 1,164,000 LA963580 Radio System, Dispatch System, AFMS 10,300,000 5,600,000 4,700,000 LAOG548 Streetcar Study /Alternative Analysis 1,000,000 800 000 200,000 LAF5406 Replace 40 -foot bus with Alternative Fuel 12,345,000 9,876,000 2,469,000 LAOG939 Expo Planning 550,000 440,000 110,000 LAOG856 Transit Capital - Fuel 244,000 244,000 0 TOTAL PROGRAMMED 141,769,000 108,159,000 33,610,000 SECTION III EXHIBITS Reference: EXHIBIT A System Map and Route Schedules Is available at the City Clerk's Office Filed with Staff Report 10/28/2014, Item 3 -C Within Legislative File 1000 -007 14 e� ♦a °d�+/ �p to 'i �� C e ✓¢F 4.a �[�+ d3L4a CC6 iS ag III. s 1 a w4 t - 4 p 4 Y 1A CUs P � .� l� � t i •��'^ me s ' � E'3. °a `y",.,•' aFF si `4, � "t, J� :., y E 1 4a nz " 4 e 3 \ I! a ��F� F� � • L41 .� � �;° O -�� r dam I! 3 e � ...�.,:...• a sLa �SFYaI ,R.. °.a Y� [ ,.., � e� c4• � a [F 3 .. s s 4 i 9 ,...e i Ie i � AF FF d /"/0 4 e FFP $ i�li €F��q F� Y F�;� z €�srS � � ifs g.•< � r ! r� 3 .d /�/��jj i$ � 9Sa X44 �FES•r ��$ ~ l e� tj ig 3`3 IE� ° v F�4 `js� E ,t°• 5 al ;a p 1 F ¢ Is 1k.,. �.� EXHIBIT B DRAFT EXPO INTEGRATION STUDY PLAN MEMORANDUM To: Tim McCormick From: Thomas Wittmann and Steve Boland Date: May 14, 2014 Subject: Expo Integration Study Draft Alternatives When it is completed, the Exposition Light Rail Line (Expo Line) will extend from Downtown Los Angeles to Downtown Santa Monica. Phase 1 of the project, which opened in 2012, created a line extending from Downtown Los Angeles to Culver City. In phase 2, which is expected to be completed in 2015, the line will be extended to Santa Monica. The line will be operated as part of the LA Metro Rail network. Figure 1: Current and Future Expo Line Alignment Source: Exposition Metro Line Construction Authority Big Blue Bus has initiated a process to determine the most appropriate ways to integrate its bus service to better connect residents of the Westside to the Expo Line and to better connect persons coming into the Westside with jobs, educational opportunities, and recreational activities. This memo briefly describes the inputs used to develop a series of options for Big Blue Bus services, the themes of each option, and then a route by route description of each option. 116 NEW MONTGOMERY STREET, SUITE 500 SAN FRANCISCO, CA 94105 415 - 284 -1544 FAX 415 - 284 -1554 www.nelsonnygoard.com EXPO INTEGRATION STUDY Big Blue Bus Transit service planning reflects a series of tradeoffs that reflect local community values. Several different sources were used to understand these values, including future and proposed land use, background planning documents, area demographic and population and employment density figures, existing travel patterns, and existing ridership patterns. Pubic and stakeholder input was also a key consideration. A brief description of each element is shown below. Land Use and Background Documents Land use and transit usage are key considerations for the level and need in a community. Key documents examined include the Land Use and Circulation Element (LUCE), Downtown Specific Plan, Bergamont Area Plan, neighborhood plans, and expected development patterns. One of the key findings for the background documentation is that development is expected to occur within several Expo station areas, with downtown Santa Monica and the Bergamont area in particular being the focal points of development. A focus of redesigning Big Blue Bus service was to provide access for Westsiders to both Bergamont and downtown Santa Monica, as well as provide for circulation from the Expo Stations to these areas. Demographics / Population and Employment Density Multiple different demographic and density elements were calculated to ascertain need and in particular, unmet needs. Specific data examined include the following: • Population and employment densities • Youth population (ages io -r7) • Senior population (65 and over) • College Student Enrollment • Santa Monica College Student and Staff Residence Locations • Median household income • Households without access to a vehicle • People with disabilities The data suggest that most areas with higher propensity for transit use are currently served by Big Blue Bus. From a demand perspective, Palms had a high propensity for travel to both UCLA and SMC. One other key finding was that several areas, including Sunset and San Vicente, have higher levels of service that the land use suggests can be efficiently supported. On -Line Surveys Multiple different methods were used to help understand community goals and objectives regarding Expo Line and the resulting priorities for Big Blue Bus. In 2012, Big Blue Bus conducted an on -line survey which had more than 1,2oo responses. Some key findings of the survey include a preference to operate new routes to serve Expo Stations, reduce duplication as well as a preference to remove unproductive service to pay for service expansion. An additional 550+ open ended comments were reviewed. NelsonlNygaard Consulting Associates Inc. 12 In 2013, a followup survey was completed. Response rates were significantly lower, with just over loo respondents. Given the low response rate, one should be cautious about the statistical significance of the following findings. One of the elements of the 2013 was a "Design Your Own System" tool that let respondents chose priorities given a set budget. An interesting finding of the survey is that fare integration and real - time arrival information were two of the top three choices, reflecting a desire to improve the existing system, regardless of Expo or not. Expo Line connectivity improvements were the only other improvement selected by more than 50% of respondents. The 2013 survey also asked a series of tradeoff questions. The tradeoff questions suggest a preference for additional evening service, wider stop spacing and faster service, less coverage to pay for more frequency, and a slight preference for fewer routes operating more frequently even if it increases transfers. Public Meetings The first round of outreach for the Expo Integration Study was completed February 11 -13, 2014. Meetings included three public meetings as well as two stakeholder workshops. Following is a summary of key input received during those meetings. Three public meetings were held, each in the evening, at: • Thelma Terry Center in Virginia Avenue Park, East Santa Monica • Santa Monica Civic Auditorium, Downtown Santa Monica Vista Del Mar Family and Children Services, West Los Angeles (Cheviot Hills /Palms) Each meeting was relatively lightly attended. In all, between 4o and 50 members of the public participated. While a range of oral and written comments were received, a few major desires were expressed repeatedly: New north -south connections to Expo stations. Bergamot Station was the connection point most often mentioned. • Greater passenger amenity. Multiple commenters expressed a desire to be able to use TAP cards on Big Blue Bus routes, for NextBus arrival -time updates (like those already in place on Los Angeles Metro), and for wireless Internet service on buses. • Greater evening access to regional destinations. Several commenters expressed a desire for later- evening service to and from destinations including Downtown Los Angeles (in particular, events there such as games at Staples Center), Century City and LAX, noting that they could not take full advantage of the opportunities afforded by these destinations without the certainty that they would not miss the last return trip. • Greater speed and reliability. Traffic- caused delay, both aboard vehicles and resulting in long wait times, including long waits for transfers, was a major concern. • Support for Big Blue Bus from developers. Several commenters stated that subsidies for Big Blue Bus service should be a standard component of community benefits agreements with developers. • Greater focus on Santa Monica. Multiple commenters at meetings in Santa Monica felt that Big Blue Bus service should be more strongly focused within the City of Santa NelsonlNygaard Consulting Associates Inc. 13 Monica, and less concerned with surrounding areas (except as destinations for Santa Monica residents). Stakeholder Meetings On February n and rz, two workshops were held for invited stakeholders, each during the day. They were at: • Westside Pavilion, in West Los Angeles • The Santa Monica Main Library, in Downtown Santa Monica At the first workshop, a roundtable discussion was held. Again, a diversity of statements were made and recorded, but a few common themes can be identified: • Access to schools and cultural centers. Included among the cultural centers is the Santa Monica Museum of Art adjacent to Bergamot Station. • Marketing of major destinations accessible via Big Blue Bus. Related to the previous comment was a desire for an awareness campaign focused on major cultural destinations, such as museums, that can be accessed via Big Blue Bus (and in the future, via the Expo Line and Big Blue Bus). • Ease of transfers. At both public and stakeholder meetings, commenters expressed a desire for more convenient transfers (in terms of both frequency and fares) between Big Blue Bus routes and between Big Blue Bus and Metro or Culver CityBus routes. • Bikes on buses. Another desire expressed at both public and stakeholder meetings was for additional storage space for bicycles on Big Blue Bus vehicles. • Greater focus on Santa Monica. Once again, Santa Monica residents expressed a desire for more of a focus on service within City limits. At the second stakeholder workshop, an interactive exercise called the "Smithville Planning Game" was conducted. This game provided groups of participants with a map including future Expo stations and a "budget" that they could allocate to routes of varying alignments, frequencies and types. There were a total of four groups, each led by a facilitator from Nelson \Nygaard or Big Blue Bus. Priorities identified through the exercise for each group included: • A grid of very frequent service. This was common to all four groups, who repeatedly chose frequencies of to or 15 minutes over 30 or 6o minutes. While this may partly have been a function of available resources — three of the groups ran out of time to spend their entire budgets — it is notable that groups that did not spend their entire budget developed a few very frequent routes rather than a larger number of less- frequent routes. • Community circulators connecting to Expo stations. Several of the groups developed one or more such routes. Most common was a route similar to the existing Crosstown Ride but connecting to Bergamot Station. One group opted for a series of north -south crosstown routes every few blocks within the City of Santa Monica. • Reduced service to areas outside of Santa Monica including UCLA. This may partly have been a result of the meeting's location in Downtown Santa Monica. Services were maintained by one or more groups to major corridors outside of the city (e.g., Pico) and to major destinations, including continued freeway express bus service after Expo implementation to Downtown Los Angeles. All groups provided frequent service to UCLA, but generally using fewer routes and thus relying on transfers to provide connections between the campus and most destinations rather than "one -seat rides." Nelson \Nygaard Consulting Associates Inc. 14 Using the findings from the existing conditions, the land use, and ridership data, as well as public input, three different scenarios were developed. These scenarios may be briefly described as follows: Adjustments: This scenario consists of the fewest changes from existing service. ® Connections: This scenario features a number of new -north south "crosstown' routes connecting to future Metro Rail Expo Line stations. ® Coverage: This is an intermediate scenario in terms of both service levels and costs. Each scenario consists of proposed alignments and service levels for a network of routes. In some cases, only one alternative is proposed for each route. In other cases, two or three alternatives are proposed. While each route alternative has been assigned to one or more scenarios, to some extent the alternatives are "interchangeable "; in other words, scenarios can be "mixed -and- matched" (and indeed, such a "hybrid" scenario is likely to be selected as the preferred alternative at the conclusion of the Expo Integration Study process). The routes are based on concepts developed concurrently with Big Blue Bus staff during the March 25 -27 project team meetings, some of which have been further refined based on further analysis. Most changes consist of introduction of new routes or modifications to existing routes, primarily changes to alignments, with some changes to scheduled headways. Spans of service are generally unchanged except in a few instances, noted herein. The proposed changes are designed to leverage the introduction of seven Metro Rail Expo Line stations to the Big Blue Bus service area, and of the new connectivity to regional destinations they will provide, by partially restructuring the Big Blue Bus fixed -route network to act as a "feeder" system oriented toward and organized around the new trunk rail service. At the same time, Big Blue Bus would continue to serve important existing markets such as that for travel within Santa Monica outside of the Expo corridor. All changes are designed to make Big Blue Bus more cost - effective while continuing to provide essential service. It should be noted that the proposed changes remain conceptual in nature; while operational requirements such as layover space have been addressed, in some cases routes may not ultimately be able to operate as shown for political or other reasons. Downtown Santa Monica alignments are not shown on the proposed maps or described in this document, but all routes serving downtown would stop at or near both the Third Street Promenade and Downtown Santa Monica Expo station. Finally, some changes have been proposed to Metro Bus services operating within the Big Blue Bus service area. In the following section, the proposed changes are described conceptually, at the systemwide level. In the section following that are detailed descriptions for each route, by alternative under each scenario. Finally, in the concluding section are estimated numbers of vehicle hours required to operate each scenario. Based on the findings from the technical analysis of existing conditions and first round of community and stakeholder outreach, there are at least three compelling reasons to reorient the Big Blue Bus route network from one that is primarily oriented east -west, with large numbers of NelsonlNygaard Consulting Associates Inc. 15 C�6 lines terminating in Downtown Santa Monica to the west and at the UCLA campus in the east, to a more complete "grid "or framework of both east -west and north -south services: ® North -south markets appear to be already underserved. While the network of major streets within the Big Blue Bus service area is itself more east -west than north -south in orientation (reflecting the historic extension of rail lines, then boulevards west from Downtown Los Angeles toward coastal communities including Santa Monica), east -west arterials within the City of Santa Monica and extending east are nearly all served by transit, while a number of major north -south corridors (consisting of both arterial and collector streets) are not served or are only served in short segments. In part this is a function of travel markets — Downtown Santa Monica and UCLA are the two greatest trip generators within the Big Blue Bus service area — but it may also be a legacy of routings that have not been revisited for some time, and that may not reflect current land use and demographic conditions. • The Expo Line will change the `geometry" of the transit system within the Big Blue Bus service area. The Expo Line Phase z extension will itself be an east -west "trunk line" or "spine" connecting Downtown Santa Monica to Culver City, USC and Downtown Los Angeles to the east. This, in turn, will create demand for new north -south feeders or branches, as each of the seven stations within the Big Blue Bus service area will serve as an attractor or magnet for trips starting to the north or south but bound for destinations to the east or west (and vice versa). • A more complete "grid" would allow for greater mobility in all directions. Industry best practice in the design of transit route networks where a relatively high demand for transit service exists is to concentrate services within a grid of major north -south and east -west corridors spaced at regular intervals, thereby allowing fewer routes to operate more frequently, shortening wait and travel times within corridors as well as for connecting services. This focus on connectivity rather than a greater number of less frequent "point - to- point" services operating in all directions tends to increase mobility for those trying to travel "across the grid" or "at a diagonal." Each of the three scenarios would reorient the Big Blue Bus service network, but to varying extents, and at different costs. The Adjustments Scenario would introduce just one new north- south crosstown route, confined largely to the area north of the Expo Line. The Connections Scenario, by contrast, would introduce three new routes and would extend existing routes, resulting in six major crosstown corridors extending across the Big Blue Bus service area from north to south. The Coverage Scenario, meanwhile, features abbreviated versions of the three new routes, limited more or less to the north. While improving north -south connections was a focus of alternatives development, a variety of other changes have been made to existing routes, described in the following section. An L- shaped line, Route 1 is one of Big Blue Bus's most productive services, providing connections to Downtown Santa Monica from Venice in the south and the Santa Monica Boulevard corridor and UCLA campus to the east. The southern segment to Venice will only become more productive once the Expo Line is opened, as Route r will become the feeder NelsonlNygaard Consulting Associates Inc. 16 i1 connection for southwestern Santa Monica, including the Main Street retail corridor, as well as much of Venice. Proposed changes to this route are relatively minor. All Scenarios The segment between Windward Circle in Venice and Venice High School, which is currently served only on select trips, would be eliminated. This segment primarily operates on residential streets, is indirect and accounts for just 2.6 percent of the route's weekday average ridership (226 daily boardings). Much of the segment is redundant with or is within walking distance of other routes including frequent Big Blue Bus and Metro services on Lincoln and Venice boulevards. Notably, elimination of this segment would discontinue direct service to the Abbot Kinney Boulevard retail corridor. There are currently an average of 15 weekday boardings at stops on Abbot Kinney. Under all scenarios, this and other routes serving UCLA would operate along the periphery of Westwood Village rather than through its core, where traffic congestion has a severe impact on transit speed and reliability. Buses would operate on Lindbrook Drive to Hilgard Avenue rather than on Westwood north of Lindbrook and on Le Conte Avenue. This would increase walking distances for some passengers. Finally, under all scenarios it is assumed that Metro Route 4 service, which operates on Santa Monica Boulevard west of Westwood Boulevard between approximately 7:30 p.m. and '7 a.m., would not begin operating until Route 1 has gone out of service around midnight. This would eliminate redundancy and, hopefully, make available Metro resources that could be put to better use within the Big Blue Bus service area (see Route 2, Coverage Scenario for one such example). Spans and headways would generally be unchanged, although minor schedule adjustments would need to be made to accommodate the proposed changes. Adjustments Scenario In this scenario, service would terminate to the south at Windward Circle Connections and Coverage Scenarios In these scenarios, service would be extended farther south via Venice Way, Ocean Avenue and Via Marina into Marina del Rey, with a terminus at East Via Dolce. There is currently no connection between western Marina del Rey south of Washington Boulevard and points north, including much of Venice, the Main Street corridor, Downtown Santa Monica and the Expo Line corridor, and much of the area consists of large apartment buildings. In the Composite Transit Index analysis, the Via Marina corridor was found to merit ro- to 15- minute transit service. Route 2 Wilshire Boulevard Route 2 serves a major corridor but is only moderately productive, in part because Metro operates frequent Rapid service along the same alignment. Three very different approaches to this route are proposed. Adjustments Scenario Under this scenario, the route would operate on Lindbrook in Westwood Village as described under Route i, but there would be no other changes. NelsonlNygaard Consulting Associates Inc. 17 Connections Scenario Under this scenario, the route would terminate at Wilshire and Westwood (at a stop currently used by Metro, Culver CityBus and Los Angeles Department of Transportation buses), approximately 1,600 feet from the busy Route 2 stop (259 average weekday boardings) at Westwood and Weyburn Avenue. Connections to Hilgard Terminal and the UCLA campus would be provided by Route r (see previous description) operating every to minutes on weekdays and by Rapid 12 service operating every five minutes during peak periods and every to minutes off -peak, for a combined peak frequency of just over three minutes. In this scenario, most passengers currently traveling to Westwood Village would likely walk from the terminus, while those bound for campus destinations would transfer to Routes i or Rapid 12 to complete their trips. Coverage Scenario Under this scenario, Route 2 would be discontinued, and Metro Route 20, which operates on Wilshire west of Westwood in the evening, would operate all day in its place. Route 20 generally operates every 12 minutes on weekdays, and makes stops at Wilshire and Westwood. Connections to UCLA would be as described under the previous scenario. Route 3 Lincoln Boulevard and Montana Avenue /Route Rapid 3 Lincoln Corridor Like Route r, Route 3 is a highly productive, L- shaped line with segments south of Downtown Santa Monica (in the Lincoln corridor) and east (Montana). However, its Lincoln branch is more productive than the Montana branch, and more service is operated on Lincoln. Various ways to serve the Montana retail corridor are described later in this document (see Routes 8 and 0, as well as the proposed new 26th Street corridor service). This section focuses on the Lincoln corridor, which provides connections between Downtown Santa Monica, Venice, Marina del Rey the Los Angeles International Airport (LAX) area and the Metro Rail Green Line. All Scenarios One major change is proposed: Routes 3 and Rapid 3 would be combined into a single service operating seven days a week and very frequently — every 7.5 minutes on weekdays, up from every 15 minutes on each route today — and making more stops than the current Rapid service but fewer stops than the current local service. Because nearly all existing ridership in the corridor is concentrated at Rapid stops and a few additional local stops, this would provide the vast majority of riders with Rapid service operating twice as often, and seven days a week. As part of this consolidation, service to the Westchester segment of Route 3 would be discontinued, to be replaced by Metro and Culver CityBus service. Stops are proposed at: • 4th and Santa Monica Place /Colorado • 01 and Pico /Civic Center • Pico and Lincoln • Lincoln and Ocean Park • Lincoln and Navy /Marine • Lincoln and Rose Nelson \Nygaard Consulting Associates Inc. 18 • 3k - it . " A 'q. r i� • Lincoln and Broadway ® Lincoln and Superba • Lincoln and Venice ® Lincoln and Washington Boulevard ® Lincoln and Marina Pointe /Maxella • Lincoln and Mindanao • Lincoln and Jefferson ® Lincoln and LMU Drive • Lincoln and Manchester • LAX Transit Center ® Century and International ® Century and Aviation • Century /Aviation Green Line Station Between 4th and Colorado and the Green Line terminus, the Rapid 3 currently makes 13 stops southbound and 14 northbound, while Route 3 makes 36 stops in each direction, not including its Westchester segment. The 19 stops each way listed above account for 92 percent of existing weekday average ridership in the corridor excluding the Westchester segment. In other words, eliminating nearly half of the stops in the Lincoln corridor would impact only 8 percent of riders (and many of the discontinued stops are relatively close to stops that would be maintained). The travel time impact on the Rapid 3, meanwhile, should be about two to three minutes per trip on average, less than the 3.75- minute reduction in average wait time. As a result of this recommendation, over 90 percent of Lincoln corridor riders would be provided with Rapid service every 7.5 minutes rather than every 15 minutes on weekdays, and evenings and weekends rather than on weekdays only. Average stop spacing in the Lincoln corridor between Pico and Manchester would be approximately 2,300 feet (approximately 2,000 feet between Pico and Mindanao Way in Marina del Rey), and distances to and from stops would be farther for some riders, including some elderly passengers and passengers with disabilities. Additionally, the Route 3 segment on Manchester Avenue and Sepulveda Boulevard north of Lincoln would be eliminated. Sepulveda is served by Culver CityBus Routes 6 and Rapid 6 as well as Metro Route 102, while Manchester is served by Metro Route 115 (which generally operates every 20 to 40 minutes west of Sepulveda). Of the 501 weekday average boardings on Route 3 in Westchester, 75 percent of them (373) occur at Manchester and Sepulveda. Routes 6 and Rapid 6 operate every 15 and every 15 to 20 minutes, respectively, on weekdays and provide connections to the Green Line and the future Expo Line station at Expo /Sepulveda. Route 4 San Vicente Boulevard and Carlyle Avenue Route 4 is a low- performing route (a total of 920 weekday average boardings, or 24.3 per hour, ranking it ahead of only the Rapid 20) that provides basic coverage (generally every 30 minutes) to the San Vicente and Sawtelle corridors, as well as 4th Street north of downtown. Three very different approaches to this route are proposed. NelsonlNygaard Consulting Associates Inc. 19 Adjustments Scenario Only one minor change would be made: the route would terminate to the east at using a loop of Pico, Westwood and Exposition rather than Olympic, Westwood and Pico. This would allow it to connect to the Expo /Sepulveda Station in both directions. Connections Scenario Route 4 would be discontinued, to be replaced between the Veterans Administration (VA) Medical Center and the Expo line by new service in the Sawtelle Boulevard corridor (see following section). 4th Street would be served by an extension of Route 8. A total of five routes (8, 9, 14, new 26th Street service and new Barrington Avenue service) would provide connections to but not along San Vicente or Carlyle. Approximately ilo boardings on San Vincente and Carlyle would need to walk further to access service. Coverage Scenario The eastern leg of Route 4 would be shifted to Bundy Drive, a short segment of Wilshire, Centinela Avenue and a clockwise loop of Nebraska Avenue, Stewart Street and Colorado Avenue. The terminal would be at Nebraska and Stewart, a relatively short walk from Bergamot Station. This would serve to provide connections from much of northern Santa Monica to the Expo Line, the Santa Monica Art Museum, the Santa Monica College Academy of Entertainment and Technology (AET) Campus (which is scheduled to re -open soon) and any future development in the vicinity of Bergamot Station. Service would be discontinued only to a three blocks of San Vicente, between Westgate and Federal avenues (Route 14 would operate between Bundy and Westgate). Route 5 Olympic Boulevard Route 5 operates mostly in the Olympic corridor, the western reaches of which will be served by Phase 2 of the Expo Line. As is, the route is modestly productive. All Scenarios The route would be truncated in the west, with a terminus at the SMC ART Campus along a clockwise loop with stops at Olympic and 26th Street (inbound) and Olympic and Stewart (outbound) providing connections to the Expo Line at Bergamot Station. Trips to Downtown Santa Monica would require a transfer. Adjustments and Connections Scenario The route would also be truncated in the east, with an eastern terminus at Constellation Boulevard and Avenue of the Stars in Century City. The Robertson Boulevard corridor, which is well east of the core of the Big Blue Bus service area, would continue to be served by Metro Route 220, which connects to the Expo Line at Culver City. Coverage Scenario From Century City, the route would continue south along segments of the existing Route 13 alignment to Palms Station. This would serve to provide all -day service to Cheviot Hills, with major new connections to the Expo Line as well as Century City. NelsonlNygaard Consulting Associates Inc. 110 Route 6 SMC Commuter This service, which consists of a few peak - period trips between the current Expo Line terminus at Culver City and Santa Monica College, is lightly used (187 weekday average boardings) and would be made largely redundant by the Expo Line. This route is proposed for elimination. Other Big Blue Bus and /or Metro routes would continue to serve most segments, although Glendon Avenue and Charnock Boulevard in Palms would not be served. Palms Boulevard west of Overland Avenue, which is one block north of Charnock, would be served in one scenario (see Route 8). There are currently a total of 33 average weekday boardings at stops on Glendon and Charnock. Route 7 Pico Boulevard /Route Rapid 7 Pico Boulevard Together, Routes 7 and Rapid '7 in the Pico corridor account for close to 30 percent of existing Big Blue Bus ridership. Under all scenarios, service levels in the corridor would be maintained, but the configuration of services would be altered. All Scenarios Pico is a very long corridor, extending from Downtown Santa Monica to the Pico /Rimpau Transit Center (Rapid '7 continues to the Wilshire /Western Red Line terminus), and scheduled one -way travel times on Route 7 are up to one hour. As in the Lincoln corridor, most ridership is at combined local and Rapid stops — in this case, 86 percent at existing shared stops. However, Rapid 7 stop spacing is very wide, close to 4,500 feet on average between Lincoln and Pico /Rimpau, and the strategy proposed for the Lincoln corridor — a single, combined route serving nearly all existing riders with average stop spacing of less than one -half mile — would require adding a large number of stops to the Rapid service, increasing travel times significantly. For this reason, a different strategy is proposed. First, in order to provide the benefits of more Rapid service to the vast majority of riders, resources would be shifted from Route '7 to Rapid 7 so that Rapid service could run every 6 to 7 minutes on weekdays rather than every 12. In this corridor, Rapid ridership is nearly equivalent to local ridership, and some passengers boarding local buses at Rapid stops would take Rapid buses instead if they ran more frequently. Second, local service (which would operate every half- hour), would make fewer stops in order to decrease travel times. Stop spacing, however, would still be much closer than on the Rapid 7, about 1,600 feet on average between Pico /Rimpau and Main Street. Route 7 stops are proposed in the Pico corridor at: Main • 4th • Lincoln • loth 14th i8th • 20th /21st NelsonlNygaard Consulting Associates Inc. 111 M, • Cloverfield 26t" • 28th /Stewart 33rd /Urban • Bundy • Barrington • Sawtelle • Sepulveda • Westwood • Overland • Patricia • Kerwood • Avenue of the Stars • Roxbury • Beverwil • Beverly /Elm • Doheny • Robertson • La Cienega • Crescent Heights • Fairfax • Corson • Hauser • Cochran • La Brea • Pica /Rimpau These stops account for 92 percent of weekday average ridership on Route 7, and because stop spacing would remain relatively close, impacts on the 8 percent of riders who would have to board at another stop should be limited in most cases. • r . :. • •''.. Route 8 operates between UCLA, the northern end of the Palms residential district and Downtown Santa Monica via Ocean Park Boulevard, and is a moderately productive service. All Scenarios Route 8 is one of six routes currently terminating at UCLA. Four of these are primarily east -west services that operate north -south along segments of Westwood. In place of this arrangement, a single very frequent service, the Rapid 12, is proposed to run the length of Westwood between UCLA and Palms, enabling convenient transfers to and from the east -west routes and allowing most of them to be diverted to serve other purposes. NelsonlNygaard Consulting Associates Inc. 112 Route 8 is one of these east -west services. Under all scenarios, it would terminate at the Culver City Expo Line station, providing service to the current Route 12 segment on National Boulevard north of I -io. It would also operate east -west through Palms, although using different alignments depending on scenario. Currently, 38 percent of Route 8 riders or about 1,700 per average weekday board at stops on Westwood, Le Conte and Hilgard north of National, and most of these passengers would have to transfer to the Rapid 12 to complete their trips. Under all scenarios, Route 8 would continue to serve Ocean Park. However, it would operate on 4th Street rather than Main Street south of Downtown Santa Monica, increasing coverage in this area without greatly reducing service levels on Main (where Route 1 would still operate every 10 minutes at most times). Adjustments Scenario Route 8 would operate to Culver City via Overland Avenue between National and Palms Boulevard (a segment of the current Route 12 alignment) and via Palms between Overland and National (a segment of the current Routes 6, 12 and Rapid 12 alignments). To the west, it would be extended north of Downtown Santa Monica via 4th to San Vicente, increasing service in this dense residential corridor, which is currently served only by Route 4. Connections Scenario Route 8 would be diverted from National to serve Sawtelle between National and Palms and Palms between Sawtelle and Overland. Most of this segment is lined by large apartment buildings but is not currently served by any transit route (although Routes 6 and 12 operate on Charnock just south of Palms). The segments of National between Sawtelle and Westwood and of Overland between National and Palms would be served by other routes including a new Sawtelle Boulevard service. To the west, the route terminus would be at 4th and San Vicente, replacing a segment of Route 4. Coverage Scenario Route 8 would operate through Palms via National and Overland rather than Sawtelle and Palms. To the west, it would operate on 4th Street north of Downtown Santa Monica, but only to Montana, from which point it would operate to the east end of the Montana retail corridor at 17th Street (this is one of three possible configurations for service on Montana; also see Route 41 and the proposed new 26th Street corridor service). Route 9 Pacific Palisades Route 9 provides the only transit service between Santa Monica and Pacific Palisades. All Scenarios Most of the route would be unchanged. However, between Entrada Drive and Downtown Santa Monica, buses would operate on Lincoln Boulevard rather than 7th Street, Montana, 6th Street, California and 01 Street. There would then be service along the length of Lincoln from Downtown north, starting at Colorado Avenue. Nelson \Nygaard Consulting Associates Inc. 113 CSC Route Rapid 10 Freeway Express Rapid 10 makes local stops on Santa Monica Boulevard and Bundy, then operates express on I -lo to Downtown Los Angeles. The service design of Rapid 10 is unique, as stops are designated boarding- or alighting -only depending on the peak direction of travel at different times of day. All Scenarios Rapid 10 would continue to operate along the same alignment, but would make only select stops, including existing Metro Rapid stops as well as local stops at transfer points (such as 14th and 17th Streets, which are not Rapid stops). Eastbound stops would be boarding -only at all times, while westbound stops would be alighting -only at all times (both boarding and alighting would be allowed at Expo /Bundy station). This would simplify understanding of the service. Additionally, stop consolidation should be explored in Downtown Los Angeles. Route 12 Westwood & Palms /Route Rapid 12 UCLA /Westwood to Expo Routes 12 and Rapid 12 provide connections between the dense, low- income Palms neighborhood and UCLA via Westwood. Following extension of the Expo Line, the closest Metro Rail station to UCLA will be Expo /Westwood. This will make service in the Westwood corridor even more essential than it is today. All Scenarios Service to UCLA would be consolidated from six routes to either two or three, depending on scenario (see Routes 1 and 2 descriptions). However, Routes 12 and Rapid 12 would be consolidated into a single Rapid service operating every five minutes during peak periods and every 10 minutes off -peak, allowing for convenient transfers from Routes 2 (in two scenarios) and 8, which currently operate to UCLA, as well as Routes 5, 7, Rapid 7, and in one scenario, Route 4 (the northern segment of Route 3 would be eliminated under all scenarios, to be partly replaced by other services). Rather than terminating in Culver City, this service would operate on Overland through Palms to the Sony Pictures lot on Washington Boulevard in Culver City. Service would no longer operate on Glendon Avenue, Charnock or Sepulveda in Palms, but Palms Boulevard west of overland would be served by Route 8 under one scenario, and Sepulveda would continue to be served by Culver CityBus Routes 6 and Rapid 6. The new alignment would provide fast, frequent connections to UCLA from as far south as Venice and Washington boulevards. Stops are proposed at: • Washington between Motor and Overland • Venice • Palms • National • Expo /Westwood Station • Pico • Olympic NelsonlNygaard Consulting Associates Inc. 114 :1 ® Santa Monica Boulevard ® Ohio ® Wilshire Hilgard and Le Conte ® Hilgard Terminal Route 13 Cheviot Fulls Route 13 operates only during peak periods, providing basic coverage to the Cheviot Hills area. Adjustments and Connections Scenarios Route 13 would continue to serve the Motor Avenue corridor in Cheviot Hills, but the route would be reoriented into a generally north -south service connecting the Palms Expo Station to the Golden Triangle area of Beverly Hills, via Century City, rather than an east -west service connecting the Westside Pavilion to the Pico /Rimpau Transit Center. Much of the current alignment is redundant with Routes '7 and Rapid 7. Stops along Manning Avenue in Cheviot Hills are relatively close to either Motor or Overland, while the Beverlywood diversion to the east of Cheviot Hills is slightly farther from Pico. There are a total of 31 average weekday boardings in these segments. Route 13 would serve as the primary connection between the Expo Line, Century City and Beverly Hills. In this scenario, it would operate only during peak periods. Connections Scenario Route 13 would follow the same alignment as above, but would operate all day on 3o- minute headways. Coverage Scenario Route 13 would be eliminated, with the Cheviot Hills segment served by Route 5. In this scenario, there would be no new service to Beverly Hills. Route 14 Bundy Drive and Centinela Avenue As it is currently configured, the Big Blue Bus route network provides service oriented east -west, radiating out from Downtown Santa Monica, at regular intervals, starting at the San Vicente corridor in the north and continuing south through Montana, Wilshire, Santa Monica, Olympic, Pico and Ocean Park. North -south "crosstown' services, however, are less common. As the Expo Line extension will itself be oriented east -west, north -south connections will become more important. Services such as Route 14, then, will only grow in importance. All Scenarios Route 14's northernmost segment, on Sunset Boulevard, Church Lane and Sepulveda near the Getty Center, is severely impacted by peak - period traffic congestion, and reliability along the entire route suffers as a result. It is thus proposed for elimination. There are currently a total of 188 average weekday boardings in this segment, 143 of them southbound at Church and Sunset. Metro Routes 2 and 302 would continue to operate on Sunset. Nelson \Nygaard Consulting Associates Inc. 115 EXPO INTEGRATION STUDY Big Blue Bus Adjustments Scenario The northern terminus would be Brentwood Village. Connections Scenario Rather than operating on Montana and Barrington to Brentwood Village, Route 14 would terminate at Bundy and San Vicente (Brentwood Village would be served by a new route; see "New Barrington Avenue Corridor Service "). In the south, the route would no longer turn back at Culver Boulevard. Instead, it would be extended to serve the dense new development at Playa Vista, providing a connection to the Expo Line (at Expo /Bundy Station) for those who are not within walking distance of Lincoln Boulevard. The route would operate primarily along Jefferson Boulevard. In this scenario, it would turn back using a loop extending to Bluff Creek Drive on the southern edge of Playa Vista and to Lincoln on its western edge. This would allow convenient transfers to and from the Rapid 3. Coverage Scenario The Playa Vista loop would be a smaller one, using an existing Metro stop just north of Jefferson and east of Lincoln. This would reduce both coverage and connectivity to the Rapid 3, and would likely only be desirable if it reduced travel times enough to "save a bus," thereby reducing costs. Route Rapid 20 Expo Culver City This service, which consists of previously non - revenue trips on other routes converted into peak - period express trips between the current Expo Line terminus at Culver City and Downtown Santa Monica, is lightly used and would be made almost entirely redundant by the Expo Line. All Scenarios This route is proposed for elimination. Even with interim stops, the Expo Line should be competitive for trips between Culver City and Santa Monica due to traffic congestion on Interstate 10. Sunset Ride (Route 41) Route 41 provides basic coverage to central Santa Monica neighborhoods, hospitals, and Santa Monica College, operating via a one -way loop of 20th Street, Ocean Park, 17th Street, Pearl, 14th Street and Montana. Such large one -way loops, while expanding the area of coverage, tend to be inconvenient in one direction, limiting their utility. All Scenarios Route 41 would be made bidirectional and would operate on 17th Street between Colorado and Pico, connecting it to 17th Street /Santa Monica College Station and greatly increasing its utility. Adjustments and Coverage Scenarios South of Pico Boulevard; the loop would extend to Ocean Park using 16th and 14th Streets. This would serve to provide a connection between Ocean Park and the Expo Line when Route 44 is not in service (during the Santa Monica College summer session). Nelson \Nygaard Consulting Associates Inc. 116 Connections Scenario Route 41 would turn back to the south at Pico, serving Santa Monica College but not continuing to Ocean Park (in this scenario, a new 26th Street corridor service would provide connections between Ocean Park and the Expo Line). However, it would operate every 15 minutes during peak periods rather than every 20 minutes. Note that in this scenario, Route 41 would provide the only service to the Montana retail corridor, and there would be no direct connection between Montana and Downtown Santa Monica. On the existing Route 3, there are currently 82 average weekday boardings on Montana west of 14th and east of loth and almost all are within 1/4 mile walk of a proposed Big Blue Bus route. Route 44 provides relatively frequent connections between Santa Monica College's Main and Bundy campuses during the fall and spring sessions. All Scenarios In order to improve speed, reliability and coverage, Route 44 would operate between the campuses via a primarily residential alignment of Airport Avenue, Sunset Avenue and 1601 Street rather than along the congested arterials of Bundy and Ocean Park. Adjustments and Coverage Scenarios Rather than turning back at the SMC Main Campus, Route 44 would be extended via 16th Street, Pico and 1701 Street to the Expo Line at 17th Street /Santa Monica College Station. Connections Scenario Route 44 would turn back at the SMC Main Campus using a loop of Pico, loth and Pearl. This scenario would result in the least service between the SMC Main Campus and Expo Line. However, Route 41 would operate more often during peak periods. New 26th Street Corridor Service With its east -west orientation, Phase 2 of the Expo Line will create a market for new north -south "feeder" services. These routes could also provide new "crosstown" connections between neighborhoods in Santa Monica, Venice, and on the Westside. In addition to the changes to existing services already described, three new routes are proposed that would operate primarily in the 26th Street (and 23rd Street and Walgrove Avenue to the south), Barrington (and McLaughlin Avenue to the south), and Sawtelle corridors. Along with increased service in the Lincoln, 14th Street, +and 20th Street corridors (as well as the new Centinela service proposed under one scenario) and existing services in the Bundy and Westwood /Overland corridors, these routes would help to make up a "grid" or framework of north -south services spaced at regular or semi - regular intervals —just less than one -half mile within Santa Monica north of the Expo Line, and somewhat more to the south and east. While demand for transit service in the 26th Street corridor varies, Composite Transit Index analysis found it to be very high between the future Bergamot Expo Line Station and just north of Wilshire Boulevard, an area of dense housing. Demand is lower in the single- family residential neighborhoods to the north along 26th Street and south along 23rd Street and Walgrove Avenue, NelsonlNygaard Consulting Associates Inc. 117 although the eastern Marina del Rey retail center served under the Connections Scenario is another area of high demand for transit service. Note that on the maps and in the following descriptions, the new 2601 Street corridor service is referred to as Route "T ". The actual route would be assigned a number to be determined later. G\IF' 1 The route would operate every 15 minutes during peak periods, every 30- minutes mid -day, and seven days a week. Adjustments Scenario Route T would operate between Downtown Santa Monica and Santa Monica College in a U- shaped pattern via Lincoln, Montana, 26th Street, Olympic, and 20th Street, looping around SMC using Pearl, 16th Street and Pico. This would serve to connect not just the 26th Street corridor but the Montana retail corridor currently served by Route 3 and part of the residential area to the east to the Expo Line at Bergamot Station, and it would serve to connect Montana to Downtown Santa Monica (Montana between 14th and 2oth streets would also be connected, under all scenarios, to the Expo Line at 17th Street /Santa Monica College Station by Route 41, and Montana would be connected to downtown by Route 8 in the Coverage Scenario). In this and in the Coverage Scenario, Route T would also provide a connection between the Santa Monica Main College and its soon -to- reopen AET Campus near Bergamot Station. Connections Scenario Route Ts northern terminus would be at Paul Revere Charter Middle School in Brentwood, and it would operate south on 26th Street past Brentwood Country Mart (which would not be served by Route 4 in this scenario) to Bergamot Station via 20. It would then continue west on Olympic to 17th Street, then via r7th and Pico to 23rd Street, thereby serving Santa Monica College. From this point it would continue on 23rd Street and Walgrove Avenue, past Venice High School, to the recently developed retail node just east of Lincoln in Marina del Rey, around Maxella Avenue. This would serve to "fill the gap" in north -south services between Lincoln to the west and South Centinela to the east. However, ridership along the low- density, primarily residential 23rd Street / Walgrove segment would likely be relatively low. Coverage Scenario Route T would be a combination of segments of the alignments described under the previous scenarios, operating from Paul Revere Middle School to Santa Monica College via Bergamot Station. New Barrington Avenue Corridor Service In the Composite Transit Index analysis, demand for transit service was found to be very high along much of Barrington, a corridor characterized by dense residential and featuring a cluster of office towers at Wilshire, and on the segment of McLaughlin Avenue south of Washington Place served under the Connections scenario. Between these segments is primarily single - family residential. NelsonlNygaard Consulting Associates Inc. 118 Note that on the maps and in the following descriptions, the new Barrington corridor service is referred to as Route B ". The actual route would be assigned a number to be determined later. Connections and Coverage Scenarios The route would operate every 15 minutes during peals periods, every 3o- minutes mid -day, and seven days a week. Adjustments Scenario This route would not exist in this scenario. Barrington between Montana and Sunset would continue to be served by Route 14, and in all scenarios Route 8 would continue to operate on the short segment of Barrington between Ocean Park and National. Connections Scenario Route "B" would operate between Brentwood Village and McLaughlin and Washington via Barrington and McLaughlin, with a. diversion to serve Expo /Bundy Station. Coverage Scenario Route `B" would operate between Brentwood Village and Expo /Bundy only New Sawtelle Boulevard Corridor Service In the Composite Transit Index analysis, demand for transit service in the Sawtelle corridor, with its large apartment buildings, was found to be very high. However, the "walksheds" of stops along Sawtelle are limited by I -405, which has few crossings and thus acts as a barrier to those attempting to access Sawtelle from the east. Note that on the maps and in the following descriptions, the new Sawtelle corridor service is referred to as Route "S ". The actual route would be assigned a number to be determined later. Connections and Coverage Scenarios The route would operate every 30 minutes all day and seven days a week, replacing the existing Route 4 segment on Sawtelle. Adjustments Scenario This route would not exist in this scenario. Sawtelle north of Pico would continue to be served by Route 4. Connections Scenario The route would operate between the VA Medical Center and Palms Station via Wilshire, Federal Avenue, Ohio Avenue, Sawtelle, National, Overland and Palms, thereby providing additional service to Palms (which would be served east -west by Route 8 and north -south by Route Rapid rz under every scenario) while also serving the Sawtelle corridor. Note that the VA would be served via its northern, front gate at all times. NelsonlNygaard Consulting Associates Inc. 119 r� •' 11' Coverage Scenario The route would operate between the VA Medical Center and Expo /Sepulveda only. Order -of- magnitude operating costs for each scenario were estimated by estimating the annual number of weekday in- service hours required to operate each scenario. It should be noted that these figures do not include weekend operations; that differences in numbers of in- service hours do not correlate precisely with differences in cost; and that the estimates themselves are highly conceptual, based as they are on typical headways and estimated speeds during different time periods rather than actual schedules'. Nonetheless, this method can provide some insight into the relative costs of the different scenarios, as compared to one another as well as the cost of existing operations. Figure 2 below shows the current annual number of weekday in- service hours and estimated figures for each scenario, rounded to the nearest thousand, as well as the percentage change from existing for each scenario. Figure 2 Existing and Estimated Annual Weekday In- Service Hours I Layover of 10 percent has also been assumed. NelsonlNygaard Consulting Associates Inc. 120 Figures 3 through 5 below and on the following pages show key operating characteristics of each route alternative (weekday service spans in 24 -hour time and weekday peak, mid -day and evening headways in minutes), as well as estimated peak - period cycle times (round -trip travel time plus layover and recovery), peak vehicle requirements, numbers of scheduled one -way trips per weekday, and annual in- service and revenue hours. Figure 3 Summary Table: Adjustments Scenario P6:00-24W:0010 Base 1 10 5 192 2 6:30 -22:30 15 20 8 84 4 6:00 -20:00 30 30 75772 4 56 5 6:00 -21:00 30 30 2 60 5,639 7,620 7 5:00 -24:30 30 30 5 78 20,362 24,765 8 6:30 -24:00 15 20 9 102 22,238 26,670 9 6:00 -22:30 30 30 3 63 8,274 12,192 13 6:00 -9:00, 15:00 -18:00 30 2 24 2,642 3,048 14 6:00 -21:30 15 30 30 86 6 108 15,037 19,177 41 7:00 -20:00 20 20 0 68 4 82 10,101 13,716 44 6:30 -18:30 30 15 0 46 2 80 4,902 6,112 R3 5:00 -24:30 8 8 15 118 15 237 51,054 57,912 R7 5:30 -23:00 6 7 15 171 29 266 75,933 86,360 R10 5:30 -21:30 15 30 30 200 14 84 25,451 29,210 R12 6:00 -23:00 5 10 10 76 16 252 37,262 42,672 T 6:00 -22:00 15 30 30 77 6 88 11,955 16,002 Subtotals 140 1,856 363,883 431,435 NelsonlNygaard Consulting Associates Inc. 121 Sal. r Figure 4 Summary Table: Connections Scenario NelsonlNygaard Consulting Associates Inc, 122 a Peak Base Eve loll I 1 6:00 -24:00 10 10 15 171 18 192 55,448 77,620 2 6:30 -22:30 15 20 20 96 7 84 13,166 5 6:00 -21:00 30 30 30 56 2 60 5,639 7 5:00 -24:30 30 30 30 147 5 78 20,362 24,765 8 6:30 -24:00 15 20 30 128 9 102 22,238 26,670 9 6:00 -22:30 30 30 60 78 3 63 8,274 12,192 13 6:00 -19:00 30 30 0 57 2 52 5,723 6,604 14 6:00 -21:30 15 30 30 101 7 108 18,491 21,717 41 7:00 -20:00 20 20 0 57 3 82 8,365 10,414 44 6:30 -18:30 30 15 0 46 2 80 4,902 6,112 R3 5:00 -24:30 8 8 15 118 15 237 51,054 57,912 R7 5:30 -23:00 6 7 15 171 29 266 75,933 86,360 R10 5:30 -21:30 15 30 30 200 14 84 25,451 29,210 R12 6:00 -23:00 5 10 10 79 16 252 37,109 42,672 T 6:00 -22:00 15 30 30 95 7 88 14,393 17,526 B 6:00 -22:00 15 30 30 84 6 88 12,802 16,002 S 6:00 -22:00 30 30 30 84 3 64 9,195 12,192 Subtotals 148 1,980 388,546 458,359 NelsonlNygaard Consulting Associates Inc, 122 Figure 5 Summary Table: Coverage Scenario NelsonlNygaard Consulting Associates Inc. 123 > Peak Base Eve 1 6:00 -24:00 10 10 15 171 18 192 55,448 64,770 4 6:00 -20:00 30 30 30 84 3 56 8,450 10,668 5 6:00 -21:00 30 30 30 105 4 60 10,668 12,446 7 5:00 -24:30 30 30 30 147 5 78 20,362 24,765 8 6:30 -24:00 15 20 30 136 10 102 23,965 27,432 9 6:00 -22:30 30 30 60 78 3 63 8,274 12,192 14 6:00 -21:30 15 30 30 100 7 108 18,263 21,717 41 7:00 -20:00 20 20 0 68 4 82 10,101 13,716 44 6:30 -18:30 30 15 0 46 2 80 4,902 6,112 R3 5:00 -24:30 8 8 15 118 237 51,054 57,912 R7 5:30 -23:00 6 7 15 171 266 75,933 86,360 R10 5:30 -21:30 15 30 30 200 L29 84 25,451 29,210 R12 6:00 -23:00 5 10 10 79 252 37,109 42,672 T 6:00 -22:00 15 30 30 57 88 8,873 11,176 B 6:00 -22:00 15 30 30 40 3 88 7,010 9,652 S 600 -2200 30 30 30 1 48 2 64 5,300 8,128 Subtotals 139 1,900 371,164 438,928 NelsonlNygaard Consulting Associates Inc. 123 Reference: Resolution No. 10838 (CCS)