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NextGen’s Not The Same After Service Cuts

For millions of Angelenos, seismic changes are coming to the bus lines that criss-cross their neighborhoods starting in December. Far from the usual tinkering that Metro does with its timetables in June and December of each year, the service changes implemented between December 2020 and December 2021 will not go unnoticed. Hundreds of stops are set for consolidation. The limited stop rapid network will cease to exist. Familiar route numbers will twist in unfamiliar directions. Some routes will disappear completely.

All these changes, with more planned in the future, are part of the NextGen plan to revitalize Los Angeles’s bus network. Buses in LA are slow, infrequent, and unreliable. NextGen was introduced as the radical shake-up that needed to be made in order to reverse years of ridership declines and sinking service quality.

Part of NextGen’s appeal was that in its first phase it was purely a “reorganization,” which is to say that it more efficiently used the total number of hours that buses were already in service and better distributed them to create a frequent all-day network. In doing so, the reorganization meant that the same amount of operations monies could be used to send buses down busy corridors much more often.

The highest tier of the NextGen network was defined as buses running every 7.5 minutes or more often during peak hours, with substantially shorter headways during midday and evening hours as well. The next-highest tier would comprise buses running every 10 minutes or less during peak hours. Between these top two tiers, Metro would be operating frequent service of a kind that Los Angeles hasn’t seen in decades across its most successful corridors.

This month, Metro’s Operations Committee and Board of Directors are both expected to approve the plan, which has now been finalized after years of development and analysis. Public outreach was conducted during the summer, albeit before Metro voted to continue service cuts on the bus network indefinitely.

And therein lies the problem. Transit advocates can’t help but note the toll that has been taken on this ambitious plan by Metro’s unfortunate and self-defeating decision to cut bus service by 20% compared with the pre-Covid baseline. Those cuts preclude the NextGen reorganization plan from being implemented as written. There simply are not enough bus service hours left to be redistributed to create that frequent all-day network. The likely result is that Tier 1 and Tier 2 routes will be operating at lower frequencies from the first day onward.

According to Metro: 

“The routing and bus stop changes would be completed within the Revenue Service Hours (RSH) allocated to Metro bus within the FY21 adopted budget.  Additional frequency increases based on the service plan would be phased in based on prudent financial management, considering ridership trends, revenues, resources including workforce availability, and service performance.”

In two sentences, Metro has given itself a huge list of excuses and offramps. If service cuts are the new normal, there is no guarantee in here that Metro will ever proceed to the full service changes intended by NextGen.

And so, we want to be absolutely clear: this is not an auspicious start for the NextGen era in Los Angeles. What will be called NextGen by Metro leaders when it is implemented is actually something less than the plan that is being presented to the Board this month. Due to service cuts, we do not know when (or if) we will ever see the highest service tiers implemented as planned on Los Angeles’s busiest corridors.

As it stands, we remain deeply concerned that NextGen could end up being a slow-rolling bait-and-switch: that the frequent bus network on busy city streets will never materialize, and that the institutional willpower to implement this plan will gradually fade before the finish line is reached.

As we repeatedly highlighted in the lead-up to Metro’s budget vote in September, Metro has taken a fully funded reorganization plan and defunded it with bone-deep service cuts. We do not consider that Metro has lived up to its responsibility to implement NextGen by adopting this plan without a concrete commitment to fully implement NextGen.

We renew our call for Metro to fully fund the NextGen plan and provide service to bus lines in accordance with the tiers in the final NextGen plan.

To find out more on how to get involved, please email jessica@investinginplace.org

 

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Estolano Advisors

Richard France

Richard France assists clients with strategic planning, visioning, and community and economic development. He is a strategic planner at Estolano Advisors, where he has been involved in a variety of active transportation, transit-oriented development, climate change resiliency, and equitable economic development projects. His work in active transportation includes coordinating a study to improve bike and pedestrian access to transit oriented districts for the County of Los Angeles, and working with the Southern California Association of Governments to host tactical urbanism events throughout the region. Richard also serves as a technical assistance provider for a number of California Climate Investment programs, including the Affordable Housing Sustainable Communities, Transformative Climate Communities, and Low Carbon Transit Operations programs. He has also taught at the UCLA Luskin School of Public Affairs. Richard received a Bachelor of Environmental Design from the University of Colorado at Boulder, and his M.A. in Urban Planning from UCLA.

Accelerator for America, Milken Institute

Matt Horton

Matt Horton is the director of state policy and initiatives for Accelerator for America. He collaborates with government officials, impact investors, and community leaders to shape infrastructure, job creation, and equitable community development efforts. With over fifteen years of experience, Matt has directed research-driven programs and initiatives focusing on housing production, infrastructure finance, access to capital, job creation, and economic development strategies. Previously, he served as the director of the California Center at the Milken Institute, where he produced research and events to support innovative economic policy solutions. Matt also has experience at the Southern California Association of Governments (SCAG), where he coordinated regional policy development and planning efforts. He holds an MA in political science from California State University, Fullerton, and a BA in history from Azusa Pacific University. Additionally, Matt serves as a Senior Advisor for the Milken Institute and is involved in various advisory boards, including Lift to Rise and WorkingNation.

UCLA Lewis Center for Regional Policy Studies

Madeline Brozen

Madeline is the Deputy Director of the UCLA Lewis Center for Regional Policy Studies at the Luskin School of Public Affairs. She oversees and supports students, staff, and faculty who work on planning and policy issues about how people live, move, and work in the Southern California region. When not supporting the work of the Lewis Center community, Madeline is doing research on the transportation patterns and travel needs of vulnerable populations in LA. Her recent work includes studies of low-income older adults in Westlake, public transit safety among university students, and uncovering the transportation needs of women, and girls in partnership with Los Angeles public agencies. Outside of UCLA, Madeline serves as the vice-chair of the Metro Westside Service Council and enjoys spending time seeing Los Angeles on the bus, on foot, and by bike.

Office of Los Angeles Mayor Karen Bass

Luis Gutierrez

Luis Gutierrez, works in the Office of Los Angeles Mayor Karen Bass, as the Director of Energy & Water in the Office of Energy and Sustainability (MOES), Luis oversees issues related to LA’s transition to clean energy, water infrastructure, and serves as the primary liaison between the Mayor’s Office and the Department of Water and Power. Prior to joining MOES, Luis managed regulatory policy proceedings for Southern California Edison (SCE), focusing on issues related to equity and justice. Before joining SCE, Luis served as the Director of Policy and Research for Inclusive Action for the City, a community development organization dedicated to economic justice in Los Angeles. Luis holds a BA in Sociology and Spanish Literature from Wesleyan University, and a Master’s Degree in Public Administration from Cal State LA.

kim@investinginplace.org

Communications Strategist

Kim Perez

Kim is a writer, researcher and communications strategist, focused on sustainability, urban resilience and safe streets. Her specialty is taking something complex and making it clear and compelling. Harvard-trained in sustainability, she won a prize for her original research related to urban resilience in heat waves—in which she proposed a method to help cities identify where pedestrians spend a dangerous amount of time in direct sun, so they can plan for more equitable access to shade across a city.

EXECUTIVE DIRECTOR

Jessica Meaney

For over almost two decades, Jessica has led efforts in Los Angeles to promote inclusive decision-making and equitable resource allocation in public works and transportation funding. Jessica’s current work at Investing in Place is grounded in the belief that transparent and strategic prioritization of public funds can transform Los Angeles into a city where inclusive, accessible public spaces enrich both livability and well-being. As a collaborator and convener, Jessica plays a role in facilitating public policy conversations and providing nuanced insights into the interplay of politics, power, and process on decision-making and fiscal allocations.