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transportation equity Transportation Finance

Investing in Bus Frequency

Our key message here: In order for the LA Region to re-dedicate itself to fundamentals like bus speed and, most importantly, reducing how long you wait for a bus to arrive, will require increasing investments in bus operations.

By now, everyone admits that Metro has a problem. People aren’t riding buses like they used to. Metro’s bus network drew an average of 887,000 daily boardings during the agency’s 2018 budget year, 22% fewer than it did in 2014.

Losses of such magnitude have cast doubt on the possibility of a transit revolution taking root in Los Angeles, even as nearly all of our region’s goals – from the city’s Mobility Plan 2035 to the state’s greenhouse gas reduction targets to CEO Phil Washington’s own stated ambition to get a quarter of county residents onto transit – depend on the occurrence of such an epochal shift.

For a while, Metro leaders were able to point to the rail network, where ridership grew as new light rail lines opened to Azusa and Santa Monica. But the rail lines have also faltered this year, sliding 2% from 2017. And, in truth, we should’ve expected that to happen.

The bus and rail networks cannot meaningfully be separated. They make up one interdependent system, and that system won’t be a success until bus service can once again earn riders’ time, money, and loyalty.

So… where to begin? Metro recently released its Vision 2028 Plan to lay out a widescreen view of what the Los Angeles of the near future could look like. In the next year, the agency will also wrap up its NextGen Bus Study, which will suggest comprehensive changes designed to maximize network efficiency.

But, so far, despite some encouraging signs (for instance, a focus on enforcing transit-only lanes), most of the evidence suggests that Metro is seeking to rebrand its core transit service, when what it really needs is to re-dedicate itself to fundamentals like bus speed and, most importantly, frequency.

Angelenos have signaled their belief in the importance of a robust transportation network by voting for multiple sales taxes to support Metro, but, to compete with the status quo, transit has to be able to offer something more than long waits at unsheltered bus stops for trips that take more than twice as long as a single occupancy vehicle.

While Vision 2028 aims to increase the average bus speed by 30% (an unattainable goal without a commitment to bus-only lanes), frequency of service is barely mentioned.

What’s more, Metro has not made more than minor adjustments to bus service and has expressed an intention to hold service hours mostly flat for years. On the surface, this is not a recipe for getting Angelenos to embrace transit, but, in fact, it’s even worse than it seems. As congestion has increased in the years since the recession, buses have slowed down, turning every year without an increase in service hours into a de facto service cut.

But frequency can’t be ignored. It is among the most important factors that potential riders consider when choosing whether or not to take transit. Jarrett Walker, who worked with Metro on a previous high frequency bus network, has proposed bus frequencies of 10-15 minutes as necessary for quality service. In Vision 2028, Metro aims for the bottom end of this range, but, elsewhere, other transit experts like Alon Levy have suggested that even 10-minute service might not be sufficiently frequent on the network’s core lines.

It is understandable that Metro wants to get more for its operations money, and that it is frustrated with cities have fought against new bus-only lanes, but they have to find a way to make higher frequency service work. If Los Angeles is ever to have the transit network its residents want, Metro needs to learn that frequency is not a dirty word.

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Improving Bus Service Measure M transportation equity Uncategorized

Since 2013, Metro’s average bus speed has declined by 15%. It is time for the LA Region to get serious about bus lanes.

Metro is underway in their NextGen Bus Study to propose a redesign of the entire Los Angeles County Bus Network. NextGen marks the first time in 25 years that Metro will comprehensively re-examine the service it provides, even down to fundamentally rethinking what public transportation can and should be in the 21st century. It is expected the findings from this study will lead to launching a new bus network in the Fall of 2019.

While technology does provide opportunities for the transit sector to better tailor the experience of riding public transportation to the changing expectations of an increasingly-connected world, one thing that hasn’t changed in 2018 is that the quality of bus service will determine how people feel about going Metro.

Over the past 5 years, that quality has been trending downward. Since 2013, Metro’s average bus speed has declined by 15%. Meanwhile, today, rapid buses, originally envisioned as a stepping stone to Bus Rapid Transit, are on time just 66% of the time. As might be expected, average daily boardings have also fallen over the same period, as passengers seek faster and more reliable rides. The bus network carries 20% fewer riders today than it did in 2014.

Achieving NextGen’s goal of reinvigorating Metro’s ridership will require going beyond cosmetic measures like redesigning individual bus lines and marginal adjustments to frequencies. Metro needs to show riders that buses can be trusted to get them where they’re going in a reasonable amount of time. Given where the starting point is – a Metro presentation this month announced that nearly 80% of bus trips originating in the downtown area took at least twice as long as the same trip by car – any substantial solution must find a way to incorporate bus-only lanes on a greater number of LA’s streets.

Bus-only lanes are not a new concept in LA. The original El Monte Busway along the 10 freeway opened in the 1970s. But since then finding the political will to build and maintain high-quality bus lanes has been a halting process. Metro doesn’t have authority over what happens on city streets. The layout of the county, with its many interwoven municipalities, makes coordinating bus lanes along lengthy corridors a daunting challenge.

Take the example of Wilshire, for example. LA’s iconic thoroughfare from downtown Los Angeles to Santa Monica hosts the region’s busiest bus lines, and, on part of its length, it also has bus-only lanes. But the effectiveness of those lanes has been hindered by the refusal of specific cities and neighborhoods to allow transit-only lanes in their communities.

The lanes stop abruptly in Beverly Hills, Westwood, and Santa Monica, leaving buses stuck in some of the county’s worst traffic, and potentially wiping out the increased speed that they could be achieving by traveling in dedicated lanes. As one of the county’s largest distributors of tax revenue, Metro needs to be willing to use the substantial leverage it has at its disposal to encourage cities to accept bus-only lanes.

Design also plays a major role in the success of a bus-only lane. Using Wilshire again as an example, buses occupy the rightmost traffic lane, leading to frequent conflicts with backed up lines of cars turning right. In general, bus-only lanes should seek to separate buses from the movements of single occupancy vehicles as much as possible. On mixed traffic roads, that means giving buses the center lanes, allowing them to avoid delays. Having center-running bus lanes requires a greater commitment from Metro and the cities, as it necessitates providing some space for passengers to get on and off the bus safely on a platform in the center of the street. But this type of investment is what should be considered normal on LA’s most heavily traveled transit corridors – which are also the ones that experience the most significant traffic delay.

Design and corridor choice are only part of the battle for high-quality bus-only lanes. The continued effectiveness of these lanes relies on active management by Metro, largely boiling down to the enforcement that accompanies them. People driving single occupancy vehicles, as CEO Phil Washington noted on his way to a recent Dodgers game, can often be found in bus-only lanes, leading to traffic jams that negate the investment and scare riders away.

Transit-only lanes need to be clearly marked, and an expectation should be set that only authorized vehicles will be allowed to use the lanes. This type of enforcement, which focuses on improving the speed of a bus ride rather than on monitoring riders, should be a greater point of emphasis in Metro’s bus system.

Expanding bus lanes has never been an easy proposition. But the breadth of the responsibility that Los Angeles voters have placed in Metro’s hands, a sweeping mandate to expand transit use, reduce traffic, and improve the sustainability of our region, demands difficult action be taken. It is time for the LA Region to get serious about bus lanes.

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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.