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Metro (Again) Orders Bus Service Increases, Seeks to Regroup on Police Overruns

During the February meeting of the Metro Board of Directors, the transit agency was scheduled to hear two items with urgent importance to riders throughout Los Angeles: a plan from staff to restore service that was cut in September, and a request from staff for $111 million to patch enormous budget overruns for policing.

Transit advocates and community members have been pushing Metro to be more active in support of their riders, and that language has recently become a fixture within Metro’s Board meetings. In January, Directors indicated that they knew riders did not trust their needs to be met by their transit agency. Building that trust required listening and taking action based on what they heard, which the Directors sought to do in directing staff to restore bus service to pre-Covid levels by June of this year.

Operations staff returned in February with a report that said that bus service could not be restored before December, and that riders may be “confused” by the impacts of adding back cut service. Further, at the meeting of the Board of Directors, Metro staff again indicated that a building back of bus service hours was at cross-purposes with an implementation plan for NextGen that had been in place for years.

Even amidst the clear opposition from the Board, staff expressed yet more consternation about restoring service. Whereas riders and advocates have said for years that, even before Covid, successive cuts have left unacceptably infrequent service on Los Angeles streets, Metro is seeking to use ridership numbers as a reason not to provide more buses.

The frustration with these reports was evident in remarks made by the Directors. Board Chair Eric Garcetti expressed his disappointment that Metro’s service restoration plan would take so long, and that the report received was so focused on reasons why trying to serve riders better and faster might not pan out. In introducing the presentation by Operations head Jim Gallagher, Garcetti warned that he would be listening for solutions-oriented language: “I’m less interested in why we can’t do it.”

Directors Mike Bonin and Janice Hahn spoke with similar force about the pressing need to stand with the predominantly low-income, disproportionately Black and Brown riders that rely on Los Angeles’s buses. Director Bonin stated that this was now the third time that the Board would be giving the same directive to staff, and that staff had apparently thought the Board “didn’t mean it.” Directors Solis, Hahn and Garcetti each made suggestions about potential pathways to accelerating a return to pre-Covid levels of service.

As riders and advocates have become increasingly vocal about the impacts of service cuts during the pandemic, the Board has shown that they are listening. That can be seen, too, in what was not discussed during February’s meeting. 

Originally scheduled to be approved, an item that would have approved $111 million in funds for Metro’s policing contracts was suddenly removed from the agenda at the last minute. This huge sum of money needs Board approval because over the last three years, Metro has already spent it. To date, the agency has spent about 15% in excess of the $750 million baseline contract approved by the agency in 2017.

It is hard to imagine any other category of spending in which budget overruns like this could be racked up over a period of years without, apparently, any authorization by the Board. Further, advocates and riders continue to press Metro to change what public safety looks like on the system in a fundamental way.

Metro’s relationship with police is under widespread scrutiny, like many other public agencies in Los Angeles. While the county, LAUSD, and voters themselves have sought to pursue new models of public safety, Metro has mostly continued under the status quo.

Metro’s policing overspending item will return for consideration by the Board in March, and there is a requirement that riders and advocates will continue to place on Metro’s Board of Directors: that they give consideration to the needs of all their riders. Black riders, brown riders, unhoused riders. They, as much as white so-called “choice” transit riders, deserve to feel safe, and deserve to feel that their needs are a priority to Metro.

 

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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.