SR 12-18-2018 8B
City Council
Report
City Council Meeting: December 18, 2018
Agenda Item: 8.B
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To: Mayor and City Council
From: Edward King, Director, Big Blue Bus, Transit Planning & Performance
Subject: Proposed March 2019 Big Blue Bus Service Changes
Recommended Action
Staff recommends that the City Council approve the proposed Big Blue Bus
(BBB) operating plan for new and restructured BBB routes and schedules for
March 2019 implementation; and, adopt an adjustment to the Rapid 10 fare.
Executive Summary
Big Blue Bus has taken a proactive leadership role in paving its new future to be a
financially and environmentally sustainable resource for the community. In response to
Council direction in February 2018 regarding a vision for the future, BBB has
reformulated the way that it provides service, and is recommending several changes to
routes and schedules to better match service provision to the needs of today’s public
bus consumer. These changes are intended to attract and retain customers, increase
passenger revenue, deploy resources where they are most needed, and reduce
operating expenses in order to ensure that BBB maintains a sustainable operating
budget.
The proposed changes recommend removing trips where service is attracting few
customers and adding trips to improve service and add customers. The proposed
service design features a new focus on higher frequency of trips and less focus on
adhering to strict start-up and shut-down times by route type. Each route is customized
to offer the most service when the most customers are riding. There is no reduction in
service area, and four routes receive minor extensions. One new route is offered on a
seasonal pilot basis. Lastly, the premium double fare for Rapid 10 is proposed to be
eliminated, aligning the Rapid 10 fare with that of all other routes. All these changes are
the product of extensive public outreach and discussion with our customers and other
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stakeholders, including BBB staff, especially the motor coach operators who interact
daily with our customers.
The recommended changes to routes and schedules and projected increase in
passenger revenue generated by the changes will ensure that BBB has a balanced
FY2019-20 and FY2020-21 operating budget.
Background
On February 27, 2018, BBB staff presented information in a study session with Council
highlighting service delivery strategies and to request that Council provide guidance to
staff for framing the future of BBB. The study session was in response to a multi-year
loss in BBB ridership and a perception that BBB needed to adapt to the changing transit
marketplace. BBB had increased service levels in FY2015-16 by 10.4% in anticipation
of increased passenger activity spurred on by the extension of the Expo Line to Santa
Monica. The expenditures were offset by anticipated additional revenue generated
through a ridership increase, combined with new Measure M local funding. However,
this change coincided with a national decline in bus ridership that affected nearly every
public transit provider in the nation. According to the Federal Transit Administration, the
nation cumulatively suffered a 5% decline in bus ridership between 2016 and 2017. In
fiscal year 2016-17, BBB lost 12% of its ridership over the prior year to just over 13
million in FY2016-17 and FY2017-18, with corresponding declines in passenger
revenue.
Extensive study of the changes in the transit marketplace has revealed a multitude of
reasons that transit has lost ridership and fare revenue, which were covered in detail at
the February 2018 study session. As transit agencies throughout the nation have faced
ridership challenges, it became clear that, without adapting to the marketplace, a
rebound in ridership was unlikely. This loss in ridership and revenue combined with
increased operating expenses has rendered BBB financially unsustainable without
implementation of change.
At the February 2018 study session, Council gave staff extensive direction.
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The Council directed staff to analyze a variant of the Service Delivery Model 1
presented in the staff report, which proposed taking current resources and
reallocating them to create more frequency on the most productive routes.
They asked staff to retain the current BBB workforce, ensuring that all workers
are redeployed, and to ensure that workers are consulted along with public
stakeholders regarding their opinions and thoughts regarding resource
redeployment.
The Council reinforced the importance of BBB focusing on what it does best,
including ensuring frequent service on high-traffic corridors, expounding on a
transit-first policy, examining infrastructure to look for ways to speed service,
improving passenger comfort, and providing a variety of transportation options,
including exploring on-demand micro-transportation options if feasible.
They asked that BBB retain the existing BBB service footprint and stressed the
importance of BBB maintaining sub-regional service rather than focusing
exclusively on a small area.
The Council also directed staff to consider how Transportation Network Company
fees might be redirected to augment BBB revenue.
The Council passed a motion to continue to exercise oversight over BBB and
reinforced that BBB should explore the potential advantages for forming a sub-
regional advisory board to look at mobility issues.
As directed by the Council in February 2018, BBB has engaged in a thorough
stakeholder engagement process in the months leading up to this service proposal. In
alignment with Council direction, the proposed changes recommend removing trips
where service is attracting few customers and adding trips where service is attracting
many customers. The proposed service design features a new focus on higher
frequency of trips and less focus on adhering to strict start-up and shut-down times by
route type. Each route is customized to offer the most service when the most customers
are riding. There is no reduction in service area, and four routes receive minor
extensions. One new route is offered on a seasonal pilot basis. Lastly, supporting a
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transit-first approach in a marketplace where customers have an ever-increasing array
of mobility options, this proposal recommends that the premium double fare for Rapid
10 be eliminated, aligning the Rapid 10 fare with that of all other routes.
Finally, exploration of formation of an advisory board is underway and still progressing,
and the integration of BBB services with other mobility initiatives is an ongoing project
between BBB, the Mobility Division of PCD, Traffic Engineering, Public Works, our sister
municipal jurisdictions, regional agencies, and the private sector. Staff will return to
Council in 2019 with further recommendations regarding this Council direction.
Summary of Past Council Actions
A summary of past Council actions leading up to this proposal is included here.
Meeting Date Description
April 28, 2015 Big Blue Bus/Expo Service Integration Plan Public Hearing and
Adoption of Service Plan
June 23, 2015 Adoption of the First Year and Approval of the Second Year of
the Fiscal Year (FY) 2015-17 Biennial Budget (including the
Second Year of the FY 2014-16 Biennial Capital Improvement
Program Budget)
October 27, 2015 Big Blue Bus Fare Restructure
December 6, 2016 Two-Year Pilot Program Offering Reduced-Cost Big Blue Bus
Passes for Youth/K-12Students
October 10, 2017 Big Blue Bus Fare Restructure
February 27, 2018 The Future of Big Blue Bus
October 9, 2018 Modifications to Big Blue Bus Service, Design, Performance,
and Evaluation Guidelines
Making Service Faster, More Frequent, and More Reliable
In an effort to meet evolving customer expectations, BBB has implemented policy
changes approved by the Council as described in the previous section to increase travel
speed, frequency, and reliability while improving the customer experience and overall
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system sustainability. The impacts of these actions, and others taken by staff in support
of BBB’s mission, are described here.
Fare changes:
o Council adopted a proposal on October 27, 2015 for a fare restructure to
increase the base cash fare from $1 to $1.25 and adjustments to other
fare product pricing designed to encourage less cash boarding.
Implementation of these and other fare changes has been successful in
reducing cash fares: cash fares have decreased from 53% of all fares paid
in FY2015-16 to 37% of all fares paid in Q1 FY2018-19.
o On October 27, 2015, Council also directed BBB staff to reduce the price
of the 30-Day Youth Pass to $28, work with SAMOHI to develop a
program similar to Santa Monica College’s (SMC) Any Line, Any Time
Program, and to work with area schools to promote BBB services. The
$28 30-Day Youth Pass was successful at incentivizing ridership, with the
first six months of FY2016-17 showing a 115% increase from the first six
months of the prior fiscal year.
o Building on that success, at the December 6, 2016 Council meeting, staff
presented a proposal to further reduce the cost of the Youth Pass to $19
per month as a pilot program to continue shifting youth towards the use of
public transit. The $19 discounted youth pass – which was extended
through June 30, 2019 in the most recent budget cycle - has enjoyed
tremendous success with youth riders using the pass taking nearly three
times as many trips in FY2017-18 as they did in FY2015-16 before the
discounts were implemented.
o At the October 10, 2017 Council meeting, staff returned with another
proposal to further incentivize non-cash boarding, and more generally, to
incentivize ridership, which was approved by the Council, and in
November 2017 – staff implemented $1.10 discounted fare on TAP.
o The Blue to Business Program, a direct link to the City’s employers that
allows their employees to ride BBB with an annual pass at a huge
discount, was launched. The program now has 7 major employers from
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around the City that include St. John’s UCLA Medical Center, SMMUSD,
Downtown Santa Monica Inc., and the City of Santa Monica.
o Staff successfully launched a new Dial-a-Ride Service (re-branded
MODE) to provide seniors and disabled citizens in Santa Monica the
ability to obtain outstanding service. The new program has increased
ridership by over 100% and is providing over 4,000 trips monthly to our
City’s seniors and disabled population, many of whom live at or below the
poverty line.
Actions in support of BBB’s commitment to environmental sustainability:
o The City Council adopted a Zero-Emissions policy based upon a staff
recommendation and we initiated the program by signing a contract with
Gillig for the purchase of our first electric bus that will be delivered in
March 2019, and work has started on the purchases of the next 13-15
battery electric buses and related infrastructure for charging units.
Transit First initiatives in coordination with other City departments and other
jurisdictions to speed travel time:
o In November 2017 staff launched the Lincoln Boulevard bus rapid transit
lane used by Route 3 and Rapid 3.
o In February 2018, signal prioritization was activated on Pico and Lincoln
Boulevards in the City of Los Angeles segments of our service area.
o Staff moved some bus stops from before an intersection to after an
intersection in order to clear traffic signals before stopping for passengers.
o Installed “Right Turn Only – Buses Exempt” at eight City of Santa Monica
intersections creating a de facto “queue jump” lane to bypass traffic,
resulting in a 5% average reduction in travel time through those
intersections.
o BBB has been working with LADOT, LA Metro, and the City of Santa
Monica to expand the bus rapid transit lane network.
Other actions to improve system safety, reliability, and the overall customer
experience:
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o In January 2018, BBB was awarded the 2017 APTA Gold Safety Award
for outstanding accident prevention and for reducing our preventable
accidents and passenger incidents.
o In October 2018, 343 BBB motor coach operators (MCOs) and
Maintenance Staff were acknowledged for accumulating more than 2101
years of safe driving and 535 years of safe work practices in our shop and
facilities.
o In Spring 2019, BBB will be installing 200 real time signs at high-volume
bus stops with the goal of shortening “perceived” wait times. At the same
time, BBB will be installing lighting at 200 bus stops with high nighttime
boardings to improve customer perceptions of safety, and to help
operators identify riders waiting at bus stops.
o BBB upgraded the Token Transit mobile fare payment system, and
continues to evaluate enhancements to the product including integration
with mobile trip planning app and a “rate my ride” feature.
Discussion
Recommended Route Changes
The recommended route changes, which are described in route-by-route detail in the
table below, feature redeployment of 15% of BBB service away from low-productivity
areas and times of day towards areas and times of high ridership. The plan features
frequency increases during times of heavy ridership on Routes 1, 2, 3, 7, 8, 9, 14, and
15, and Rapid 12 in alignment with the revised service guidelines adopted on October 9,
2018.
The recommended service proposal also proposes cuts in the form of changes to daily
start and end times or elimination of weekend service on Routes 1, 5, 8, 9, 14, 15, 16,
17, 18, 41, 42, 43, and 44, and Rapid 3 and 10 at times when those routes are
attracting few passengers. These reductions in service are also in alignment with the
revised guidelines, which call for reducing the route frequency to minimum levels or
eliminating service when a line has less than 12 passengers per hour.
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The proposal does not reduce frequency on any route (except for a restructured Rapid
10) per Council direction to improve frequencies or remove service if unproductive. All
cuts in these recommended changes except for Rapid 10 were made by adjusting start
and end times of the service day, or by eliminating weekend service.
The proposal recommends extensions of Route 18 on Sundays to UCLA, Route 17 on
weekends to UCLA, Route 14 to Inglewood to connect to the new Crenshaw Line, and
Route 7 to connect to the Purple Line at Wilshire Western Station. It recommends
rerouting Route 18 to UCLA’s Gateway Plaza via Gayley Avenue to reduce
overcrowding of buses at Hilgard Terminal. Due to the delay of the Crenshaw Line
opening, the Route 14 extension is deferred to late FY 2019-20 to coincide with the rail
line opening.
The proposal includes elimination of weekend service on Rapid 3 and Rapid 7, and the
removal of midday weekday service on Rapid 3 to conserve resources, and elimination
of weekend service on Routes 5, 15, and 42 due to extremely low ridership
There is one completely new service in the proposal which is strongly favored by bus
operators, which is a limited pilot for a new Route 45 which would run from July 4, 2019
through Labor Day 2019 and would connect the Downtown Santa Monica Expo Line
Station with the entrance of the Santa Monica Pier via Colorado Blvd., and the Third
Street Promenade on Santa Monica Blvd. Route 45 will feature a single bus running in a
one directional loop between those points.
Lastly, BBB staff recommends a reduction of Rapid 10 service, and the re-pricing of the
remaining Rapid 10 service to regular fare, eliminating the $2.50 express fare (which
only applies to Rapid 10) and all fare products associated with the express fare (i.e. 30-
Day Express Pass, Senior/Disabled/ Medicare 30-Day Express Pass, and the $1.25
Express upgrade charge).
The elimination of express fares is the only fare adjustment accompanying this set of
proposed service changes. Staff considers fare rationalization and a comprehensive
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look at fare adjustments to be a critical element of the path to sustainability; however,
the mid-July 2018 launch of county wide interagency transfers on TAP has shifted the
fare purchasing patterns of riders. As a result, BBB staff is gathering more data and
once the impacts of interagency transfers on TAP are better understood, staff will return
to Council in spring 2019 with a comprehensive set of recommendations regarding fare
changes and fare rationalization.
In collating the large volume of community feedback, it was found that there was
substantial support both among passengers and MCOs for increasing service where
ridership is heavy. There was also support for all proposed route extensions including
Route 7 to the Purple Line, Routes 17 and 18 to UCLA on weekends, and Route 14 to
Inglewood to connect with the Crenshaw Line. Lastly, there was support for the reroute
of Route 18 to use Gayley Ave. in Westwood instead of Westwood Blvd.
There were also proposed changes that were unpopular, and which generated negative
feedback. Those included areas where trips or service days were being cut, most
notably on Rapid 10. Negative feedback was also received regarding the elimination of
weekend service on Routes 5, 15, Rapid 3, Rapid 7, 41, and 42. Lastly, there were
mixed reactions including some strong negative responses to the implementation of
demand-response or micro-transit service to complement where fixed route service was
proposed to be eliminated.
In consideration of the substantial feedback received during the public engagement
process, several changes were made to the draft service proposal prior to its
presentation to Council, which are summarized in the table below. Additional context is
provided after the table for proposed changes which were met with mixed or negative
responses and which were significantly adjusted as a result.
Route Service Changes Proposed during
Public Outreach
Stakeholder Feedback and
Responsive Adjustments
1 Main St. & Santa
Monica Blvd.
Improve frequency on Saturdays to
every 12 minutes from 1pm to 5pm
Positive response
Recommend implementing as
presented in public survey except
Pico, Lincoln and Santa Monica
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Route Service Changes Proposed during
Public Outreach
Stakeholder Feedback and
Responsive Adjustments
Blvd corridors will all have 20 min.
or better frequency at night
2 Wilshire Blvd. • Improve frequency of weekday UCLA-
bound trips to every 15 minutes from
6:30am to 7am
• Improve frequency of weekday Santa
Monica- and UCLA-bound trips
• Positive response
• Recommend implementing as
presented
3/Rapid 3 Lincoln
Blvd.
Shorten routes to Aviation/Century
Station when the Crenshaw Metro Rail
Line opens; Aviation Station Green
Line would no longer be served
Mixed responses
Public feedback that bus
connections at Aviation would
require adding a rail trip from
Route 3
Recommend not shortening routes
at this time and waiting until the
Crenshaw Line opens to see if
ridership at Aviation Station has
diminished
3/Rapid 3 Lincoln
Blvd.
Eliminate Rapid 3 midday weekday
and weekend service and increase
frequency on the local Route 3 to
offset discontinuation of Rapid 3
midday weekday and all weekend
service
Improve weekday Route 3 frequency in
both directions to 15 minutes peak, 12
minutes mid-day, and 20 minutes
evening
Improve weekend Route 3 frequency
to15 minute day and 20-minute
evening
Positive response to Route 3
changes / mixed responses to
Rapid 3 changes
Recommend implementing as
presented in survey
5 Olympic Blvd. &
Century City
Due to low customer demand
discontinue weekday early-morning
and late-night service
Mixed responses.
Public asked that we cut less
evening service
Recommend retaining one more
trip in each direction including
18:50 eastbound and 18:30
westbound, and proceed with
eliminating weekend service
5 Olympic Blvd. &
Century City
Discontinue weekend service and
introduce new weekend on-demand
service.
Mixed responses
Some requests for demand
response night service; some
vehemently opposed comments,
including from BBB employees and
environmental advocates
Recommend not implementing
demand response service
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Route Service Changes Proposed during
Public Outreach
Stakeholder Feedback and
Responsive Adjustments
7/Rapid 7 Pico
Blvd.
• Extend Route 7 to the Wilshire/
Western Purple Line Station on all
days
• Increase frequency of local Route 7 on
all days
• Reduce Rapid 7 weekday service and
discontinue weekend service
• Proposed changes increase service to
the Wilshire/Western Station to every 7
minutes during the day and every 10
minutes at night
• Positive response
• Solid support for extending Local 7
to Wilshire/Western and increasing
Local 7 frequency
• Recommend implementing as
presented in survey
9 Pacific
Palisades
• Increase frequency during high
demand times
• Shorten service day to discontinue
service during periods of low customer
demand with Pacific Palisades-bound
and Santa Monica-bound service
ending at 7pm
• Mixed responses
• Public comments regarding loss of
evening service, and pointing out
new Palisades Village may spur
ridership
• Recommend observing impact of
Village on ridership and
implementing evening cuts if
ridership does not increase
Rapid 10
Downtown LA
Freeway Express
• As Rapid 10 has lost nearly 75% of its
pre-Expo Line customers, reduce
service to only run at high demand
times and only in one direction at a
time:
• Operate three (3) downtown
LA-bound morning trips at
6:17am, 6:37am, and 6:57am;
and
• Three (3) Santa Monica-
bound evening trips at 4:55pm,
5:25pm, and 5:55pm
• Mixed responses.
• Public comment that Rapid 10
should be more like Commuter
Express and suggestion that 6 trips
total is too few
• Recommend 12 trips total on half-
hour headway mirroring Commuter
Express
14 Bundy Dr. &
Centinela Ave.
• Extend from Playa Vista to Inglewood
via I-405
• Facilitate connection to future Los
Angeles Stadium and Entertainment
District in Inglewood
• Increase weekday frequency to every
15 minutes during peak hours and
every 20 minutes off-peak hours to
encourage additional ridership
Positive response
Recommend implementing
proposed changes as described in
public survey
15 Barrington Ave. Due to low customer demand
discontinue weekday evening service
after 6pm
Discontinue weekend service and
introduce new weekend on-demand
service
Mixed responses
16 public comments that 6pm too
early - recommend last trip at 7pm;
similar public comments and mixed
voting for on-demand pilot as for
Route 5 proposal
Recommend elimination of
weekend service with no demand
response replacement
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Route Service Changes Proposed during
Public Outreach
Stakeholder Feedback and
Responsive Adjustments
17 UCLA – VA
Medical Center &
Palms
• Extend weekend service from VA
Medical Center
• End the route at UCLA while providing
additional access to Westwood
• Improve weekend frequency to every
30 minutes to provide more frequency
and make the service more attractive
to Palms residents
• Positive response
• Recommend implementing as
presented in survey
18 UCLA – Abbott
Kinney – Marina
Del Rey
• Change the route in Westwood from
Westwood Blvd. to Gayley Ave.
• Change terminus to UCLA’s Gateway
Plaza
• Positive response
• Recommend implementing as
presented in survey
18 UCLA – Abbott
Kinney – Marina
Del Rey
• Reduce night service in both
directions due to low customer
demand
• Mixed responses. 21 public
comments saying that weekday
Route 18 shutdown time was too
early
• Recommend last trip eastbound at
8:05pm instead of 7pm and last
trip westbound at 9:15pm instead
of 7:30pm
41/42 17th Street
Station – SMC –
Montana Ave.
• Due to low customer demand
discontinue weekend service and introduce
new weekend on-demand service
• Mixed responses. Public comment
that SMC Any Line Any Time
program would be impacted on the
weekend
• Recommend eliminating route 42
on weekends and retaining Route
41 only
45 Downtown
Santa Monica
Service Pilot
• New one-season Pilot
• Pilot operates 7 days a week from
July 1 to Sept. 2, 2019 (Labor Day)
• Every 15 minutes between 10am
and 8pm
• Same fare as for all other fixed
route service
• Positive response
• Recommend implementing as
presented in public survey
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Route Proposed Fare Change(s) Adjustments Made to Proposal due to
Stakeholder Feedback during Survey and
Meetings
Rapid 10
Downtown
LA
Freeway
Express
Reduce Regular Rapid 10 cash fare
from $2.50 to $1.25 and
Senior/Disabled/ Medicare (S/D/M) fare
from $1 to $0.50
Eliminate Rapid 10 upgrade
fee (Regular $1.25 or S/D/M $0.50)
when using BBB pre-paid passes
Discontinue Regular and S/D/M 30-Day
Express Pass
TAP stored value single fare = $1.10
per Rapid 10 ride
Positive response
Recommend implementing as presented in
public survey, and positive response from
MCOs.
Key Community and Stakeholder Feedback and BBB Responses
Routes 5, 15, and 18
Customers told us that our proposed end of service times on Routes 5, 15, and 18 were
too early and that we needed to operate slightly later. Customers were aware that buses
emptied out in the evenings and were understanding of the reality that service could not
run for hours on end empty as it does today, but they asked for some additional service
as a compromise. As such, select trips have been added back to extend the service day
slightly on weekdays on Routes 5 and 15, and on all days on Route 18.
Route 3 and Rapid 3
On Route 3 and Rapid 3, customers were not receptive to the idea of ending service to
Aviation Station, citing a disruption in bus connections that would require another trip for
passengers transferring between BBB and services that connect at the Station. BBB
staff has adjusted the proposal by recommending a delay in the route shortening at
Aviation Station to study how much passenger activity declines at the station once the
new Crenshaw Line opens, and to make a final decision once ridership patterns are
better understood.
Rapid 3 and Rapid 7
On Rapid 3 and Rapid 7, weekend service eliminations are simultaneously being
coordinated with increases to weekend local Route 3 and Route 7 service to ensure
shortened wait times for all customers. These local routes run on the same corridors as
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the rapid routes and have similar weekend travel times. Before the Evolution of Blue
service changes that were approved in 2015, neither of these corridors had weekend
rapid service, and the corridors have not generated enough ridership to warrant their
continuation.
Weekend Service Adjustments and Demand-Response Pilot
The public had mixed reactions to the removal of BBB service on the weekends on
Routes 5, 15, 41 and 42, and Rapid 3 and Rapid 7. Aside from the displeasure about
loss of service, many had specific concerns about the replacement of fixed route bus
service with demand-response service on weekends on Routes 5, 15, 41, and 42.
Those concerns included the environmental and traffic implications of shifting people to
what might end up being an automobile, concerns for people without smartphones,
concerns for those who were unbanked, and concern for those who may not have the
language skills or cognitive ability to understand micro-transit.
Bus operators also had near universal agreement with those members of the public who
rejected the idea of demand-response service replacing fixed route service. Some
members of the public and the bus operator group called micro-transit simply “the wrong
direction.” For those reasons, the service proposals regarding weekend eliminations
were re-examined to look for areas of compromise, and a demand-response service
model is not part of the current recommendations for service changes in March 2019.
Routes 5 and 15 do not have sufficient passenger loads to consider continuation of the
routes on the weekends; ridership is extremely low, fluctuating between 3 and 11
passengers per hour on both routes. There are no route segments or times of day
where passenger counts are significantly high enough to warrant retention of the route
on weekends. As such, walk distances were measured, and it was verified that no bus
stop on these routes would be more than four tenths of a mile away from a bus stop or
rail station where fixed route service is available on weekends. Many of the bus stops
have service very close to other routes. Since viable options for service were available
despite elimination of weekend service and due to the objections to demand-response
type of service, staff is retaining the recommendation to eliminate weekend service on
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these routes. However, there is no recommendation at this time to pursue replacement
of that service with a demand-response pilot project.
Routes 41 and 42 had different options than the other routes given, as these routes
together comprise a bi-directional loop. By eliminating Route 42 on weekends and
retaining only Route 41, the service will have more than 12 passengers per hour,
enough to be sustainable. As such, the recommendation to eliminate service on
weekends was adjusted to only eliminate Route 42 while retaining Route 41 service.
More than one customer made this suggestion during the public outreach process, and
this appears to be a workable option.
Route 9
The proposal for Route 9 which had included service elimination after 7pm seven days
per week received comments from several constituents who cited the new shopping
development at Palisades Village as a reason to try to develop stronger night ridership
to the Pacific Palisades. BBB has been working with Palisades Village to push transit
information to customers and employees. Preliminary ridership figures since the
opening of Palisades Village do show small ridership gains. As such, staff is
recommending that cuts to Route 9 service in the evening be postponed and that six
months of evening ridership data be analyzed to determine if night service can become
sustainable by working with Palisades Village.
Frequency Improvements
During the outreach process, we heard from some customers that their feelings of
insecurity at bus stops were heightened at night due to less frequency in the schedule
and the increase in the homeless population, many of whom use bus stops at night for
shelter. Passengers asked for increased frequency to shorten night wait times. Although
staff cannot justify increased frequencies on all routes to shorten wait times at night,
some improvements are included in the amended draft plan, including service at least
every 20 minutes, on all evenings, until the end of the service on Pico Blvd., Lincoln
Blvd., Santa Monica Blvd., and Main St.
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Rapid 10 Service
The Rapid 10 Express from Downtown Santa Monica to Downtown Los Angeles has
lost nearly 75% of its pre-Expo Line ridership and the draft service proposal drastically
reduced service to three trips from Santa Monica to Downtown Los Angeles in the
morning, and three trips from Downtown Los Angeles to Santa Monica at night, and
elimination of the express fare, making the remaining service the same fare as the rest
of BBB service. Many Rapid 10 customers commented, answered surveys, and
attended public meetings. The consensus was that they were aware of the drastic
losses in ridership from their riding experience and understood that something had to be
done.
Some Rapid 10 customers suggested that BBB mirror LADOT Commuter Express in
service delivery, offering more service than three trips but not all day service. Staff
examined all Commuter Express services and amended the draft service proposal to
include six trips from Santa Monica to Downtown Los Angeles in the morning and six
trips returning from Downtown Los Angeles to Santa Monica in the afternoon. Six trips
in each direction gives Rapid 10 users some flexibility in the planning of their day.
Rapid 10 Fare
Staff recommends elimination of the express fare on Rapid 10 which is used by only a
tiny fraction of riders, is not offered on TAP, and in effect, suppresses ridership on
Rapid 10 due to competition with free Metro to Metro transfers, which makes using
Expo significantly cheaper than Rapid 10 if one needs to transfer. The $1.25 cash fare
for Rapid 10 ($1.10 on TAP) will simplify the fare offerings, potentially spur ridership on
the remaining Rapid 10 service, and reduce fare confusion. This change was supported
by most stakeholders.
Stakeholder Communication Process
Subsequent to the February 27, 2018 Council meeting and the direction provided by
Council, BBB began a process of seeking to better understand how the needs of bus
riders had changed, how the transportation marketplace had shifted, and what internal
and external stakeholders could teach us about how services needed to change.
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BBB began the process with a review of national, state, and local research on bus
ridership trends and influences, as well as on how Transit Advisory Groups were formed
and tasked. BBB also continued participating in two local research projects, the
Regional Ridership Improvement Task Force, and the Next Generation Study being
conducted by LA Metro, which were already ongoing. Additionally, BBB reviewed the
information gleaned from a Non-Rider Survey conducted in January 2018 by Maroon
Society, a local research firm hired by BBB to conduct previous rider surveys. As part of
the Non-Rider Survey, intercept interviews and surveys were conducted with 537
people in the BBB service area, some of whom had never ridden BBB, and some who
had previously ridden BBB, regarding their opinions about BBB service.
As a follow up to those efforts, BBB convened five groups of 12 Motor Coach Operators
in a series of internal workshops. These workshops, held in July 2018, focused on how
to adjust bus service, and how to interpret the Council direction to redeploy resources.
Each group was asked to comment on the broader issues affecting the BBB system,
and to look more closely at a specific subset of bus routes, some high performing and
some low performing.
In July 2018, BBB worked once again with Maroon Society to conduct four focus groups
with a total of 28 BBB passengers. The subject of the focus groups were BBB fares,
technology/trip planning, public information about transit, customer experience at bus
stops and inside buses, experiences with bus operators, and how our customers
perceived service needs. Focus group attendees were all recruited on board BBB buses
and were frequent riders. One of the four focus group sessions was conducted
exclusively in Spanish with an interpreter working in real time to translate for the
management team members present.
Out of the work conducted through these efforts, a pattern began to emerge of what
passengers wanted. Across all research, passengers were asking for fast, frequent, and
reliable service. Additionally, customers were concerned about security issues, and
feeling both emotionally and physically comfortable when taking transit. Passengers
18 of 20
reported that 30-minute and 60-minute frequencies were no longer viewed as
competitive with the other transportation options available, such as TNCs or owning a
car. While real-time signage and smartphone apps helped customers know bus arrival
times, reliability was still seen as paramount.
Perhaps the number one complaint among both non-riders and riders was (and
remains) the end-to-end travel time of public transit. Issues surrounding waiting for the
bus (frequency and reliability), boarding the bus (fare payment and passenger flow),
and riding the bus (traffic congestion, bus priority, bus rapid transit lanes, stop spacing,
local versus rapid routes) were cited as needing improvement. For transit to be practical
and attractive, passengers routinely reported expectations of bus riding as needing to
be nearly as fast as driving.
The research conducted informed the development of a draft service adjustment
proposal in July 2018, which was presented for consideration during the public
engagement process. In early August 2018, BBB staff published proposed changes on
its website and posted an online survey soliciting opinions on those proposed changes.
The survey was taken by 507 members of the public. A separate survey containing the
same proposals was circulated among bus operators and was completed by 123
operators, approximately one third of all BBB operators.
Following the survey, three public hearings were held: in West Los Angeles on the
evening of September 5, 2018, and daytime and evening meetings at the Main Santa
Monica Library on September 12 to solicit additional public comment on the changes.
The public hearings had a total attendance of 63 members of the public, received 40
verbal and/or written comment, and 13 comments via Santa Monica Works.
BBB staff communicated the details of the three hearings and invitation for public
participation as described in the following table.
19 of 20
Media Metric
BBB website and detailed webpage 2,124 Unique Page Views (8/19 –10/1
BBB Transit Store ad N/A
Bilingual bus ads 200 buses, 54,000 daily riders
Bilingual onboard & Transit Store take-
one brochure
Distributed 6,000
BBB email alerts Sent the 3 emails to over 5.3k subscribers
Average open rate was 19%
Email alert to key stakeholders 60+ stakeholders
Email to Santa Monica City Council &
City Manager
Paid social media posts on BBB
Facebook and Instagram
Campaign focused on public meetings generated
5,122 impressions and reached 3,021 with 96 clicks.
Campaign focused on survey generated 2,821
impressions and reached 2,052 with 19 clicks.
Unpaid social media posts on BBB
Facebook, Twitter, and Instagram
Impressions: 17,117, Likes: 183,
Shares/ Retweets: 17, Replies:12, Clicks: 250
Santa Monica Daily Press newspaper
ad notices
August 22, 2018 and August 25-26, 2018
81,500 impressions per week
City of Santa Monica website feature -
Unpaid social media posts on City of
Santa Monica’s Twitter
-
Additionally, a presentation on the proposed changes was made to the Downtown
Santa Monica, Inc. Board of Directors, and the service plan was shared with Planning
and Community Development’s Mobility Division as well as Traffic Engineering.
Changes affecting UCLA and SMC were shared with those organizations and feedback
was solicited.
Impact of Proposed Service Changes to Current Levels of Service
The BBB system is currently operating 562,639 annual hours of revenue service and
utilizing 195 peak service buses to provide that service. This service proposal reduces
that annual total to 533,474 hours of revenue service per year, and 192 peak service
buses. Ridership directly impacted by this service is expected to increase by
approximately 196,000 riders per year.
Staff will return to Council in spring 2019 to review a Fare Rationalization Study to
address fare equity, overall system revenue generation, and farebox recovery policy.
20 of 20
Financial Impacts and Budget Actions
The reduction in revenue service hours noted above will reduce operating expenses by
approximately $3,073,000 per year. The changes are also expected to generate an
additional $168,560 in passenger revenue, resulting in a favorable impact on the
operating budget of $3,241,560 per year. The reduction in revenue service hours and
the increased passenger revenue are expected to close the projected budget gap in
FY2019-20 and FY2020-21.
Prepared By: Timothy McCormick, Transit Planning and Performance Manager
Approved
Forwarded to Council
Attachments:
A. Big Blue Bus/Expo Service Integration Plan Public Hearing and Adoption of
Service Plan
B. Adoption of the First Year and Approval of the Second Year of the FY2015-17
Biennial Budget
C. BBB Fare Restructure
D. Two-year Pilot Program Offering Reduced-Cost Big Blue Bus Passes for Youth
and Students
E. Big Blue Bus Fare Restructure
F. The Future of Big Blue Bus
G. Modifications to BBB Service, Design, Performance, and Evaluation Guidelines
H. Written Comments
I. PowerPoint
1
Vernice Hankins
From:Council Mailbox
Sent:Tuesday, December 18, 2018 2:12 PM
To:Gleam Davis; Terry O’Day; Councilmember Kevin McKeown; Tony Vazquez; Sue
Himmelrich; Greg Morena; Ted Winterer
Cc:councilmtgitems
Subject:FW: Agenda Item 8B: Proposed BBB Service Changes.
Council‐
Please see the below email regarding the BBB service changes.
Thanks,
Stephanie
From: Ben Verheiden [mailto:biafo43@gmail.com]
Sent: Tuesday, December 18, 2018 1:43 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Agenda Item 8B: Proposed BBB Service Changes.
My name is Ben Verheiden. I am a student with disabilities, and have been a proud supporter of the Big Blue
Bus system since 2010 when I started riding it to community college and back, and have participated in the
Expo Integration Study meetings from 2011 to 2015. I am now at Cal State Northridge majoring in urban
planning due to riding this system frequently for years.
We now have a historic opportunity to reinvent our transportation systems across California thanks to the recent
passage of the California Air Resources Board's (CARB) ruling of making future public transit bus orders 100%
pure electric by 2029. I applaud that the Big Blue Bus shifted to 100% biomethane from landfills, sewers,
and/or water treatment plants to power its natural gas bus fleet in 2015, and now is the time to start investing
more in the Big Blue Bus that has provided a valuable service and leadership in public transportation in Los
Angeles for 90 years.
The last thing needed is to cut service at a time when we have such a rare opportunity to increase ridership with
this CARB ruling across the state, and these new electric buses about to come into the fleet are a major
opportunity to promote the Big Blue Bus and its environmental advantages over cars.
I ask the council and the city of Santa Monica to preserve existing Big Blue Bus service, and start championing
it with such a proud legacy. I would not be majoring in Urban Planning at Cal State Northridge if it were not for
riding the Big Blue Bus, and I am open to helping the council with improving the system as a first hand rider
and urban planner in training.
Thank you for your time.
Sincerely,
Ben Verheiden
1
Vernice Hankins
From:Council Mailbox
Sent:Tuesday, December 18, 2018 5:30 PM
To:Gleam Davis; Terry O’Day; Councilmember Kevin McKeown; Tony Vazquez; Ted
Winterer; Sue Himmelrich; Greg Morena
Cc:councilmtgitems
Subject:FW: Agenda Item 8B: Proposed BBB Service Changes
Council‐
Please see the below email regarding the BBB service changes.
Thanks,
Stephanie
From: Randy Ziglar [mailto:randyziglar@hotmail.com]
Sent: Tuesday, December 18, 2018 2:24 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Agenda Item 8B: Proposed BBB Service Changes
Dear Council,
Please consider contributing to the Big Blue Bus system. I use the buses all the time, particularly the Pico
number 7 and the Number 10 lines. The #10 bus has been decreased leaving fewer times options to go to and
from downtown Los Angeles. I find the #10 bus more relaxing, comfortable, quieter, and less scary than the
Expo Line. I usually go from Bundy and Pico after riding the #7 catching the #10 to the Los Angeles Union
Station and I return back from the train station using the #10 whenever it is available. When taking the less
desirable Expo Line, I need to transfer at the 7th and Figueroa station to get to and from the train station. I
miss the weekend #10 service.
The Big Blue Bus is a wonderful system and I believe it should always work to provide more service and not
look for ways to cut back, particularly when the City is attempting to limit the amount of car use on our
gridlocked streets.
By the way, the Pico #7 and Super 7 service is as good as it gets.
Sincerely,
Randy Ziglar
2046 14th St. #11
Santa Monica, Ca 90405
1
Vernice Hankins
From:Council Mailbox
Sent:Tuesday, December 18, 2018 5:30 PM
To:Gleam Davis; Terry O’Day; Councilmember Kevin McKeown; Tony Vazquez; Ted
Winterer; Sue Himmelrich; Greg Morena
Cc:councilmtgitems
Subject:FW: Agenda Item 8B: Proposed BBB Service Changes
Council‐
Please see the below email regarding the proposed BBB service changes.
Thanks,
Stephanie
From: Sarah Tamor [mailto:sarahtamor@gmail.com]
Sent: Tuesday, December 18, 2018 2:19 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Agenda Item 8B: Proposed BBB Service Changes
Hello, Councilmembers,
I'm writing re: Agenda Item 8B: Proposed BBB Service Changes.
I use the Big Blue Bus often, and urge you NOT to cut service.
Please, instead, invest in the Big Blue Bus. It's a sustainable transportation option for many.
Thank you,
Sarah Tamor
2409 Cloverfield Blvd.
SM 90405
1
Vernice Hankins
From:Council Mailbox
Sent:Tuesday, December 18, 2018 2:12 PM
To:Gleam Davis; Terry O’Day; Councilmember Kevin McKeown; Tony Vazquez; Sue
Himmelrich; Greg Morena; Ted Winterer
Cc:councilmtgitems
Subject:FW: Agenda Item 8B: Proposed BBB Service Changes.
Council‐
Please see the below email regarding the BBB service changes.
Thanks,
Stephanie
From: Ben Verheiden [mailto:biafo43@gmail.com]
Sent: Tuesday, December 18, 2018 1:43 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Agenda Item 8B: Proposed BBB Service Changes.
My name is Ben Verheiden. I am a student with disabilities, and have been a proud supporter of the Big Blue
Bus system since 2010 when I started riding it to community college and back, and have participated in the
Expo Integration Study meetings from 2011 to 2015. I am now at Cal State Northridge majoring in urban
planning due to riding this system frequently for years.
We now have a historic opportunity to reinvent our transportation systems across California thanks to the recent
passage of the California Air Resources Board's (CARB) ruling of making future public transit bus orders 100%
pure electric by 2029. I applaud that the Big Blue Bus shifted to 100% biomethane from landfills, sewers,
and/or water treatment plants to power its natural gas bus fleet in 2015, and now is the time to start investing
more in the Big Blue Bus that has provided a valuable service and leadership in public transportation in Los
Angeles for 90 years.
The last thing needed is to cut service at a time when we have such a rare opportunity to increase ridership with
this CARB ruling across the state, and these new electric buses about to come into the fleet are a major
opportunity to promote the Big Blue Bus and its environmental advantages over cars.
I ask the council and the city of Santa Monica to preserve existing Big Blue Bus service, and start championing
it with such a proud legacy. I would not be majoring in Urban Planning at Cal State Northridge if it were not for
riding the Big Blue Bus, and I am open to helping the council with improving the system as a first hand rider
and urban planner in training.
Thank you for your time.
Sincerely,
Ben Verheiden
1
Vernice Hankins
From:Council Mailbox
Sent:Tuesday, December 18, 2018 5:30 PM
To:Gleam Davis; Terry O’Day; Councilmember Kevin McKeown; Tony Vazquez; Ted
Winterer; Sue Himmelrich; Greg Morena
Cc:councilmtgitems
Subject:FW: Agenda Item 8B: Proposed BBB Service Changes
Council‐
Please see the below email regarding the BBB service changes.
Thanks,
Stephanie
From: Randy Ziglar [mailto:randyziglar@hotmail.com]
Sent: Tuesday, December 18, 2018 2:24 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Agenda Item 8B: Proposed BBB Service Changes
Dear Council,
Please consider contributing to the Big Blue Bus system. I use the buses all the time, particularly the Pico
number 7 and the Number 10 lines. The #10 bus has been decreased leaving fewer times options to go to and
from downtown Los Angeles. I find the #10 bus more relaxing, comfortable, quieter, and less scary than the
Expo Line. I usually go from Bundy and Pico after riding the #7 catching the #10 to the Los Angeles Union
Station and I return back from the train station using the #10 whenever it is available. When taking the less
desirable Expo Line, I need to transfer at the 7th and Figueroa station to get to and from the train station. I
miss the weekend #10 service.
The Big Blue Bus is a wonderful system and I believe it should always work to provide more service and not
look for ways to cut back, particularly when the City is attempting to limit the amount of car use on our
gridlocked streets.
By the way, the Pico #7 and Super 7 service is as good as it gets.
Sincerely,
Randy Ziglar
2046 14th St. #11
Santa Monica, Ca 90405
1
Vernice Hankins
From:Council Mailbox
Sent:Tuesday, December 18, 2018 5:30 PM
To:Gleam Davis; Terry O’Day; Councilmember Kevin McKeown; Tony Vazquez; Ted
Winterer; Sue Himmelrich; Greg Morena
Cc:councilmtgitems
Subject:FW: Agenda Item 8B: Proposed BBB Service Changes
Council‐
Please see the below email regarding the proposed BBB service changes.
Thanks,
Stephanie
From: Sarah Tamor [mailto:sarahtamor@gmail.com]
Sent: Tuesday, December 18, 2018 2:19 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Agenda Item 8B: Proposed BBB Service Changes
Hello, Councilmembers,
I'm writing re: Agenda Item 8B: Proposed BBB Service Changes.
I use the Big Blue Bus often, and urge you NOT to cut service.
Please, instead, invest in the Big Blue Bus. It's a sustainable transportation option for many.
Thank you,
Sarah Tamor
2409 Cloverfield Blvd.
SM 90405
Service & Fare
Adjustment
Proposal
December 18, 2018
1. Service changes
•Remove service where
ridership does not meet
performance standards
•Increase frequency on high-
ridership routes
•Extend 4 routes
•One new route pilot
2. Rapid 10 fare to
mirror local fares
Recommended Action
Staff recommends that the City Council approve the Big Blue
Bus operating plan for new and restructured Big Blue Bus
routes and schedules and adopt new Rapid 10 fares.
The transit marketplace has changed
dramatically in recent years.
At a study session in February 2018, the City
Council provided guidance on the future of
Big Blue Bus.
Transit first:
emphasize high
ridership
corridors,
explore
additional bus
priority lanes,
etc.
Reallocate
resources from
unproductive
service to the
most productive
routes
Consult staff
and
stakeholders in
decision-making
process
Background
BBB Focus in 2018
Service design standards
that reallocate service to
where customers need it
most approved by Council
October 2018 and have
helped guide proposed
service adjustments.
Commitment to safety,
sustainability, and a better
customer experience -
•Council adopted zero-emissions
policy. First electric bus arriving
March 2019.
•Procurement process for next 15
battery electric buses and charging
infrastructure initiated.
•Launched popular MODE service for
seniors and disabled persons,
doubling program ridership.
•Improving safety and the customer
experience through installation of
200 new real-time bus arrival signs
with solar lighting, and
enhancements to mobile ticketing.
•Recognized 343 Motor Coach
Operators (MCOs) and Maintenance
staff who accumulated more than
2,101 years of safe driving and 535
years of safe workplace practices.
Public and Staff Engagement Process
BBB non-rider survey Jan 2018
Future of BBB Study Session and Council direction Feb 2018
Review of national, state, and local market research
Metro Regional Ridership Improvement Task Force & Next Gen Study participation
June-July internal meetings with MCOs and supervisors on “Working Together”
5 internal MCO workshops for input on service July 2018
4 customer focus groups on customer needs/experienceJuly 2018
Public input: customers want fast, frequent, reliable service
Service change proposal drafted
Outreach for comment on proposal -ads, take ones, email alerts Aug 2018
August-September staff meetings and staff survey on collaboration
Staff concerns -safety, schedules, routes, and communication
New staff task forces built -Safety/Security, Schedules/Routes, Communications
Public and staff survey on service and fare proposal Aug 2018
3 public hearings on proposal Sept 2018
Emails to 60+ key stakeholders, social media, SMDP ads, City of SM website
Public & staff comment integrated into final proposal for Dec 18, 2018 Council meeting
Recommended
Service and
Fare
Adjustments
For March 2019
Minor Service Adjustments
Route Adjustment
Route 1 Main St. & Santa Monica Blvd.Improve frequency
Route 2 Wilshire Blvd.Improve frequency
Route 3 Lincoln Blvd. Continue service to Green Line Aviation Station
Improve weekday mid-day and weekend frequency
Rapid 3 Lincoln Blvd.Replace weekday mid-day service with local Route 3
Discontinue weekend service
Route 7 Pico Blvd.Improve frequency
Rapid 7 Pico Blvd.Discontinue weekend service
Route 9 Pacific Palisades Continue evening service and market to Palisades Village
Major Service Adjustments
Route Adjustment
Rapid 10 Downtown LA Express Convert to traditional commuter route with no mid-day service
5 Olympic Blvd./Century City Eliminate weekend service
Do not substitute Demand Response service to replace
eliminated fixed route service
15 Barrington Ave.Eliminate weekend service
Do not substitute Demand Response service
42 Seventeenth St. Station–
SMC–Montana Ave.
Eliminate weekend service
Do not substitute Demand Response service
Route 41 will cover loss of weekend service
Extensions to
Routes 7 and 14
Route 7
Pico Blvd.
Extend to
Wilshire/
Western
Purple Line
Station to
mirror Rapid 7
Route 14
Bundy Dr.
and
Centinela
Ave.
Extend from
Playa Vista to
Inglewood
Extensions to
Routes 17 and 18
Route 17
UCLA –VA
Medical
Center &
Palms
Extend
weekend
service from VA
facility to UCLA/
Westwood
Route 18
UCLA –
Abbot
Kinney –
Marina Del
Rey
Change
terminus to
UCLA Gateway
Plaza
Extend Sunday
service from
Brentwood to
UCLA/
Westwood
New Route 45 Pilot
One-Season Summer
Downtown Santa Monica Pilot
•Operates daily
•Every 15 min.,10am to 8pm
•Same fare as other BBB
service
Rapid 10
Fare Change
Rapid 10 Fare to Mirror Local Fare
•Reduce cash fare from $2.50 to $1.25
•Rapid 10 single ride fare using TAP Stored
Value = $1.10
•Reduce Senior/Disabled/Medicare (S/D/M)
cash fare from $1 to $0.50
•Eliminate Rapid 10 upgrade fee when using
Big Blue Bus pre-paid passes
•Discontinue Regular and S/D/M 30-Day
Express passes
Public
Information
Plan to
Announce
Changes
Media Communication
Customer
Service Staff
& Operators
•Customer service off-hours phone messages
•Operators and Customer Service Assistants (CSAs) trained on changes
•CSAs notify customers via phone, Santa Monica Works, and the Transit Store
•Onboard outreach programs
Print •New bilingual Little Blue Book & System Map
•Bilingual take-ones on board and at Transit Store
•Bilingual interior overhead ads and interior bus entrance notification
•Bilingual bus stop notifications at key locations
•Bilingual Transit Store notification ad
Onboard •Head sign messages on buses
Digital
•Service Change website allows customers to preview new maps and schedules
•Email notifications to all BBB subscribers and all key BBB stakeholders (i.e. GoSaMo
TMO, SMC, UCLA, neighborhood groups, etc.)
•Social media posts –paid and unpaid
•Partnership with Transit App to display notifications within app
•Alerts via NextBus app and third-party app developers such as Google Maps, Moovit,
Citymapper, etc.
•City’s website, social media channels, email, blog, etc.in coordination with Office of
Communications
•Display notifications via 200 new real-time signs (pending installation)
Public
Relations
•Press release to local and LA-region media; work with press on service change features
Recommended Action
Staff recommends that the City Council:
•Approve the Big Blue Bus
operating plan for new and
restructured routes and
schedules; and
•Adopt new Rapid 10 fare.