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Why Metro’s Restored Bus Service Still Falls Short

Next week, Metro is set to vote on its largest ever annual budget. Spurred by the ongoing economic recovery in Los Angeles and stimulus support from the federal government, the transit agency expects to spend $8 billion next year. That money pays for rail and highway construction, system maintenance, local government services. But, as Metro points out, it will also go toward restoring transit service to its pre-Covid levels after the Board of Directors approved 20% cuts last year.

Joined by a coalition of transit riders, advocates, and community organizations, Investing in Place opposed the bone-deep service cuts put in place by Metro during the pandemic. These cuts, we argued, would fall disproportionately on the Black and brown low-income Angelenos that make up the core of Los Angeles’s transit riders. While local leaders spoke about the selflessness of essential workers, they were putting many of those same workers in even greater risk of lost wages, serious illness, or even death by stripping the transportation services on which they relied.

Metro argued that these cuts were undertaken out of necessity, but that was shown not to be the case when staff identified a mid-year surplus and failed to recommend that any of that money be used for restoring service. When the Board of Directors twice directed the agency to use the additional funds to boost bus service, staff delayed and an eventual compromise was put in place to return to the pre-Covid level of service by September 2021, a full 18 months after the cuts were first implemented.

In pushing Metro to provide the “Old Normal” of service during the pandemic, we were asking the agency to hold the line in support of the riding public. This, in our opinion, was a duty that Metro owed to Angelenos who had no choice but to continue relying on public transportation. Now, though, with Metro’s financial position better than ever, we cannot support the idea that the Old Normal is cause for celebration.

Since the end of a federal consent decree in 2006, Metro has repeatedly cut bus service. With the exception of the cuts that began in March 2020, bus service has been kept flat for nearly a decade. During that decade, riders voted with their feet, abandoning the buses and the transit system as a whole once it became clear to them that Metro was not serious about providing high-quality service.

Riders can tell from experience when transit service is bad. The wait for buses becomes agonizing. The time it takes to get to their destination becomes unreasonably long. But they generally don’t have data on hand to make their experience something more than anecdotal. It turns out, Metro’s own budgets show the degradation in service that riders have been noticing on the ground.

In statistics that the agency records on the number of hours its bus fleet is in service annually, as well as how far they cumulatively travel each year, it can be seen that bus speeds have dropped 20% on average since the start of the 21st century.

In the upcoming budget year, Metro expects that bus speeds will reach their lowest point yet. And, as NextGen redirects more bus service hours onto congested corridors where demand is higher, we can expect that trend to continue without significant and expedient work to get buses moving faster. That means that, even as Metro touts its belated decision to return to the pre-pandemic Old Normal, the actual amount of bus service riders are getting will continue to decline.

Below, we graph the number of budgeted service hours for each year dating back to 2000 in black. But, if we want our year-to-year comparisons to be more effective, we want to adjust each years budgeted hours based on average bus speeds. That is shown in red. What the red line tells us is, for any given year, how much service would need to be provided in order to match what riders could have expected at the start of the century.

Our takeaway is simply this: bus service has collapsed since the Great Recession, and Metro has done nothing to repair it. More and more transit riders have left the system because of the too-slow, unreliable, infrequent, and unsafe riding environment that Metro provides. While the agency says they are “restoring” service, the real service provided continues to sink. And riders cannot be fooled.

If Metro were to provide a level of bus service equal to what was provided in 2000, it would need to dramatically accelerate its bus fleet or provide 1.5 million service hours above what is currently proposed in the 2022 budget. While the NextGen plan proposes to accelerate buses, on the current funding timeline, it would take a decades or longer to complete the planned speed improvements to the network. This budget is, quite frankly, not a document that reflects either the ambition or the urgency with which Metro needs to approach the problem of declining bus service.

We call on Metro to dramatically increase the level of service provided in the 2022 budget, and to begin the first real expansion of bus service in Los Angeles since the end of the federal consent decree.

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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.