Hermosa Beach City Council
July 22, 2025

City of Hermosa Beach | Page 3 of 10
Meeting Date Description Votes
June 9, 2015 Approval of participation in Beach Cities
Transit (BCT) Line 109 two-year
agreement.

All Ayes (5-0)
(Tucker, Barragan, Petty,
Fangary, DiVirgilio)
June 15, 2017 Approval of participation in Beach Cities Transit (BCT) Line 109 two-year
agreement.

All Ayes (5-0)
(Massey, Duclos, Armato,
Petty, Fangary)
May 28, 2019 Approval of participation in Beach Cities
Transit (BCT) Line 109 one-year
agreement.

All Ayes (5-0)
(Armato, Campbell,
Fangary, Massey, Duclos)
May 26, 2020 Approval of participation in Beach Cities
Transit (BCT) Line 109 one-year
agreement.

All Ayes (5-0)
(Armato, Detoy, Fangary,
Massey, Campbell)
June 22, 2021 Approval of participation in Beach Cities Transit (BCT) Line 109 one-year
agreement.

All Ayes (5-0)
(Jackson, Campbell,
Armato, Detoy, Massey)
June 14, 2022 Approval of participation in Beach Cities Transit (BCT) Line 109 one-year
agreement.

All Ayes (5-0)
(Detoy, Jackson, Armato,
Campbell, Massey)
June 13, 2023 Approval of participation in Beach Cities Transit (BCT) Line 109 one-year
agreement.
(4-0)
Ayes: Jackson, Massey,
Saemann, Detoy

Absent: Francois
May 28, 2024 Approval of participation in Beach Cities
Transit (BCT) Line 109 one-year
agreement.

All Ayes (5-0)
(Massey, Francois,
Saemann, Detoy,
Jackson)
June 10, 2024 Interim City Manager Napolitano pulled
the BCT Line 109 staff report from the
Consent Calendar.

N/A
Analysis:

Since FY19-20, BCT Line 109 operations have been fully funded by Metro’s annual FAP allocations and Proposition A local return funds. Cost sharing funds were not needed from the partner Cities for the last 6 fiscal years from FY 2019–20 to FY 2024–25.

City of Hermosa Beach | Page 4 of 10
As part of the terms of the previous service agreements, the City received quarterly reporting on high-level metrics including total passengers carried, total revenue hours operated, total revenue miles operated, and total operating expenses of Line 109 (Attachment 3). Staff use the reports to generate data visualizations and create additional performance measures to better identify trends and track key performance indicators (KPI) for Line 109 (Attachment 4).

Over the past few weeks, staff have been reviewing these performance metrics and meeting with BCT staff to review how this data is collected and reported. This included meeting with BCT’s contracted operator, Transportation Concepts. During these meetings staff learned more about how their performance metrics are measured and tracked including on-time performance, missed trips, boardings and alightings, etc. During the meetings with BCT and Transportation Concepts staff, it was made clear that most of the reporting provided is done via manual processes and not from automated systems.

There are three KPIs that are critical for accessing the quality of fixed-route service delivery including, on-time performance, missed trips, and boardings and alightings.

On-Time Performance
The industry standard for calculating on-time performance is to count the number of buses that reach a timepoint early, late, or on-time according to the schedule and on-time performance parameters. The parameter for a bus being considered early to a timepoint is usually 1 minute or greater from the scheduled time. For the late parameter, it is generally considered late if the bus arrives 5 minutes or more after the scheduled time.

This is true for the majority of transit agencies nationwide and at Los Angeles Department of Transportation (LADOT) that operates Line 438 and Torrance Transit that operates Line 13 within Hermosa Beach. However, BCT uses a different calculation to determine on-time performance.

BCT through their contracted service provider, Transportation Concepts, determines ontime performance by measuring the total scheduled time of the entire trip versus the actual time the bus took to travel the entirety of Line 109. If the bus meets the scheduled run time and is not early or more than 5 minutes late, the trip is considered on-time and reflected in the monthly “Fixed Route – On Time Performance” reports submitted by Transportation Concepts to BCT (Attachment 5). Using BCT’s methodology for calculating on-time performance in FY 24–25, they reported their Line 109 buses were on-time 91.40% of the time. For comparison, LADOT Line 438 from FY 21–22 to FY 24– 25 had an overall route on-time performance of 79.40% and Torrance Transit Line 13 had an overall on-time performance of 75.85% using the industry standard for calculating ontime performance.

City of Hermosa Beach | Page 5 of 10
Missed Trips
Missed trips occur when a transit agency cancels a trip which occurs for a variety of reasons including bus breakdowns, operator shortages, accidents or incidents, etc.

Transit agencies try to keep the number of missed trips to a minimum because it directly affects the quality of service provided, especially on routes with long headways like BCT Line 109. Reporting from BCT Line 109 generally shows between 0 and 3 missed trips per month with over 1,000 scheduled trips per month.

Staff recently worked with California Integrated Travel Project (Cal-ITP), a division within the California Department of Transportation (Caltrans) to pull publicly available data through their transit tracking dashboard. Cal-ITP tracks all transit agency real-time feeds in California using the general transit feed specification (GTFS) and provides feedback on transit agency data feed quality. The GTFS data in conjunction with the real-time positioning data from vehicles is what tells a person when their bus will arrive on Google Maps, Transit App, etc. It is imperative that GTFS data be of the highest quality since this is how people plan their transit trips using apps. The data pulled with the assistance of Cal-ITP staff shows BCT Line 109 trip update data which may indicate schedule inaccuracies, missed trips, or hardware failures from January 2023 – October 2024 (Attachment 6). The average trip updates completed during this time were 87.86% northbound and 88.31% southbound. This is an indication that there may be issues with the GTFS schedule, hardware issues, or the vehicles did not report correctly because they were not in service.

Boardings & Alightings
Transit agencies are required to track the number of passengers that board and alight buses as part of their mandated National Transit Database (NTD) reporting requirements that also directly tie into the Metro FAP funding. This can be done using a variety of methodologies. However, the most common and data-driven approach is to utilize automated passenger counters (APC) which track when a person has boarded or alighted the bus and where that occurred. This allows for data-driven transit planning based on where passengers are boarding and alighting. This is common amongst most transit agencies and the methodology used by both LADOT Line 438 and Torrance Transit Line

13. However, BCT utilizes a different methodology to determine passenger counts. BCT through their contracted operator, Transportation Concepts, have their operators manually track the number of passengers picked up per trip and reconcile that with the daily farebox transactions to determine the number of passengers carried daily across the entirety of the route. Additionally, BCT utilizes an NTD approved random sampling methodology at bus stops every three years to determine passenger miles traveled and where passengers boarded and alighted since they do not have APCs on their vehicles.

City of Hermosa Beach | Page 6 of 10
Staff were not able to get actual boarding and alighting data for bus stops within Hermosa Beach from BCT. Staff was able to get boarding and alighting data from both LADOT Line 438 and Torrance Transit Line 13 since they utilize APCs on their vehicles.

From FY 21–22 to FY 23–24, there were a total of 16,733 unlinked passenger trips (UPT) with LADOT Line 438 within Hermosa Beach, costing the City on average $9.67 per UPT (Attachment 7). From FY 23–24 to FY 24–25 (through May 2025), there were a total of 122,931 UPT on Torrance Transit Line 13 stops within Hermosa Beach with zero cost to the City since Torrance Transit Line 13 is self-funded through the Metro FAP program.

The City of Redondo Beach completed a Transit Services Study (Attachment 8) that evaluated the fixed route and Dial‐A‐Ride services and provided Zero Bus Emissions recommendations. In relation to the Line 109 services, the study recommended options to improve Line 109 routing, plan for LAX area route changes, and adjust future service hours. The final Transit Services Study was approved by Redondo Beach City Council at its December 19, 2023 meeting. To date, none of the substantial recommended changes in the Transit Study have been made, including route updates, headway changes, etc.

BCT staff has indicated they will be bringing forward a strategic plan to the Redondo Beach City Council to implement possible changes to Line 109 by February 2026.

BCT has outlined the following updates in the Cost Sharing Proposal for FY2526:
 The City of Redondo Beach has onboarded a new Transit Manager and Transit Analyst and is in the process of recruiting a Senior Management Analyst. These additions will enhance capacity to manage and execute transit projects while maintaining BCT operations.
 The transit operations contract is being awarded and is expected to be announced in May 2025. The estimates provided are based on the new award contract.  BCT is looking forward to transitioning from the social media platform “X” to Instagram. This shift aims to improve communication and engagement with the community, which will support BCT goals by increasing public awareness and participation.
 With the new LAX Metro Transit Center opening, Route 109 will have minor adjustments to the route near the transit center. Information to follow once confirmed.

Actual Service Statistics History of BCT Line 109 Chart FY2019-20 FY2020-21 FY2021-22 FY2022-23 FY2023-24
Service Hours 18,881 17,351 20,285 20,292 20,307
Operating Costs $1,262,133 $1,424,736 $1,683,783 $1,528,670 $1,840,266 Fare Revenues $105,265 0 0 $61,952 $100,229
Passenger Trips 143,404 87,239 139,173 140,553 142,877

City of Hermosa Beach | Page 7 of 10
Metro’s annual FAP program for municipal transit operators is based on sales tax receipts, federal NTD reporting, and other data sources. Metro based regional funding estimates decreased for FY2526 by 10% based on several economic forecasts (Attachment 2).

The cost sharing allocations are based on the percentage of average route miles within each participating City. Based on the preliminary FAP funding estimates issued by Metro in March 2025, the City of Redondo Beach estimates FY 25–26 BCT Line 109 operations will experience an estimated shortfall of $620,785.

City Route Miles FY 26 Costs
Redondo Beach 34.95% $216,964
Hermosa Beach 10.89% $67,603
Manhattan Beach 16.05% $99,636
El Segundo 38.11% $236,581
Total 100% $620,785
City of Redondo Beach will use the Prop A local return funds to cover 90% of the shortfall, effectively subsidizing the partner cities' expenses for FY 25–26. However, there is no guarantee that City of Redondo Beach will provide additional subsidies in subsequent years.

On June 3, 2025, the City of Redondo Beach approved a six-year agreement with Transportation Concepts for $29,754,503 with a structural average annual increase of approximately 5% per year to cover operations of BCT:

Fiscal Year
Annual
Budget YoY Change
FY 24–25 $3,564,833
FY 25–26 $4,335,551 21.62%
FY 26–27 $4,597,763 6.05%
FY 27–28 $4,841,696 5.31%
FY 28–29 $5,084,085 5.01%
FY 29–30 $5,319,205 4.62%
FY 30–31 $5,576,203 4.83%

City of Hermosa Beach | Page 8 of 10
$29,754,503
The City of Manhattan Beach approved their $25,326 contribution on June 3, 2025 and City of El Segundo approved their $60,132 contribution on June 18, 2025. The 2024 service agreement with City of Hermosa Beach expired on June 30, 2025. If approved, the new Transit Service Operation Agreement would be effective July 1, 2025 for a oneyear term, expiring on June 30, 2026.

In order for BCT Line 109 to become more self-sufficient and not reliant upon additional funding from the participating cities of Redondo Beach, Hermosa Beach, Manhattan Beach, and El Segundo it must increase productivity and ridership. An increase in key performance metrics including passenger miles traveled, total unlinked passenger trips, revenue hours and miles, etc. will directly lead to an increase in funding from the Metro formula allocation process. In order for BCT Line 109 to get to a level of self-sufficiency, it must develop a work plan that will address updates to routing, increased frequency of bus trips (headway), updates to internal and external technology systems, bus stop improvements, and a communications and outreach campaign to attract riders from around the region.

General Plan Consistency:

This report and associated recommendation have been evaluated for their consistency with the City’s General Plan. Relevant Policies are listed below:

City
Funding
Allocation
%
FY1819
Actual
FY1920 to
FY 25
Actual
FY 26**
Projected
Redondo Beach 34.95% $20,791 $0 $55,304
Hermosa Beach 10.89% $6,460 $0 $17,183
Manhattan Beach 16.05% $9,521 $0 $25,326
El Segundo 38.11% $22,606 $0 $60,132
Total Contribution 100% $59,378 $0 $157,947
Prop A Local
Return $462,838
Net Shortfall $620,785

City of Hermosa Beach | Page 9 of 10
Mobility Element
Goal 1. Complete Streets that serve the diverse functions of mobility, commerce, recreation, and community engagement for all users whether they travel by walking, bicycling, transit, or driving.

Policy:
 1.1 Consider all modes. Require the planning, design, and construction of all modes of travel to create safe, livable, and inviting environments for all users of the system.

Goal 3. Public rights-of-way supporting a multimodal and people-oriented transportation system that provides diversity and flexibility on how users choose to be mobile.

Policy:
 3.4 Access opportunities. Provide enhanced mobility and access opportunities for local transportation and transit services in areas of the city with sufficient density and intensity of uses, mix of appropriate uses, and supportive bicycle and pedestrian network connections that can reduce vehicle trips within the city’s busiest corridors.

Fiscal Impact:

Estimated Expenditures 2025-2026
Estimated Line 109 Costs Estimated Transit Funding
Operations $2,102,803
Fuel $252,329
RTI Capital/Ops $22,500
Total Estimated Cost $2,377,632
Operation/RTI Funding FAP $1,626,847
Fare Revenues $130,000
Total Estimated Revenues $1,756,847
Net Shortfall $620,785
BCT Line 109 Cost Sharing Estimates Discussion for FY 25–26 The total cost for FY 25–26 is estimated at $2,377,632 for the operation of 20,307 projected annual service hours. Cost increases from the prior year are the result of increased fuel expenses, the transit contractor's annual operating increases, and realPage 794 of 3438 City of Hermosa Beach | Page 10 of 10
time information system expenses. Currently, the net shortfall for transit service is estimated at $620,785.

The City of Redondo Beach is requesting a City of Hermosa Beach contribution for FY 25–26 of $17,183. The City contribution for BCT Line 109 is budgeted in the FY 25–26 Adopted Budget using Proposition A Funds as part of the Community Development department budget.

Long-Term BCT Funding
This is the first year since FY 18–19 that BCT has requested funding from participating cities to cover overages in operational expenses outside of what Metro FAP provides.

Additionally, City of Redondo Beach covered 90% of the projected shortfall using Prop A funds in FY 25–26. With Metro’s projected revenue decrease of 10% and programed 5% annual increases in operating expenses through BCT’s contracted operator, there is a high likelihood that annual contributions from BCT will be requested in subsequent years unless there is a substantial increase in ridership and revenue service.

Attachments:

1. Transit Service Operation Agreement for Fiscal Year 2025–2026

2. Line 109 Cost Sharing Proposal FY25-26

3. Beach Cities Transit Quarterly Report Q3 FY2425

4. Beach Cities Transit Data Visualization FY2122 – FY2425

5. Beach Cities Transit Fixed Route – On Time Performance FY 24–25

6. Cal-ITP BCT Line 109 GTFS Quality Feed

7. LADOT Line 438 Commuter Service Performance Metrics FY 21–22 to FY 23–24

8. BCT 2023 Transit Study
Respectfully Submitted by: Ken Bales, Senior Management Analyst Concur: Alison Becker, Community Development Director
Noted for Fiscal Impact: Henry Chao, Finance Manager
Concur: Brandon Walker, Administrative Services Director Legal Review: Todd Leishman, Interim City Attorney
Approved: Steve Napolitano, Interim City Manager

1 TRANSIT SERVICE OPERATION AGREEMENT

BETWEEN THE CITY OF REDONDO BEACH AND

THE CITY OF HERMOSA BEACH
THIS TRANSIT SERVICE OPERATION AGREEMENT (this “Agreement”) is entered into by and between the City of Redondo Beach (“Redondo Beach”), on behalf of Beach Cities Transit (“BCT”), which is a division of Redondo Beach, and the City of Hermosa Beach (“Hermosa Beach”). Redondo Beach and Hermosa Beach are sometimes referred to herein as the “Parties”, and individually as a “Party”.

RECITALS
A. WHEREAS, on July 1, 2006, Redondo Beach and Hermosa Beach entered into that certain Transit Service Operation Agreement (“First Agreement”) to enable BCT Line 109 as described in Attachment A to take over public transportation services for the discontinued Los Angeles County Metropolitan Transportation Authority ("LACMTA”) Line 439 for a two (2) year term.

B. WHEREAS, Redondo Beach and Hermosa Beach subsequently entered into new agreements relating to Line 109 in 2008, 2010, 2011, 2012, 2013, 2015, 2017, 2019, 2020, 2021, 2022, 2023, and 2024 (the "2024 Agreement").

C. WHEREAS, the 2024 Agreement expires on June 30, 2025, and the Parties desire to enter into a new agreement on the terms and conditions set forth below.

NOW THEREFORE, IN CONSIDERATION OF THE MUTUAL PROMISES
CONTAINED HEREIN, THE PARTIES AGREE AS FOLLOWS:

1. TERM
This Agreement shall be effective as of July 1, 2025, and shall have a one (1) year term expiring on June 30, 2026. Hermosa Beach acknowledges that an agreement in similar form to this Agreement or an amendment may be negotiated for continued Line 109 service beyond June 30, 2026. In the event Hermosa Beach intends to renew this Agreement, Hermosa Beach shall notify Redondo Beach of its intent to renew at least 182 days prior to the expiration of this term.

2. SERVICE DESCRIPTION
A. Redondo Beach shall operate Line 109 consistent with the maps shown in Attachment A, which is attached hereto and by this reference incorporated herein ("Line 109" or the "Service").

B. Redondo Beach engage a qualified transportation contractor to provide bus services to Line 109 on the days of the week, service times and days, and frequencies of service equal to or better than that which was operated by BCT immediately prior to the effective date of this Agreement. The service schedules for Line 109, as illustrated in Attachment B is attached hereto and by this reference incorporated herein.

2 C. Redondo Beach may adjust the route and schedule of Line 109; however, any changes or reductions to the Service in excess of 10% of service hours shall be brought to Hermosa Beach in writing for review and comment prior to implementation.

D. Redondo Beach reserves its rights, at its sole discretion, to enter into contracts for Line 109 service with any other provider of its choice at any time without the approval of Hermosa Beach. Redondo Beach shall be responsible for any and all aspects of administration of the service contract, and shall assure that the contract includes provisions pertaining to insurance, age, maintenance and operation of vehicles, driver qualifications and other similar provisions typical of an agreement of that kind.

E. Redondo Beach shall base the percentage of cost for Line 109 on the route service mile calculations, as illustrated in Attachment C, which is attached hereto and by this reference incorporated herein

3. PASSENGER FARES
Redondo Beach may charge fares for the Service consistent with its existing fixed-route service. Redondo Beach will accept interagency transfers with adjacent transit operators and participate in the EZ Pass Program. Redondo Beach shall retain all farebox revenues. BCT Line 109 passenger fare revenues shall be used to offset operation expenses.

4. FUNDING
A. For costs associated with the operation of Line 109, Hermosa Beach shall pay Redondo Beach in accordance with this Section. Hermosa Beach shall not pay Redondo Beach for capital costs nor shall Hermosa Beach provide equipment to operate the Service.

B. FY 2025-2026: Funding from Hermosa Beach shall be $17,183 for fiscal year 2025-2026.

Service operating expenses are incorporated in the service hour rates and include without limitation, driver wages, general administration and overhead, and maintenance costs. The calculation for these estimated costs shall be in accordance with the Management Agreement for the Operation and Maintenance of Beach Cities Transit Fixed Route Transit Between the City of Redondo Beach and Parking Concepts, Inc. dba Transportation Concepts. The estimated revenues shall be based on the LACMTA funding formula and the prior fiscal year’s fare revenues for Line 109.

Real Time Information (“RTI”) system operating expenses include without limitation, capital equipment, passenger/administration interface programs, cellular and internet hosting of RTI services and report management programs.

3 C. Redondo Beach is responsible for all marketing and promotion of the service.

Notwithstanding the foregoing, Hermosa Beach may advertise at its sole expense, but any reference to BCT must be approved in writing by Redondo Beach prior to such reference. Only the BCT logo may be used to advertise or market the service.

D. On a quarterly basis, BCT will meet with Hermosa Beach to develop additional marketing strategies directed towards increasing BCT Line 109 ridership.

Hermosa Beach shall provide assistance for public outreach and information to target Hermosa Beach residents and non-resident community members.

5. REPORTING/INVOICING
A. Redondo Beach shall report to Hermosa Beach on a quarterly basis, all of the following data for the Line 109 Service:
(1) Passengers carried
(2) Revenue hours operated
(3) Revenue miles operated
(4) Total operating costs, including service operating expenses and RTI capital and operating expenses
B. Redondo Beach shall submit said report to the Hermosa Beach City Manager in writing within forty-five (45) days after the end of each reporting quarter.

C. Redondo Beach shall submit quarterly reports to the Hermosa Beach City Manager.

D. Redondo Beach shall incorporate Line 109 data into its Federal Transit Administration’s National Transit Data (NTD) annual report for the entire BCT fixed route transportation system. Redondo Beach shall provide to Hermosa Beach annual NTD random sampling data which provides the statistics to estimate the number of passengers boarding and alighting by stop in Hermosa Beach, and the total estimated Hermosa Beach passengers. Redondo Beach shall be responsible for any and all aspects of administration of the service contract, and shall include provisions pertaining to insurance.

E. Hermosa Beach retains the right to audit the BCT’s records of Line 109 Service, and to periodically monitor the Service.

F. Redondo Beach shall schedule quarterly joint meetings with the partnering cities of El Segundo, Hermosa Beach, and Manhattan Beach. Redondo Beach will provide a quarterly update of Line 109 services, and discuss coordinated marketing and public outreach efforts and operating and financing issues that affect BCT services.

6. INSPECTION OF RECORDS
BCT records relevant to this Agreement shall be available for inspection by Hermosa Beach at all reasonable times for a period of at least three (3) years for each year or after the expiration date, whichever comes first.

4 7. NON-DISCRIMINATION
No person shall on the grounds of race, color, religion, national origin, ancestry, age, sex, gender, gender identity, gender expression, age, sexual orientation, marital status, genetic information, physical or mental disability, military or veteran status, or any other protected classification under applicable federal or state law, be excluded from participation in, or be subject to discrimination in the operation of the Line 109 Service.

8. COORDINATION
A. Redondo Beach shall coordinate its BCT services, to the extent practical, so that passengers transferring between transit operators will have minimal waiting times.

This coordination will require transit agencies to communicate with each other as many weeks as possible in advance of any planned schedule change to the services that may affect passenger transfers.

B. The Hermosa Beach Project Manager for this project shall be the City Manager or his/her designee. The BCT coordinator for this project shall be the Community Services Director or his/her designee.

9. WAIVER OF BREACH
The waiver of each Party of any breach of any provision of this Agreement shall not operate or be construed as a waiver of any subsequent breach of that same or any other provision.

10. NOTICES
A. All notices, requests, demands, or other communications under this Agreement shall be in writing. Notice shall be given as follows:
(1) Personal Delivery. Personally delivered to the recipient. Notice is effective on delivery.
(2) First Class Mail. First class to the last address of the recipient known to the Party giving notice. Notice is effective three mail delivery days after deposit in a United States Postal Service office or mailbox.
(3) Certified Mail. Certified mail with return receipt requested. Notice is effective on receipt, if delivery is confirmed by a return receipt. (4) Overnight Delivery. Delivered by an overnight delivery service, charges prepaid or charged to the sender’s account. Notice is effective on delivery, if delivery is confirmed by the delivery service.
(5) Email. Sent by email to the last email address of the recipient known to the Party giving notice. Notice is effective upon receipt.

Any notice given by email shall be deemed received on the next

5 business day if it is received after 5:00 p.m. (recipient’s time) or on a non-business day.

Addresses for purpose of giving notice shall be as follows:

Beach Cities Transit: City of Redondo Beach
Transit Manager
Attention: Line 109
415 Diamond Street
Redondo Beach, CA 90277
Email: [email protected]
With a copy to: City of Redondo Beach
The City Clerk’s Office
415 Diamond Street
Redondo Beach, CA 90277-2836
Email: [email protected]
City of Hermosa Beach: City of Hermosa Beach
Community Development Director
1315 Valley Drive
Hermosa Beach, CA 90254-3885
Attention: Alison Becker
Email: [email protected]
With a copy to: City Clerk
City of Hermosa Beach
1315 Valley Drive
Hermosa Beach, CA 90254-3885
Email: [email protected]
B. Any correctly addressed notice that is refused, unclaimed, or undeliverable because of an act or omission of the Party to be notified, shall be deemed effective as of the first date the notice was refused, unclaimed or deemed undeliverable by the postal authorities, messenger or overnight delivery service.

C. Either Party may change its address or email by giving the other Party written notice of the change.

11. SEVERABILITY
Should any part, term or provision of this Agreement or any document required herein to be executed be declared invalid, void or unenforceable, all remaining parts, terms

6 and provisions hereof shall remain in full force and effect and shall in no way be invalidated, impaired or affected thereby.

12. INTEGRATION; AMENDMENT
This Agreement represents the entire understanding of Hermosa Beach and Redondo Beach as to those matters contained in it. No prior oral or written understanding shall be of any force or effect with respect to the subject matter hereof. This Agreement may not be modified or altered except by written amendment executed by both Parties.

13. INTERPRETATION
The terms of this Agreement should be construed in accordance with the meaning of the language used and should not be construed for or against either Party by reason of the authorship of this Agreement or any other rule of construction that might otherwise apply.

14. GOVERNING LAW; JURISDICTION
This Agreement will be administered and interpreted under the laws of the State of California. Jurisdiction of any litigation arising from this Agreement will be in Los Angeles County, California.

15. COMPLIANCE WITH STATUTES AND REGULATIONS
BCT will be knowledgeable of and will comply with all applicable federal, state, county and city statutes, rules, regulations, ordinances and orders.

16. NON-LIABILITY OF CITIES
No officer or employee of either city shall be personally liable to the other, in the event of any default or breach thereunder.

17. INDEMNIFICATION
To the fullest extent permitted by law, each Party hereby agrees to defend, protect, indemnify and hold harmless the other Party, its elected and appointed officials, officers, employees, contractors, volunteers, agents, and members of boards and commissions from and against any and all loss, damages, costs, expenses, liabilities, claims, demands, causes of action, proceedings, and judgments, including reasonable attorney’s fees, expert fees and costs of suit arising directly or indirectly from or in any manner related to or in connection with or caused by the performance or failure of the Party, its agents, contractors or employees to perform the services required of the Party under the terms of this Agreement.

18. AUTHORITY
Each Party warrants that the individuals who have signed this Agreement have the legal power, right and authority to enter into and execute this Agreement on behalf of each respective Party.

SIGNATURES FOLLOW ON NEXT PAGE

7 IN WITNESS WHEREOF, the Parties have executed this Agreement in Redondo Beach, California, as of this ____ day of ________, 2025.

CITY OF REDONDO BEACH CITY OF HERMOSA BEACH
By: ______________________________ By: ______________________________ James A. Light, Mayor Robert Saemann, Mayor

APPROVED AS TO FORM: APPROVED AS TO FORM:
______________________________ ______________________________ Joy A. Ford, City Attorney, Todd Leishman, Interim City Attorney ATTEST: ATTEST:
______________________________ ______________________________ Eleanor Manzano, City Clerk Myra Maravilla, City Clerk

8 Attachment A: Line 109 Map

9 Attachment B: BCT Line 109 Time Schedule

10 Attachment C
Beach Cities Transit Line 109
Route Service Mile Calculations by City
Route Miles NB Miles SB Miles Average
Miles Per
City
Allocation
Formula %
Redondo Beach & Los Angeles 5.3 6.9 6.1 34.95%
Hermosa Beach 2.2 1.6 1.90 10.89%
Manhattan Beach 3.4 2.2 2.8 16.05%
El Segundo 7.7 5.6 6.65 38.11%
Total Miles 18.6 16.3 17.45 100.00%

BCT Line 109
Cost Sharing Proposal: Fiscal Year 2025-2026
April 2025
Service
Overview
Updates
Beach Cities Transit (BCT) operates Line 109 route with agency partners, including Redondo Beach, Hermosa Beach, Manhattan Beach and El Segundo. The partner agencies have shared operating costs for Line 109.

Since FY 2019-20, BCT Line 109 operations have been fully-funded by the City’s annual Transit Formula Procedure funding (FAP) allocations and Proposition A Local Return Funds.

Cost sharing funds were not needed from the partner Cities for FY 2019-20, FY 2020-21, FY 2021-22, FY 2022-23, FY 2023-24 and FY 2024-25.

BCT transit ridership continues to be in recovery, and BCT is approximately 80% of preCOVID-19 pandemic levels, consistent with regional and national transit providers. Other transit enhancements such as the Real-Time Information (Google Maps, Transit App, Moovit, etc.) and TAP cards continue to give passengers a seamless ride on BCT and other regional transit systems.

1. The City of Redondo Beach has onboarded a new Transit Manager and Transit Analyst, and is in the process of recruiting a Senior Management Analyst. These additions will enhance our capacity to manage and execute transit projects while maintaining BCT operations.

2. The transit operations contract is being awarded and is expected to be announced in May 2025. The estimates provided are based on the new award contract.

3. BCT is looking forward to transitioning from the social media platform “X” to Instagram. This shift aims to improve communication and engagement with the community, which will support BCT goals by increasing public awareness and participation.

4. With the new LAX Metro Transit Center opening, Route 109 will have minor adjustments to the route near the transit center. Information to follow once confirmed.

April 2025 BCT Line 109 Cost Sharing Estimates

Statistics
Actual Service Statistics History of BCT Line 109 Chart FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24
Service Hours 18,881 17,351 20,285 20,292 20,307
Operating Cost $1,262,133 $1,424,736 $1,683,783 $1,528,670 $1,840,266 Fare Revenues $105,265 0 0 $61,952 $100,229
Passenger Trips 143,404 87,239 139,173 140,553 142,877
Transit
Funding
Cost Sharing
Allocation
Estimates
2025-2026
Estimated
Expenditure
Cost
Estimates
Fiscal Year
2025-2026
Los Angeles Metro’s annual Transit Formula Allocations Procedure program (FAP) to municipal transit operators is based on sales tax revenue receipts. Metro based Regional Funding estimates decrease for FY 2025-26 by 10% based on several economic forecasts.

The Cost Sharing Allocations are based on the percent of average route miles within each City. Redondo Beach will pay more than the other Cities’ allocated percentage, in order to cover increased costs that exceed estimates. Since the pandemic, this year will be the first year City of Redondo Beach will ask our partner cities to contribute to the cost sharing allocation.

Based on the preliminary FAP fund marks issued by Metro in March 2025, the City estimates FY 2025-26 BCT Line 109 operations will experience a shortfall of an estimated $620,785.

The expenses included in the cost sharing estimates for BCT Line 109 are the operating expenses incurred by the transit contractor, fuel expenses and Real-Time Information (RTI). The funding sources for these expenditures are based on the FAP and fare revenues.

Estimated Expenditures 2025-2026
Estimated Line 109 Costs Estimated Transit Funding
Operations $2,102,803
Fuel $252,329
RTI Capital/Ops $22,500
Total EstimatedCost $2,377,632
Operation/RTI Funding FAP $1,626,847
Fare Revenues $130,000
Total Estimated Revenues $1,756,847
Net Shortfall $620,785
The total cost for FY 2025-26 is estimated at $2,377,632 for the operation of 20,307 projected annual service hours. Cost increases from the prior year are the result of increased fuel expenses, the transit contractor's annual operating increases, and realtime information system expenses. Since FY26 will be the first year asking partner cities to contribute to Line 109, the formula used to calculate the cost estimates is based on a 15% year-over-year increase from the last agreement paid to the City of Redondo Beach.

April 2025 BCT Line 109 Cost Sharing Estimates

The chart below summarizes the cost breakdown by route miles allocated to each city using the total net shortfall multiplied by route miles.

City Route Miles FY26 Costs
Redondo Beach 34.95% $216,964
Hermosa Beach 10.89% $67,603
Manhattan Beach 16.05% $99,636
El Segundo 38.11% $236,581
Total 100% $620,785
Redondo Beach will use the Prop A local return to cover 90% of the shortfall, effectively subsidizing the partner cities' expenses in the short term. Looking ahead, however, the current political climate introduces uncertainty regarding long-term funding. Therefore, to ensure the continued operation of Line 109, which is shared between Hermosa Beach, El Segundo, and Manhattan Beach, adjustments to the cost-sharing agreement will be necessary, and contributions from Beach Cities Transit's (BCT) partner cities will increase in subsequent years to cover ongoing operational costs.

Cost Estimates History Chart
City
Investment
%
FY 2018-
19 Actual
FY 2019-
20 Actual
FY 2020-21*
FY 2021-22*
Actual
FY 2022-23**
FY 2024-25**
Actual
FY 2025-
26**
Projected
Redondo
Beach

34.95% $20,791 $0 $0 $0 $55,304
Hermosa
Beach

10.89% $6,460 $0 $0 $0 $17,183
Manhattan
Beach

16.05% $9,521 $0 $0 $0 $25,326
El Segundo 38.11% $22,606 $0 $0 $0 $60,132
Total
Contribution
100% $59,378 $0 $0 $0 $157,947
Prop A Local
Return
$462,838
Net Shortfall $620,785
*COVID Pandemic Year
**Post-COVID Pandemic Year

Community Services Department
1922 Artesia Boulevard
Redondo Beach CA 90278
June 6, 2025
Ken Bales, MPA
Senior Management Analyst
City of Hermosa Beach
1315 Valley Drive
Hermosa Beach, CA 90254
RE: FY 2024-25 Q3 REPORT FOR BCT LINE 109 SERVICE
Dear Ken Bales:

Enclosed please find the following documents for Q3 of FY 2024-25 for BCT Line 109 Service:
• There is no funding due for FY 25 per the terms of the Transit Service Operation Agreement between the City of Redondo Beach and the City of Hermosa Beach • Quarterly report of operating statistics FY 25
• Ridership Trends for Line 109
Per the reporting requirements of the Transit Service Operation Agreement, the Quarterly Report contains the following statistical information:
• Passengers Carried
• Total Revenue Hours Operated
• Total Revenue Miles Operated
• Total Operating Expenses
If you have any questions, please contact me, Tyron Gunn at (310) 697-3358, or e-mail [email protected] . Thank you for being a BCT partner.

Sincerely,
Tyron Gunn
Transit Manager
Enclosures
cc: Elizabeth Hause, Community Services Director
Tyron Gunn, Transit Manager
Brian Magumcia, Transit Analyst
Suja Lowenthal, City Manager, City of Hermosa Beach
Tel: 310.318.0610
Redondo.org

BCT LINE 109 SERVICE
Quarterly Report
FY 2024-25
BCT LINE 109 SERVICE 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter July-Sept Oct-Dec Jan-Mar Apr-June TOTAL
PASSENGERS CARRIED 41,411 35,174 31,973 - 108,558
TOTAL VEHICLE REVENUE HOURS 5,171.86 5,021.87 4,990.23 - 15,183.96 TOTAL VEHICLE REVENUE MILES 67,557 66,189 60,680 - 194,426 TOTAL OPERATING EXPENSES * $475,958 $469,264 $508,614 $0 $1,453,836 * OP= operating invoices + fuel cost

RIDERSHIP TRENDS
LINE 109 RIDERSHIP TRENDS
FY FY FY FY FY % Δ FY % Δ
19-20 20-21 21-22 22-23 23-24 22-23 vs. 23-24 24-25 23-24 vs 24-25 JULY 17,863 6,143 11,386 13,862 12,355 -11% 14,332 16%
AUGUST 17,405 6,346 11,627 15,590 13,344 -14% 13,787 3% SEPTEMBER 15,921 6,246 11,395 14,041 11,984 -15% 13,292 11% OCTOBER 16,962 6,619 11,636 13,181 12,956 -2% 12,749 -2% NOVEMBER 14,119 6,147 11,098 10,675 11,791 10% 11,399 -3% DECEMBER 12,768 5,952 9,358 9,810 11,062 13% 11,023 0%
JANUARY 14,384 5,817 10,309 9,405 11,191 19% 11,209 0%
FEBRUARY 14,058 6,750 10,607 8,963 9,712 8% 10,056 4%
MARCH 8,725 8,339 12,631 10,850 11,771 8% 10,708 -9%
APRIL 2,607 8,993 12,305 10,416 12,321 18% 11,012 -11%
MAY 3,708 9,215 12,957 11,657 12,298 5% - -100%
JUNE 4,884 10,672 13,864 12,103 12,092 0% - -100%
TOTAL 143,404 87,239 139,173 140,553 142,877 1.7% 119,567 -16.3% Note: Bus ridership levels slowly improving, however, still lower than prepandemic levels.

Power BI Desktop
Vehicle Revenue Hours & Vehicle Revenue Miles
0K
50K
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
FY2122 FY2223 FY2324 FY2425
5,139 5,051 5,004 5,091 5,138 6,473 5,021 5,096 5,124 5,034 5,052 5,097 5,172 5,022 4,990 63,668 62,628 62,070 63,202 63,368 61,081 62,515 61,979 62,361 61,228 63,313 61,879 67,557 66,189
60,680
Total Vehicle Revenue Hours Total Vehicle Revenue Miles Operating Expenses
$0.4M
$0.5M
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
FY2122 FY2223 FY2324 FY2425
$415,677
$508,614
$414,108
$446,390
$466,649
$454,824
$469,264
$443,160
$459,509
$475,958
$440,324
$428,399
$457,998
$415,172 $460,794
Passengers per Revenue Hour (Productivity)
6 8
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
FY2122 FY2223 FY2324 FY2425

6.88 6.69

6.41 8.46

5.20 7.35

8.01 6.35 6.47

7.68 6.71

7.11 7.20 7.00

6.70 5.82
Boardings by Fiscal Year Quarter
0K
20K
40K
FY2122 Q1 FY2122 Q2 FY2122 Q3 FY2122 Q4 FY2223 Q1 FY2223 Q2 FY2223 Q3 FY2223 Q4 FY2324 Q1 FY2324 Q2 FY2324 Q3 FY2324 Q4 FY2425 Q1 FY2425 Q2 FY2425 Q3 34,408 35,411 32,092 33,547
39,126
43,493
33,666
29,218
34,176 37,683 35,809 32,674
36,711
41,411
35,171 31,973
Beach Cities Transit Line 109 - Quarterly Service Metrics Cost per Passenger
$10
$12
$14
$16
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
FY2122 FY2223 FY2324 FY2425
$12.85
$12.08
$15.91
$10.26
$15.73
$11.49
$12.38
$14.02
$12.90
$10.95
$13.08 $12.97 $12.87
$12.39
$13.34
$12.38

Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time
Monday 7/1 43 43 3 93.02% 7/1 40 40 4 90.00%
Tuesday 7/2 43 43 3 93.02% 7/2 40 40 4 90.00%
Wednesday 7/3 43 43 2 95.35% 7/3 40 40 4 90.00%
Thursday 7/4 36 36 0 100.00% 7/4 30 30 5 83.33%
Friday 7/5 43 43 2 95.35% 7/5 40 40 4 90.00%
Saturday 7/6 36 36 1 97.22% 7/6 30 30 2 93.33%
Sunday 7/7 23 23 0 100.00% 7/7 30 30 1 96.67%
Monday 7/8 43 43 2 95.35% 7/8 40 40 4 90.00%
Tuesday 7/9 43 43 2 95.35% 7/9 40 40 5 87.50%
Wednesday 7/10 43 43 3 93.02% 7/10 40 40 5 87.50%
Thursday 7/11 43 43 2 95.35% 7/11 40 39 1 4 87.50%
Friday 7/12 43 43 3 93.02% 7/12 40 40 5 87.50%
Saturday 7/13 36 36 1 97.22% 7/13 30 30 2 93.33%
Sunday 7/14 23 23 0 100.00% 7/14 30 30 1 96.67%
Monday 7/15 43 43 2 95.35% 7/15 40 40 4 90.00%
Tuesday 7/16 43 43 2 95.35% 7/16 40 40 4 90.00%
Wednesday 7/17 43 43 2 95.35% 7/17 40 40 5 87.50%
Thursday 7/18 43 43 3 93.02% 7/18 40 40 5 87.50%
Friday 7/19 43 43 2 95.35% 7/19 40 40 3 92.50%
Saturday 7/20 36 36 2 94.44% 7/20 30 30 2 93.33%
Sunday 7/21 23 23 0 100.00% 7/21 30 30 1 96.67%
Monday 7/22 43 43 3 93.02% 7/22 40 40 3 92.50%
Tuesday 7/23 43 43 3 93.02% 7/23 40 40 4 90.00%
Wednesday 7/24 43 43 2 95.35% 7/24 40 40 4 90.00%
Thursday 7/25 43 43 2 95.35% 7/25 40 40 3 92.50%
Friday 7/26 43 43 2 95.35% 7/26 40 40 3 92.50%
Saturday 7/27 43 43 1 97.67% 7/27 30 30 2 93.33%
Sunday 7/28 43 43 0 100.00% 7/28 30 30 2 93.33%
Monday 7/29 43 42 1 2 93.02% 7/29 40 40 4 90.00%
Tuesday 7/30 43 43 2 95.35% 7/30 40 40 4 90.00%
Wednesday 7/31 43 43 2 95.35% 7/31 40 40 4 90.00%
982 981 1 42 95.62% Weekday 910 909 1 94 89.56%
151 151 0 5 96.69% Total (Sat) 120 120 0 8 93.33%
112 112 0 0 100.00% Total (Sun) 120 120 0 5 95.83%
1,245 1,244 1 47 96.14% Grand Total 1,150 1,149 1 107 90.61% Total #
Trips
Scheduled
Total #
Trips
Completed
Trips
Missed
Trips
Late % On -Time
1,892 1,890 2 136 92.71%
271 271 0 13 95.20%
232 232 0 5 97.84%
2,395 2,393 2 154 93.49%

FIXED ROUTE - ON TIME PERFORMANCE
102 LINE - 49/36/23 trips (No School 43)
Weekday
Total (Sat)
Total (Sun)
July 2024
109 LINE - 40/30 trips
Grand Total
Weekday
Total (Sat)
Total (Sun)
Grand Total
Date
FR-5

Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time Date # TripsScheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time
Thursday 8/1 43 43 2 95.35% 8/1 40 40 4 90.00%
Friday 8/2 43 43 2 95.35% 8/2 40 40 4 90.00%
Saturday 8/3 36 36 3 91.67% 8/3 30 30 2 93.33%
Sunday 8/4 23 23 2 91.30% 8/4 30 30 2 93.33%
Monday 8/5 43 43 0 100.00% 8/5 40 40 4 90.00%
Tuesday 8/6 43 43 3 93.02% 8/6 40 40 4 90.00%
Wednesday 8/7 43 43 3 93.02% 8/7 40 40 4 90.00%
Thursday 8/8 43 43 3 93.02% 8/8 40 40 3 92.50%
Friday 8/9 43 43 2 95.35% 8/9 40 40 4 90.00%
Saturday 8/10 36 36 2 94.44% 8/10 30 30 2 93.33%
Sunday 8/11 23 23 2 91.30% 8/11 30 30 1 96.67%
Monday 8/12 43 43 3 93.02% 8/12 40 40 5 87.50%
Tuesday 8/13 43 43 3 93.02% 8/13 40 40 5 87.50%
Wednesday 8/14 43 43 2 95.35% 8/14 40 40 5 87.50%
Thursday 8/15 43 43 2 95.35% 8/15 40 40 5 87.50%
Friday 8/16 43 43 3 93.02% 8/16 40 40 4 90.00%
Saturday 8/17 36 36 1 97.22% 8/17 30 30 2 93.33%
Sunday 8/18 23 23 0 100.00% 8/18 30 30 1 96.67%
Monday 8/19 43 43 3 93.02% 8/19 40 40 5 87.50%
Tuesday 8/20 43 43 3 93.02% 8/20 40 40 5 87.50%
Wednesday 8/21 49 49 3 93.88% 8/21 40 40 3 92.50%
Thursday 8/22 49 49 3 93.88% 8/22 40 39 1 5 85.00%
Friday 8/23 49 49 3 93.88% 8/23 40 40 5 87.50%
Saturday 8/24 36 36 1 97.22% 8/24 30 30 3 90.00%
Sunday 8/25 23 23 0 100.00% 8/25 30 30 1 96.67%
Monday 8/26 49 49 3 93.88% 8/26 40 40 4 90.00%
Tuesday 8/27 49 49 3 93.88% 8/27 40 39 1 4 87.50%
Wednesday 8/28 49 49 2 95.92% 8/28 40 40 2 95.00%
Thursday 8/29 49 49 2 95.92% 8/29 40 40 4 90.00%
Friday 8/30 49 49 2 95.92% 8/30 40 40 4 90.00%
Saturday 8/31 36 36 0 100.00% 8/31 30 30 2 93.33%
994 994 0 43 95.67% Weekday 880 878 2 92 89.32%
180 180 0 7 96.11% Total (Sat) 150 150 0 11 92.67%
92 92 0 4 95.65% Total (Sun) 120 120 0 5 95.83%
1,266 1,266 0 54 95.73% Grand Total 1,150 1,148 2 108 90.43% Total #
Trips
Scheduled
Total #
Trips
Completed
Trips
Missed
Trips
Late % On -Time
1,874 1,872 2 135 92.69%
330 330 0 18 94.55%
212 212 0 9 95.75%
2,416 2,414 2 162 93.21%

FIXED ROUTE - ON TIME PERFORMANCE
102 LINE - 49/36/23 trips (No School 43)
Weekday
Total (Sat)
Total (Sun)
August 2024
109 LINE - 40/30 trips
Grand Total
Weekday
Total (Sat)
Total (Sun)
Grand Total
Date
FR-5

Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time
Sunday 9/1 23 23 1 95.65% 9/1 30 30 2 93.33%
Monday 9/2 36 36 3 91.67% 9/2 30 30 4 86.67%
Tuesday 9/3 49 49 3 93.88% 9/3 40 40 4 90.00%
Wednesday 9/4 49 49 2 95.92% 9/4 40 40 4 90.00%
Thursday 9/5 49 49 3 93.88% 9/5 40 40 5 87.50%
Friday 9/6 49 49 3 93.88% 9/6 40 40 4 90.00%
Saturday 9/7 36 36 1 97.22% 9/7 30 30 2 93.33%
Sunday 9/8 23 23 0 100.00% 9/8 30 30 1 96.67%
Monday 9/9 49 49 2 95.92% 9/9 40 40 4 90.00%
Tuesday 9/10 49 49 2 95.92% 9/10 40 40 4 90.00%
Wednesday 9/11 49 49 2 95.92% 9/11 40 39 1 4 87.50%
Thursday 9/12 49 49 2 95.92% 9/12 40 40 5 87.50%
Friday 9/13 49 49 2 95.92% 9/13 40 40 5 87.50%
Saturday 9/14 36 36 2 94.44% 9/14 30 30 1 96.67%
Sunday 9/15 23 23 1 95.65% 9/15 30 30 1 96.67%
Monday 9/16 49 49 3 93.88% 9/16 40 40 5 87.50%
Tuesday 9/17 49 49 3 93.88% 9/17 40 40 5 87.50%
Wednesday 9/18 49 49 3 93.88% 9/18 40 40 5 87.50%
Thursday 9/19 49 49 2 95.92% 9/19 40 40 4 90.00%
Friday 9/20 49 49 2 95.92% 9/20 40 40 4 90.00%
Saturday 9/21 36 36 1 97.22% 9/21 30 30 2 93.33%
Sunday 9/22 23 23 0 100.00% 9/22 30 30 1 96.67%
Monday 9/23 49 49 3 93.88% 9/23 40 40 5 87.50%
Tuesday 9/24 49 49 3 93.88% 9/24 40 40 4 90.00%
Wednesday 9/25 49 49 1 97.96% 9/25 40 40 4 90.00%
Thursday 9/26 49 49 1 97.96% 9/26 40 40 4 90.00%
Friday 9/27 49 49 2 95.92% 9/27 40 40 4 90.00%
Saturday 9/28 36 36 2 94.44% 9/28 30 30 2 93.33%
Sunday 9/29 23 23 0 100.00% 9/29 30 30 1 96.67%
Monday 9/30 49 49 2 95.92% 9/30 40 40 4 90.00%
Tuesday 10/1 0 0 #DIV/0! 10/1 0 #DIV/0!
1,016 1,016 0 40 96.06% Weekday 830 829 1 91 88.92%
144 144 0 6 95.83% Total (Sat) 120 120 0 7 94.17%
115 115 0 2 98.26% Total (Sun) 150 150 0 6 96.00%
1,275 1,275 0 48 96.24% Grand Total 1,100 1,099 1 104 90.45% Total #
Trips
Scheduled
Total #
Trips
Completed
Trips
Missed
Trips
Late % On -Time
1,846 1,845 1 131 92.85%
264 264 0 13 95.08%
265 265 0 8 96.98%
2,375 2,374 1 152 93.56%

FIXED ROUTE - ON TIME PERFORMANCE
102 LINE - 49/36/23 trips (No School 43)
Weekday
Total (Sat)
Total (Sun)
September 2024
109 LINE - 40/30 trips
Grand Total
Weekday
Total (Sat)
Total (Sun)
Grand Total
Date
FR-5

Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time Date # TripsScheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time
Tuesday 10/1 23 23 1 95.65% 10/1 40 40 4 90.00%
Wednesday 10/2 36 36 3 91.67% 10/2 40 39 1 4 87.50%
Thursday 10/3 43 43 2 95.35% 10/3 40 40 4 90.00%
Friday 10/4 43 43 2 95.35% 10/4 40 40 4 90.00%
Saturday 10/5 36 36 1 97.22% 10/5 30 30 2 93.33%
Sunday 10/6 23 23 0 100.00% 10/6 30 30 2 93.33%
Monday 10/7 49 49 2 95.92% 10/7 40 40 4 90.00%
Tuesday 10/8 49 49 2 95.92% 10/8 40 40 5 87.50%
Wednesday 10/9 49 49 3 93.88% 10/9 40 40 5 87.50%
Thursday 10/10 49 49 3 93.88% 10/10 40 40 4 90.00%
Friday 10/11 49 49 2 95.92% 10/11 40 40 4 90.00%
Saturday 10/12 36 36 2 94.44% 10/12 30 30 2 93.33%
Sunday 10/13 23 23 0 100.00% 10/13 30 30 2 93.33%
Monday 10/14 49 49 2 95.92% 10/14 40 39 1 5 85.00%
Tuesday 10/15 49 49 2 95.92% 10/15 40 40 5 87.50%
Wednesday 10/16 49 49 3 93.88% 10/16 40 40 4 90.00%
Thursday 10/17 49 49 2 95.92% 10/17 40 40 4 90.00%
Friday 10/18 49 49 1 97.96% 10/18 40 40 5 87.50%
Saturday 10/19 36 36 1 97.22% 10/19 30 30 1 96.67%
Sunday 10/20 23 23 1 95.65% 10/20 30 30 0 100.00%
Monday 10/21 49 49 3 93.88% 10/21 40 40 4 90.00%
Tuesday 10/22 49 49 3 93.88% 10/22 40 40 4 90.00%
Wednesday 10/23 49 49 2 95.92% 10/23 40 40 4 90.00%
Thursday 10/24 49 48 1 2 93.88% 10/24 40 40 4 90.00%
Friday 10/25 49 49 2 95.92% 10/25 40 40 4 90.00%
Saturday 10/26 36 36 0 100.00% 10/26 30 30 2 93.33%
Sunday 10/27 23 23 0 100.00% 10/27 30 30 1 96.67%
Monday 10/28 49 49 2 95.92% 10/28 40 40 3 92.50%
Tuesday 10/29 49 49 2 95.92% 10/29 40 40 3 92.50%
Wednesday 10/30 49 49 3 93.88% 10/30 40 40 4 90.00%
Thursday 10/31 49 49 2 95.92% 10/31 40 40 4 90.00%
1,076 1,075 1 44 95.82% Weekday 920 918 2 95 89.46%
144 144 0 4 97.22% Total (Sat) 120 120 0 7 94.17%
92 92 0 1 98.91% Total (Sun) 120 120 0 5 95.83%
1,312 1,311 1 49 96.19% Grand Total 1,160 1,158 2 107 90.60% Total #
Trips
Scheduled
Total #
Trips
Completed
Trips
Missed
Trips
Late % On -Time
1,996 1,993 3 139 92.89%
264 264 0 11 95.83%
212 212 0 6 97.17%
2,472 2,469 3 156 93.57%

FIXED ROUTE - ON TIME PERFORMANCE
102 LINE - 49/36/23 trips (No School 43)
Weekday
Total (Sat)
Total (Sun)
October 2024
109 LINE - 40/30 trips
Grand Total
Weekday
Total (Sat)
Total (Sun)
Grand Total
Date
FR-5 Page 816 of 3438
Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time
Friday 11/1 43 43 2 95.35% 11/1 40 40 4 90.00%
Saturday 11/2 36 36 1 97.22% 11/2 30 30 3 90.00%
Sunday 11/3 43 43 0 100.00% 11/3 30 30 3 90.00%
Monday 11/4 49 49 3 93.88% 11/4 40 40 4 90.00%
Tuesday 11/5 49 49 3 93.88% 11/5 40 40 4 90.00%
Wednesday 11/6 49 49 3 93.88% 11/6 40 40 4 90.00%
Thursday 11/7 49 49 3 93.88% 11/7 40 40 3 92.50%
Friday 11/8 49 49 2 95.92% 11/8 40 40 3 92.50%
Saturday 11/9 36 36 0 100.00% 11/9 30 29 1 4 83.33%
Sunday 11/10 23 23 0 100.00% 11/10 30 30 2 93.33%
Monday 11/11 36 36 2 94.44% 11/11 40 40 4 90.00%
Tuesday 11/12 49 49 2 95.92% 11/12 40 40 5 87.50%
Wednesday 11/13 49 49 3 93.88% 11/13 40 40 5 87.50%
Thursday 11/14 49 49 2 95.92% 11/14 40 40 3 92.50%
Friday 11/15 49 48 1 4 89.80% 11/15 40 40 4 90.00%
Saturday 11/16 36 36 1 97.22% 11/16 30 30 2 93.33%
Sunday 11/17 23 23 0 100.00% 11/17 30 30 1 96.67%
Monday 11/18 49 49 2 95.92% 11/18 40 40 5 87.50%
Tuesday 11/19 49 49 2 95.92% 11/19 40 40 5 87.50%
Wednesday 11/20 49 49 2 95.92% 11/20 40 40 4 90.00%
Thursday 11/21 49 49 3 93.88% 11/21 40 40 4 90.00%
Friday 11/22 49 49 2 95.92% 11/22 40 40 4 90.00%
Saturday 11/23 36 36 1 97.22% 11/23 30 30 2 93.33%
Sunday 11/24 23 23 0 100.00% 11/24 30 30 2 93.33%
Monday 11/25 43 43 1 97.67% 11/25 40 40 4 90.00%
Tuesday 11/26 43 43 2 95.35% 11/26 40 40 4 90.00%
Wednesday 11/27 43 43 2 95.35% 11/27 40 40 3 92.50%
Thursday 11/28 0 0 0 #DIV/0! 11/28 0 0 0 #DIV/0!
Friday 11/29 43 43 3 93.02% 11/29 40 40 4 90.00%
Saturday 11/30 36 36 1 97.22% 11/30 40 40 1 97.50%
Sunday 12/1 0 #DIV/0! 12/1 0 #DIV/0!
937 936 1 35 96.16% Weekday 800 800 0 80 90.00%
180 180 0 4 97.78% Total (Sat) 160 159 1 12 91.88%
112 112 0 0 100.00% Total (Sun) 120 120 0 8 93.33%
1,229 1,228 1 39 96.75% Grand Total 1,080 1,079 1 100 90.65% Total #
Trips
Scheduled
Total #
Trips
Completed
Trips
Missed
Trips
Late % On -Time
1,737 1,736 1 115 93.32%
340 339 1 16 95.00%
232 232 0 8 96.55%
2,309 2,307 2 139 93.89%
Grand Total
Weekday
Total (Sat)
Total (Sun)
Grand Total
Date

FIXED ROUTE - ON TIME PERFORMANCE
102 LINE - 49/36/23 trips (No School 43)
Weekday
Total (Sat)
Total (Sun)
November 2024
109 LINE - 40/30 trips
FR-5 Page 817 of 3438
Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time
Sunday 12/1 23 23 1 95.65% 12/1 30 30 2 93.33%
Monday 12/2 49 49 3 93.88% 12/2 40 40 3 92.50%
Tuesday 12/3 49 49 3 93.88% 12/3 40 40 3 92.50%
Wednesday 12/4 49 49 2 95.92% 12/4 40 40 4 90.00%
Thursday 12/5 49 49 3 93.88% 12/5 40 40 4 90.00%
Friday 12/6 49 49 3 93.88% 12/6 40 40 3 92.50%
Saturday 12/7 36 36 1 97.22% 12/7 30 30 2 93.33%
Sunday 12/8 23 23 0 100.00% 12/8 30 30 2 93.33%
Monday 12/9 49 49 3 93.88% 12/9 40 40 4 90.00%
Tuesday 12/10 49 49 3 93.88% 12/10 40 40 4 90.00%
Wednesday 12/11 49 49 2 95.92% 12/11 40 40 4 90.00%
Thursday 12/12 49 49 2 95.92% 12/12 40 40 3 92.50%
Friday 12/13 49 49 4 91.84% 12/13 40 40 3 92.50%
Saturday 12/14 36 36 1 97.22% 12/14 30 30 2 93.33%
Sunday 12/15 23 23 1 95.65% 12/15 30 30 1 96.67%
Monday 12/16 49 49 2 95.92% 12/16 40 40 3 92.50%
Tuesday 12/17 49 49 2 95.92% 12/17 40 40 5 87.50%
Wednesday 12/18 49 49 3 93.88% 12/18 40 40 4 90.00%
Thursday 12/19 49 49 2 95.92% 12/19 40 39 1 4 87.50%
Friday 12/20 49 49 2 95.92% 12/20 40 40 3 92.50%
Saturday 12/21 36 36 0 100.00% 12/21 30 30 2 93.33%
Sunday 12/22 23 23 0 100.00% 12/22 30 30 0 100.00%
Monday 12/23 43 43 3 93.02% 12/23 40 40 5 87.50%
Tuesday 12/24 43 43 3 93.02% 12/24 40 40 5 87.50%
Wednesday 12/25 0 0 0 #DIV/0! 12/25 0 0 0 #DIV/0!
Thursday 12/26 43 43 3 93.02% 12/26 40 40 4 90.00%
Friday 12/27 43 43 1 97.67% 12/27 40 40 5 87.50%
Saturday 12/28 36 36 0 100.00% 12/28 30 30 0 100.00%
Sunday 12/29 23 23 0 100.00% 12/29 30 30 0 100.00%
Monday 12/30 43 43 1 97.67% 12/30 40 40 4 90.00%
Tuesday 12/31 43 43 0 100.00% 12/31 40 40 4 90.00%
993 993 0 40 95.97% Weekday 840 839 1 81 90.24%
144 144 0 2 98.61% Total (Sat) 120 120 0 6 95.00%
115 115 0 2 98.26% Total (Sun) 150 150 0 5 96.67%
1,252 1,252 0 44 96.49% Grand Total 1,110 1,109 1 92 91.62% Total #
Trips
Scheduled
Total #
Trips
Completed
Trips
Missed
Trips
Late % On -Time
1,833 1,832 1 121 93.34%
264 264 0 8 96.97%
265 265 0 7 97.36%
2,362 2,361 1 136 94.20%
Grand Total
Weekday
Total (Sat)
Total (Sun)
Grand Total
Date

FIXED ROUTE - ON TIME PERFORMANCE
102 LINE - 49/36/23 trips (No School 43)
Weekday
Total (Sat)
Total (Sun)
December 2024
109 LINE - 40/30 trips
FR-5 Page 818 of 3438
Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time Date # TripsScheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time
Wednesday 1/1 0 0 0 #DIV/0! 1/1 0 0 0 #DIV/0!
Thursday 1/2 43 43 1 97.67% 1/2 40 40 4 90.00%
Friday 1/3 43 43 1 97.67% 1/3 40 40 4 90.00%
Saturday 1/4 36 36 2 94.44% 1/4 30 30 4 86.67%
Sunday 1/5 23 23 0 100.00% 1/5 30 30 4 86.67%
Monday 1/6 49 49 3 93.88% 1/6 40 40 4 90.00%
Tuesday 1/7 49 49 3 93.88% 1/7 40 40 4 90.00%
Wednesday 1/8 49 49 3 93.88% 1/8 40 40 4 90.00%
Thursday 1/9 49 49 2 95.92% 1/9 40 40 2 95.00%
Friday 1/10 49 49 3 93.88% 1/10 40 40 3 92.50%
Saturday 1/11 36 36 0 100.00% 1/11 30 30 3 90.00%
Sunday 1/12 23 23 0 100.00% 1/12 30 30 2 93.33%
Monday 1/13 49 49 3 93.88% 1/13 40 40 4 90.00%
Tuesday 1/14 49 49 3 93.88% 1/14 40 40 4 90.00%
Wednesday 1/15 49 49 3 93.88% 1/15 40 40 4 90.00%
Thursday 1/16 49 49 2 95.92% 1/16 40 40 3 92.50%
Friday 1/17 49 49 2 95.92% 1/17 40 40 4 90.00%
Saturday 1/18 36 36 1 97.22% 1/18 30 30 2 93.33%
Sunday 1/19 23 23 0 100.00% 1/19 30 30 1 96.67%
Monday 1/20 43 43 2 95.35% 1/20 40 40 4 90.00%
Tuesday 1/21 49 49 3 93.88% 1/21 40 40 4 90.00%
Wednesday 1/22 49 49 3 93.88% 1/22 40 40 3 92.50%
Thursday 1/23 49 49 2 95.92% 1/23 40 40 4 90.00%
Friday 1/24 49 49 3 93.88% 1/24 40 40 5 87.50%
Saturday 1/25 36 36 0 100.00% 1/25 30 30 1 96.67%
Sunday 1/26 23 23 0 100.00% 1/26 30 30 1 96.67%
Monday 1/27 43 43 3 93.02% 1/27 40 40 4 90.00%
Tuesday 1/28 49 49 3 93.88% 1/28 40 40 4 90.00%
Wednesday 1/29 49 49 3 93.88% 1/29 40 40 4 90.00%
Thursday 1/30 49 49 3 93.88% 1/30 40 40 4 90.00%
Friday 1/31 49 49 3 93.88% 1/31 40 40 4 90.00%
1,054 1,054 0 45 95.73% Weekday 880 880 0 84 90.45%
144 144 0 3 97.92% Total (Sat) 120 120 0 10 91.67%
92 92 0 0 100.00% Total (Sun) 120 120 0 8 93.33%
1,290 1,290 0 48 96.28% Grand Total 1,120 1,120 0 102 90.89% Total #
Trips
Scheduled
Total #
Trips
Completed
Trips
Missed
Trips
Late % On -Time
1,934 1,934 0 129 93.33%
264 264 0 13 95.08%
212 212 0 8 96.23%
2,410 2,410 0 150 93.78%

FIXED ROUTE - ON TIME PERFORMANCE
102 LINE - 49/36/23 trips (No School 43)
Weekday
Total (Sat)
Total (Sun)
January 2025
109 LINE - 40/30 trips
Grand Total
Weekday
Total (Sat)
Total (Sun)
Grand Total
Date
FR-5 Page 819 of 3438
Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time
Saturday 2/1 36 36 0 100.00% 2/1 30 30 2 93.33%
Sunday 2/2 23 23 0 100.00% 2/2 30 30 0 100.00%
Monday 2/3 49 49 1 97.96% 2/3 40 40 4 90.00%
Tuesday 2/4 49 49 2 95.92% 2/4 40 40 4 90.00%
Wednesday 2/5 49 49 2 95.92% 2/5 40 40 3 92.50%
Thursday 2/6 49 49 2 95.92% 2/6 40 40 3 92.50%
Friday 2/7 49 49 1 97.96% 2/7 40 40 3 92.50%
Saturday 2/8 36 36 1 97.22% 2/8 30 30 2 93.33%
Sunday 2/9 23 23 0 100.00% 2/9 30 30 1 96.67%
Monday 2/10 49 49 3 93.88% 2/10 40 40 3 92.50%
Tuesday 2/11 49 49 3 93.88% 2/11 40 40 3 92.50%
Wednesday 2/12 49 49 3 93.88% 2/12 40 40 3 92.50%
Thursday 2/13 49 49 3 93.88% 2/13 40 40 3 92.50%
Friday 2/14 43 43 2 95.35% 2/14 40 40 3 92.50%
Saturday 2/15 36 36 0 100.00% 2/15 30 30 1 96.67%
Sunday 2/16 23 23 0 100.00% 2/16 30 30 1 96.67%
Monday 2/17 43 43 2 95.35% 2/17 40 40 3 92.50%
Tuesday 2/18 49 49 2 95.92% 2/18 40 40 4 90.00%
Wednesday 2/19 49 49 1 97.96% 2/19 40 40 3 92.50%
Thursday 2/20 49 49 1 97.96% 2/20 40 40 4 90.00%
Friday 2/21 49 49 2 95.92% 2/21 40 40 4 90.00%
Saturday 2/22 36 36 0 100.00% 2/22 30 30 0 100.00%
Sunday 2/23 23 23 1 95.65% 2/23 30 30 0 100.00%
Monday 2/24 49 49 3 93.88% 2/24 40 40 3 92.50%
Tuesday 2/25 49 49 2 95.92% 2/25 40 40 3 92.50%
Wednesday 2/26 49 49 2 95.92% 2/26 40 40 4 90.00%
Thursday 2/27 49 49 1 97.96% 2/27 40 40 4 90.00%
Friday 2/28 49 49 2 95.92% 2/28 40 39 1 4 87.50%
Saturday 3/1 0 0 #DIV/0! 3/1 0 0 #DIV/0!
Sunday 3/2 0 0 #DIV/0! 3/2 0 0 #DIV/0!
Monday 3/3 0 0 #DIV/0! 3/3 0 0 #DIV/0!
968 968 0 33 96.59% Weekday 800 799 1 68 91.38%
144 144 0 1 99.31% Total (Sat) 120 120 0 5 95.83%
92 92 0 1 98.91% Total (Sun) 120 120 0 2 98.33%
1,204 1,204 0 35 97.09% Grand Total 1,040 1,039 1 75 92.69% Total #
Trips
Scheduled
Total #
Trips
Completed
Trips
Missed
Trips
Late % On -Time
1,768 1,767 1 101 94.23%
264 264 0 6 97.73%
212 212 0 3 98.58%
2,244 2,243 1 110 95.05%

FIXED ROUTE - ON TIME PERFORMANCE
102 LINE - 49/36/23 trips (No School 43)
Weekday
Total (Sat)
Total (Sun)
February 2025
109 LINE - 40/30 trips
Grand Total
Weekday
Total (Sat)
Total (Sun)
Grand Total
Date
FR-5 Page 820 of 3438
Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time
Saturday 3/1 36 36 1 97.22% 3/1 30 30 2 93.33%
Sunday 3/2 23 23 0 100.00% 3/2 30 30 2 93.33%
Monday 3/3 49 49 1 97.96% 3/3 40 40 3 92.50%
Tuesday 3/4 49 49 1 97.96% 3/4 40 39 1 3 90.00%
Wednesday 3/5 49 49 2 95.92% 3/5 40 40 2 95.00%
Thursday 3/6 49 49 2 95.92% 3/6 40 40 3 92.50%
Friday 3/7 49 49 3 93.88% 3/7 40 40 4 90.00%
Saturday 3/8 36 36 0 100.00% 3/8 30 30 2 93.33%
Sunday 3/9 23 23 1 95.65% 3/9 30 30 1 96.67%
Monday 3/10 49 49 2 95.92% 3/10 40 40 3 92.50%
Tuesday 3/11 49 49 2 95.92% 3/11 40 40 3 92.50%
Wednesday 3/12 49 49 2 95.92% 3/12 40 40 3 92.50%
Thursday 3/13 49 49 3 93.88% 3/13 40 40 4 90.00%
Friday 3/14 43 43 2 95.35% 3/14 40 40 3 92.50%
Saturday 3/15 36 36 1 97.22% 3/15 30 30 1 96.67%
Sunday 3/16 23 23 0 100.00% 3/16 30 30 1 96.67%
Monday 3/17 43 43 2 95.35% 3/17 40 40 4 90.00%
Tuesday 3/18 49 49 2 95.92% 3/18 40 40 4 90.00%
Wednesday 3/19 49 49 1 97.96% 3/19 40 40 3 92.50%
Thursday 3/20 49 49 2 95.92% 3/20 40 40 3 92.50%
Friday 3/21 49 49 2 95.92% 3/21 40 40 4 90.00%
Saturday 3/22 36 36 0 100.00% 3/22 30 30 1 96.67%
Sunday 3/23 23 23 0 100.00% 3/23 30 30 0 100.00%
Monday 3/24 49 49 3 93.88% 3/24 40 40 4 90.00%
Tuesday 3/25 49 49 3 93.88% 3/25 40 40 3 92.50%
Wednesday 3/26 49 48 1 3 91.84% 3/26 40 40 3 92.50%
Thursday 3/27 49 49 1 97.96% 3/27 40 40 4 90.00%
Friday 3/28 49 49 2 95.92% 3/28 40 40 3 92.50%
Saturday 3/29 36 36 1 97.22% 3/29 30 30 1 96.67%
Sunday 3/30 23 23 1 95.65% 3/30 30 30 1 96.67%
Monday 3/31 49 49 2 95.92% 3/31 40 40 3 92.50%
1,017 1,016 1 34 96.56% Weekday 840 839 1 69 91.67%
180 180 0 3 98.33% Total (Sat) 150 150 0 7 95.33%
115 115 0 2 98.26% Total (Sun) 150 150 0 5 96.67%
1,312 1,311 1 39 96.95% Grand Total 1,140 1,139 1 81 92.81% Total #
Trips
Scheduled
Total #
Trips
Completed
Trips
Missed
Trips
Late % On -Time
1,857 1,855 2 103 94.35%
330 330 0 10 96.97%
265 265 0 7 97.36%
2,452 2,450 2 120 95.02%
Grand Total
Weekday
Total (Sat)
Total (Sun)
Grand Total
Date

FIXED ROUTE - ON TIME PERFORMANCE
102 LINE - 49/36/23 trips (No School 43)
Weekday
Total (Sat)
Total (Sun)
March 2025
109 LINE - 40/30 trips
FR-5 Page 821 of 3438
Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time
Tuesday 4/1 49 49 1 97.96% 4/1 40 40 3 92.50%
Wednesday 4/2 49 49 1 97.96% 4/2 40 40 3 92.50%
Thursday 4/3 49 49 2 95.92% 4/3 40 40 3 92.50%
Friday 4/4 49 49 2 95.92% 4/4 40 40 3 92.50%
Saturday 4/5 36 36 1 97.22% 4/5 30 30 2 93.33%
Sunday 4/6 23 23 0 100.00% 4/6 30 30 1 96.67%
Monday 4/7 43 43 2 95.35% 4/7 40 40 3 92.50%
Tuesday 4/8 43 43 2 95.35% 4/8 40 40 3 92.50%
Wednesday 4/9 43 43 2 95.35% 4/9 40 40 4 90.00%
Thursday 4/10 43 43 1 97.67% 4/10 40 40 3 92.50%
Friday 4/11 43 43 2 95.35% 4/11 40 40 3 92.50%
Saturday 4/12 36 36 0 100.00% 4/12 30 30 2 93.33%
Sunday 4/13 23 23 0 100.00% 4/13 30 30 2 93.33%
Monday 4/14 49 49 2 95.92% 4/14 40 40 3 92.50%
Tuesday 4/15 49 49 2 95.92% 4/15 40 40 3 92.50%
Wednesday 4/16 49 49 2 95.92% 4/16 40 40 2 95.00%
Thursday 4/17 49 49 2 95.92% 4/17 40 40 2 95.00%
Friday 4/18 49 49 2 95.92% 4/18 40 40 2 95.00%
Saturday 4/19 36 36 1 97.22% 4/19 30 30 0 100.00%
Sunday 4/20 23 23 0 100.00% 4/20 30 30 0 100.00%
Monday 4/21 49 49 3 93.88% 4/21 40 40 4 90.00%
Tuesday 4/22 49 49 2 95.92% 4/22 40 40 2 95.00%
Wednesday 4/23 49 49 2 95.92% 4/23 40 40 2 95.00%
Thursday 4/24 49 49 2 95.92% 4/24 40 40 2 95.00%
Friday 4/25 49 49 3 93.88% 4/25 40 40 3 92.50%
Saturday 4/26 36 36 1 97.22% 4/26 30 30 1 96.67%
Sunday 4/27 23 23 0 100.00% 4/27 30 30 1 96.67%
Monday 4/28 49 49 2 95.92% 4/28 40 40 3 92.50%
Tuesday 4/29 49 49 2 95.92% 4/29 40 40 3 92.50%
Wednesday 4/30 49 49 3 93.88% 4/30 40 40 3 92.50%
Thursday 5/1 0 #DIV/0! 5/1 0 #DIV/0!
1,048 1,048 0 35 96.66% Weekday 880 880 0 62 92.95%
144 144 0 3 97.92% Total (Sat) 120 120 0 5 95.83%
92 92 0 0 100.00% Total (Sun) 120 120 0 4 96.67%
1,284 1,284 0 38 97.04% Grand Total 1,120 1,120 0 71 93.66% Total #
Trips
Scheduled
Total #
Trips
Completed
Trips
Missed
Trips
Late % On -Time
1,928 1,928 0 97 94.97%
264 264 0 8 96.97%
212 212 0 4 98.11%
2,404 2,404 0 109 95.47%

FIXED ROUTE - ON TIME PERFORMANCE
102 LINE - 49/36/23 trips (No School 43)
Weekday
Total (Sat)
Total (Sun)
April 2025
109 LINE - 40/30 trips
Grand Total
Weekday
Total (Sat)
Total (Sun)
Grand Total
Date
FR-5

Date # Trips
Scheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time Date # TripsScheduled
# Trips
Completed
Missed
Trips
Trips
Late % On -Time
Thursday 5/1 49 49 1 97.96% 5/1 40 40 3 92.50%
Friday 5/2 49 49 1 97.96% 5/2 40 40 3 92.50%
Saturday 5/3 36 36 2 94.44% 5/3 30 30 3 90.00%
Sunday 5/4 23 23 2 91.30% 5/4 30 30 3 90.00%
Monday 5/5 49 49 1 97.96% 5/5 40 40 4 90.00%
Tuesday 5/6 49 49 0 100.00% 5/6 40 40 4 90.00%
Wednesday 5/7 49 49 2 95.92% 5/7 40 40 4 90.00%
Thursday 5/8 49 49 2 95.92% 5/8 40 40 4 90.00%
Friday 5/9 49 49 2 95.92% 5/9 40 40 4 90.00%
Saturday 5/10 36 36 1 97.22% 5/10 30 30 3 90.00%
Sunday 5/11 23 23 2 91.30% 5/11 30 30 3 90.00%
Monday 5/12 49 49 0 100.00% 5/12 40 40 4 90.00%
Tuesday 5/13 49 49 0 100.00% 5/13 40 40 4 90.00%
Wednesday 5/14 49 49 2 95.92% 5/14 40 40 3 92.50%
Thursday 5/15 49 49 2 95.92% 5/15 40 40 3 92.50%
Friday 5/16 49 49 2 95.92% 5/16 40 40 2 95.00%
Saturday 5/17 36 36 2 94.44% 5/17 30 30 2 93.33%
Sunday 5/18 23 23 2 91.30% 5/18 30 30 2 93.33%
Monday 5/19 49 49 1 97.96% 5/19 40 40 4 90.00%
Tuesday 5/20 49 49 0 100.00% 5/20 40 40 3 92.50%
Wednesday 5/21 49 49 3 93.88% 5/21 40 40 4 90.00%
Thursday 5/22 49 49 2 95.92% 5/22 40 40 2 95.00%
Friday 5/23 49 49 2 95.92% 5/23 40 40 2 95.00%
Saturday 5/24 36 36 2 94.44% 5/24 30 30 6 80.00%
Sunday 5/25 23 23 3 86.96% 5/25 30 30 5 83.33%
Monday 5/26 36 36 1 97.22% 5/26 30 30 8 73.33%
Tuesday 5/27 49 49 0 100.00% 5/27 40 40 1 97.50%
Wednesday 5/28 49 49 2 95.92% 5/28 40 40 3 92.50%
Thursday 5/29 49 49 2 95.92% 5/29 40 40 3 92.50%
Friday 5/30 49 49 3 93.88% 5/30 40 40 3 92.50%
Saturday 5/31 36 36 1 97.22% 5/31 40 40 2 95.00%
1,065 1,065 0 21 98.03% Weekday 870 870 0 75 91.38%
180 180 0 8 95.56% Total (Sat) 160 160 0 16 90.00%
92 92 0 9 90.22% Total (Sun) 120 120 0 13 89.17%
1,337 1,337 0 38 97.16% Grand Total 1,150 1,150 0 104 90.96% Total #
Trips
Scheduled
Total #
Trips
Completed
Trips
Missed
Trips
Late % On -Time
1,935 1,935 0 96 95.04%
340 340 0 24 92.94%
212 212 0 22 89.62%
2,487 2,487 0 142 94.29%
Grand Total
Weekday
Total (Sat)
Total (Sun)
Grand Total
Date

FIXED ROUTE - ON TIME PERFORMANCE
102 LINE - 49/36/23 trips (No School 43)
Weekday
Total (Sat)
Total (Sun)
May 2025
109 LINE - 40/30 trips
FR-5 Page 823 of 3438
Power BI Desktop California Integrated Travel Project (Cal-ITP) - Beach Cities Transit Line 109 Monthly Trip Update Completeness by Line Direction
These charts show the percentage of Scheduled Trips with at least one Trip Update or Vehicle Position message assigned to that trip. Short drops may indicate schedule inaccuracies, missed runs (buses not on schedule), or hardware failures.

North
South
80 100
% Complete

89.78 78.60

94.39 75.48

78.67 94.20 93.71

90.22 84.25

91.39 92.07

84.03 88.82

89.52 89.35

92.31 88.28
80 100
% Complete

90.11 79.41

95.39 74.56

78.61 95.29

92.85 90.11

85.16 91.50 91.88 90.00

84.52 90.16 90.22

93.76 90.00
Jan 2023 Apr 2023 Jul 2023 Oct 2023 Jan 2024 Apr 2024 Jul 2024 Oct 2024 1/1/2023  10/31/2024 
Trip Update Completeness by Day of Week
These charts show the percentage of Scheduled Trips with at least one Trip Update or Vehicle Position message assigned to that trip. Short drops may indicate schedule inaccuracies, missed runs (buses not on schedule), or hardware failures. 0 50
100
% Complete
1-Monday 2-Tuesday 3-Wednesday 4-Thursday 5-Friday 6-Saturday 7-Sunday

85.19 89.81 91.74 90.01 90.44

83.47 85.83
North

87.86 % Trip Updates Completed
South

88.31 % Trip Updates Completed

Power BI Desktop
Total Boardings & Alightings in Hermosa Beach
0K
5K
FY2122 FY2223 FY2324
1,790
3,333 3,525
1,793
2,938
3,354
6,271 6,879
3,583
Total Boardings Total Alightings Total Unlinked Passenger Trips Total Unlinked Passenger Trips (UPT) - Line 438
50K
100K
FY2122 FY2223 FY2324
20,179
74,515
98,479
LADOT Line 438 Weekday Commuter Service - Performance Metrics Total Funding Contributions by Agency
$0.0M
$0.5M
$1.0M
$1.5M
FY2122 FY2223 FY2324
$1,465,825
$1,196,658
$1,359,748
$52,892 $43,894 $49,876
$166,149 $145,849 $165,726 $231,497 $203,965 $231,763
City of Los Angeles Hermosa Beach Manhattan Beach Redondo Beach Hermosa Beach Cost per
Passenger
$0 $10
FY2324
FY2223
FY2122
$7.25
$7.00
$14.76

Beach Cities Transit
Transit Services Study
Transit Services Study Final Report
December 2023

BEACH CITIES TRANSIT – TRANSIT SERVICES STUDY i

TABLE OF CONTENTS
1 Executive Summary ............................................................................................................................ 4

1.1 Background and Project Purpose................................................................................. 4

1.2 Summary of Existing Conditions .................................................................................. 5

1.3 Summary of Engagement and Stakeholder Outreach ...............................................11

1.4 Service Plan ...............................................................................................................15

1.5 Zero-Emission Bus Plan.............................................................................................20 2 Introduction and Background..........................................................................................................28

2.1 Overview.....................................................................................................................28 3 Existing Conditions Review – Service Planning............................................................................31

3.1 Background Document Review ..................................................................................31

3.2 Market Assessment ....................................................................................................49

3.3 Transit Service Analysis .............................................................................................76

3.4 Financial Analysis.....................................................................................................112

3.5 Futures Analysis .......................................................................................................120 4 Existing Conditions Review – Operations and Maintenance Facility ........................................128

4.1 General Site Information...........................................................................................128 5 Existing Conditions Review – Zero-Emission Bus Planning......................................................136

5.1 ICT Regulation..........................................................................................................136

5.2 ZEB Background and Market Scan ..........................................................................138

5.3 Fleet Review.............................................................................................................154

5.4 Operational Review ..................................................................................................155

5.5 Key Considerations for BCT’s ZEB Transition .........................................................158 6 Engagement and Stakeholder Outreach ...................................................................................160

6.1 Survey.......................................................................................................................161

6.2 Pop-Ups....................................................................................................................163

6.3 Focus Groups ...........................................................................................................163

6.4 Technical Working Group.........................................................................................165

6.5 Redondo Beach Springfest.......................................................................................166 7 Service Concepts Development ....................................................................................................169

7.1 Goals and Objectives ...............................................................................................169

7.2 Service Plans............................................................................................................171

7.3 Supporting Recommendations .................................................................................214

7.4 Title VI Equity Analysis .............................................................................................234 8 Zero-Emission Bus Analysis..........................................................................................................237

8.1 Modeling Process and Outputs ................................................................................237

8.2 Preferred Fleet Composition and Fleet Optimization ...............................................250

ii

8.3 Power Demand Model and Charging Profile............................................................252

8.4 Fleet Replacement Plan ...........................................................................................253

8.5 Other Transition Considerations...............................................................................257 9 Infrastructure Planning...................................................................................................................282

9.1 Infrastructure Needs .................................................................................................282

9.2 Future Planning and Design Needs .........................................................................296 10 Phased Implementation Plan .........................................................................................................298 11 Financial Plan ..................................................................................................................................303

11.1 Operating Costs........................................................................................................303

11.2 Capital Costs ............................................................................................................304

11.3 Financial Plan Summary...........................................................................................306

11.4 Other Cost Considerations .......................................................................................307

11.5 Potential Funding Sources .......................................................................................309 12 Next Steps........................................................................................................................................317 13 Appendices ......................................................................................................................................318 Appendix A: Public Outreach Summary Report ..................................................................................318 Appendix B: List of Senior Housing Complexes Within Redondo Beach and Hermosa Beach........................................................................................................................................................319 Appendix C: Space Needs Program......................................................................................................320 Appendix D: Site Plans...........................................................................................................................321 Appendix E: Financial Considerations and Inputs..............................................................................322 Appendix F: Cost Estimate ....................................................................................................................323 Appendix G: Final Stakeholder Comments..........................................................................................324

13.1 Manhattan Beach .....................................................................................................324

13.2 Redondo Beach City Council ...................................................................................326

LIST OF FIGURES
Figure 1-1: Transit Services Study process .................................................................................................. 4 Figure 1-2: Line 102 ...................................................................................................................................... 6 Figure 1-3: Line 109 ...................................................................................................................................... 8 Figure 1-4: The WAVE Service Area and Satellite Locations.....................................................................10 Figure 1-5: Line 102 Recommended Changes...........................................................................................16 Figure 1-6: Line 109 Recommended Changes...........................................................................................18 Figure 1-7: Proposed Manhattan Beach Blvd Link .....................................................................................19 Figure 1-8: Conceptual Master Plan for New Operations & Maintenance Facility......................................21

BEACH CITIES TRANSIT – TRANSIT SERVICES STUDY iii
Figure 2-1: BCT Routes with South Bay Connections................................................................................29 Figure 2-2: Transit Services Study Process................................................................................................30 Figure 3-1: Residential Transit Orientation Index (RTOI) for BCT service area .........................................32 Figure 3-2: Route Alternatives for Currently Discontinued BCT Line 104 ..................................................34 Figure 3-3: Areas of Opportunity around Line 102 ..................................................................................37 Figure 3-4: SCAG-defined High-Quality Transit Areas in BCT Service Area (2020) ..............................39 Figure 3-5: Metro and Regional Services in the South Bay (top) and the Beach Cities (bottom) ...........42 Figure 3-6: Torrance Transit Phase 2 route map ....................................................................................46 Figure 3-7: GTrans Service Concept 2023-2025 ....................................................................................48 Figure 3-8: Population density (2019) .....................................................................................................51 Figure 3-9: Job Density (2019) ................................................................................................................53 Figure 3-10: Major Employment Sectors in Redondo Beach and the Beach Cities (Data source:

NAICS) .................................................................................................................................................54 Figure 3-11: LEHD Inflow-Outflow (2019) ................................................................................................55 Figure 3-12: Low-income Populations (2019) .........................................................................................57 Figure 3-13: Median Household Income (2019) ......................................................................................58 Figure 3-14: Minority Population Density (2019) .....................................................................................59 Figure 3-15: Limited English Proficiency Households (2019) .................................................................60 Figure 3-16: Transit Mode Share (2019) .................................................................................................61 Figure 3-17: Car-free Households (2019) ...............................................................................................63 Figure 3-18: Senior Population Density (2019) .......................................................................................65 Figure 3-19: Youth Population Density (2019) ........................................................................................67 Figure 3-20: CalEnviroScreen Disadvantaged Communities (2021) ......................................................69 Figure 3-21: Different Street Designs in BCT’s service area ....................................................................70 Figure 3-22: Projected Population Change, 2020-2045 ..........................................................................72 Figure 3-23: Projected Employment Change, 2020-2045 .......................................................................74 Figure 3-24: Regional Transit Services in the BCT Service Area .............................................................81 Figure 3-25: Historical Ridership and Service Hours on Fixed Route Servicesf ......................................82 Figure 3-26: Average Daily Boardings across BCT Fixed Route Servicesf ..............................................84 Figure 3-27: Stop-level Passenger Activity ...............................................................................................85 Figure 3-28: Service span and frequency, March 2023 ..........................................................................86 Figure 3-29: Line 102 with Major Trip Generators ......................................................................................87 Figure 3-30: Daily average Boardings for Line 102 .................................................................................88 Figure 3-31: Line 102 Productivity as Measured by Revenue Hours and Passenger Boardingsf ............89 Figure 3-32: Line 102 Passenger Fare Profile by Month, July and October 2019 ..................................90 Figure 3-33: Breakdown of TAP Utilization on Line 102 .........................................................................91 Figure 3-34: Line 102 OTP Timepoints.......................................................................................................91 Figure 3-35: Line 102 Average Weekday On-Time Performance .............................................................92 Figure 3-36: Line 109 with Major Trip Generators ......................................................................................94 Figure 3-37: Average Daily Boardings by Month on Line 109 ................................................................95 Figure 3-38: Line 109 Productivity as Measured by Revenue Hours and Passenger Boardingsf ............96 Figure 3-39: Line 109 Passenger Profile by Fare Category (left) and TAP Card Utilization by Category (right) ........................................................................................................................................97 Figure 3-40: Line 109 Measured Timepoints ..............................................................................................97 Figure 3-41: Line 109 Average OTP by Month .........................................................................................98 Figure 3-42: The WAVE Service Area and Satellite Locations ...............................................................101 Figure 3-43: The WAVE Ridership and Service Hours, 2009-2021 ......................................................103 Figure 3-44: WAVE Ridership...................................................................................................................103 Figure 3-45: Origin and Destinations from WAVE Trips in 2019 ...........................................................104 Figure 3-46: WAVE OTP .......................................................................................................................105 Figure 3-47: Example Intersection ............................................................................................................109 Figure 3-48: RBTC Renderings .............................................................................................................110 Figure 3-49: Redondo Beach Transit Center Bus Bay Schematicf .........................................................111

iv
Figure 3-50: Capital Funding from 2018-24 ..........................................................................................115 Figure 3-51: BCT Fixed-route Operating Expenses (FY2019-20, BCT Financial Reporting) ...............116 Figure 3-52: BCT Demand Response Operating Expenses (FY19-20, BCT Financial Reporting) ......117 Figure 3-53: Operating Funding Sources..................................................................................................119 Figure 3-54: Farebox Recovery and Operating Expenses (2016-20) ...................................................120 Figure 3-55: Future Transportation and Land Use and Development Projects in BCT Service Area ......126 Figure 4-1: Site Diagram of BCT Property (above) and Aerial View (below) ........................................129 Figure 4-2: Image of Parked BCT Bus and Fleet Maintenance Facility....................................................130 Figure 4-3: Interior Maintenance Bays......................................................................................................131 Figure 4-4: Dispatch Window and Office Facing into Driver’s Room........................................................131 Figure 4-5: Ceiling Space and Fluid Reels Within Maintenance Bays .....................................................132 Figure 4-6: Parked Buses in Newly Resurfaced Fleet Parking Area ........................................................133 Figure 5-1: Dispenser installation configurations......................................................................................141 Figure 5-2: Upgraded Service Transformer from Roaring Forks Transportation Authority ......................143 Figure 5-3: Technology Overview of a BEB versus a FCEB .................................................................144 Figure 5-4: Generalized Schematic of a Hydrogen Infrastructure Facilityf .............................................145 Figure 5-5: Liquid Hydrogen Fueling Station Equipment (storage tank, left, and vaporizer and compressor, right) at OCTA ......................................................................................................................146 Figure 5-6: Layout of Liquid Hydrogen Refueling Stationf ......................................................................147 Figure 5-7: Hydrogen Fueling Facilities in the South Bay, Hydrogen Fuel Cell Partnership ................148 Figure 5-8: UMS Mission Zero-Emission Cutaway Bus............................................................................150 Figure 5-9: Optimal-EV Low-Floor Cutaways Bus Using Proterra Battery System ..................................151 Figure 5-10: Hourly Vehicles in Operation ............................................................................................155 Figure 5-11: Block Frequency by Daily Service Milesf ............................................................................156 Figure 5-12: Vehicle Frequency by Daily Service Miles ........................................................................157 Figure 5-13: Daily Mileage for WAVE Vehicles .................................................................................158 Figure 6-1: Transit Services Study Description Display Boards ...............................................................167 Figure 6-2: Transit Services Study Display Board with Community Feedback ........................................167 Figure 7-1: School tripper Schedule Starting Fall 2022, Monday Only .................................................173 Figure 7-2: School tripper Schedule Starting Fall 2022, Tuesday-Friday .............................................173 Figure 7-3: Redondo Beach Transit Center Bus Bay Schematic ..........................................................174 Figure 7-4: South Bay Galleria Redevelopment Rendering ..................................................................175 Figure 7-5: South Bay Galleria Redevelopment Site Plan ....................................................................176 Figure 7-6: Illegally Parked Vehicles in the Space Reserved for Transit Vehicles at the Pier .................177 Figure 7-7: Line 102 Short-range Changes ..............................................................................................178 Figure 7-8: Existing and Proposed Service Spans and Frequencies for Line 102 (at full plan implementation).........................................................................................................................................179 Figure 7-9: Metro C Line Extension Alternatives ...................................................................................181 Figure 7-10: LAX Automated People Mover and Airport Metro Connector Station ..............................183 Figure 7-11: Plaza El Segundo and Manhattan Village Mall in Relation to Current Line 109 Stops .....................................................................................................................................................185 Figure 7-12: Travel patterns in South Redondo ....................................................................................187 Figure 7-13: Line 109 Short-Range Changes ...........................................................................................188 Figure 7-14: Existing and Proposed Service Spans and Frequencies for Line 109 (at full plan implementation).........................................................................................................................................189 Figure 7-15: Senior Population Density (2019) .....................................................................................191 Figure 7-16: WAVE Ridership Comparison ...........................................................................................192 Figure 7-17: Example Screenshots of Trip-Booking Apps: (Left) On-Request Micro Transit provided by Antelope Valley Transit Authority and (Right) the Transit App Showing Both Fixed Route and Microtransit Options (Metro Micro)..........................................................................................199 Figure 7-18: LA Metro Line 126 (discontinued) .....................................................................................200 Figure 7-19: Manhattan Beach Blvd Route Option 1 ................................................................................205 Figure 7-20: Manhattan Beach Blvd Route Option 2 ................................................................................206

BEACH CITIES TRANSIT – TRANSIT SERVICES STUDY v
Figure 7-21: Manhattan Beach Blvd Route Option 3 ................................................................................208 Figure 7-22: Manhattan Beach Blvd Route Option 4 ................................................................................209 Figure 7-23: Los Angeles Countywide Signal Priority...............................................................................222 Figure 7-24: Examples of Distinctive Bus Branding (from left to right: Metro Micro, Santa Monica Big Blue Bus, Culver City Bus) .................................................................................................................222 Figure 7-25: Electric LADOT Bus Branding ..............................................................................................223 Figure 7-26: Santa Barbara MTD Q1 2022 Quarterly System Ridership Report......................................228 Figure 7-27: New Bus Stop Amenities in Culver City ...............................................................................230 Figure 7-28: Example Instagram Posts.....................................................................................................232 Figure 7-29: Los Angeles County Fair and Transit Advertising ................................................................233 Figure 8-1: Modeling overview..................................................................................................................237 Figure 8-2: Detailed Bus Specification Inputs ...........................................................................................239 Figure 8-3: Examples of Two Representative Driving Cycles...................................................................241 Figure 8-4: Line 109 Elevation Profile Generated from Google Earth ......................................................242 Figure 8-5: ZEBDecide Energy Modeling Process ...................................................................................244 Figure 8-6: Relationship between Routes, Blocks, and Vehicle Assignments. ........................................245 Figure 8-7: ZEBDecide Energy Modeling Process (Demand Response Services)..................................246 Figure 8-8: Block-level Fixed Route Modeling Resultsf ..........................................................................247 Figure 8-9: Vehicle-level Fixed Route Modeling Results ..........................................................................247 Figure 8-10: SOC Distribution for Cutaways.............................................................................................248 Figure 8-11: SOC Distribution for Vans ....................................................................................................249 Figure 8-12: Proposed Manhattan Beach Blvd Service............................................................................250 Figure 8-13: BEB Charging Profile............................................................................................................253 Figure 8-14: BCT Fleet Composition Through 2040 by Vehicle Type and Technology ...........................254 Figure 8-15: Example Depot Planning Tool to Understand Scheduling and Operations of BEBs (Source: Siemens). ...................................................................................................................................258 Figure 8-16: A BEB Plugged into a Charger in Lancaster, CA (Antelope Valley Transit Authority) ...............................................................................................................................................261 Figure 8-17: Example of New Flyer Connect 360 ...................................................................................269 Figure 8-18: Example of Lightning eMotors daily summary report ...........................................................270 Figure 8-19: Example of TTC eBus KPIs. ............................................................................................271 Figure 8-20: CalEnviroScreen Disadvantaged Communities (2021) ....................................................275 Figure 8-21: Annual Emissions Comparison.............................................................................................276 Figure 8-22: Equivalent Benefits of Implementing a BEB Fleet at BCT ...................................................277 Figure 9-1: Existing Conditions Site Plan for Transit Center & Existing Operations & Maintenance Facility .......................................................................................................................................................284 Figure 9-2: Conceptual Master Plan for New Operations & Maintenance Facility....................................285 Figure 9-3: Enlarged Plan for New Operations & Maintenance Facility ...................................................286 Figure 9-4: Enlarged Plan of Potential Park-and-Ride Lot Modifications .................................................287 Figure 9-5: Enlarged Plan of Potential New Park-and-Ride Parking Structure ........................................288 Figure 9-6: SCE Charge Ready Program Flow Chart, Source: SCE........................................................290 Figure 9-7: SCE-Built Infrastructure option for the CRT program.............................................................291 Figure 9-8: Customer-Built option for the CRT program...........................................................................292 Figure 9-9: Typical Stationary Back-Up Diesel Generator with Belly Tank Fuel Storage .......................294 Figure 10-1: Implementation Plan Schedule.............................................................................................302 Figure G-1: Bus Turnout on Saunders Way Serving the Manhattan Village Markup Provided by Manhattan Beach Staff..............................................................................................................................325

LIST OF TABLES
Table 1-1: Summary of Engagement Activities and Outreach Methods.....................................................11 Table 1-2: Service Plan Summary ..............................................................................................................20

vi
Table 1-3: Coordinated Implementation Plan, 2024-2040 ......................................................................22 Table 1-4: Operating Cost Estimates for Five-Year Service Plan...............................................................26 Table 1-5: Total Opinion of Probable Cost with Escalation Plus Equipment Cost and Soft Costs.............26 Table 1-6: Estimated Costs for Bus Procurements.....................................................................................26 Table 1-7: Financial Plan Summary............................................................................................................27 Table 3-1: NextGen Bus Study changes and potential impacts to BCT .....................................................41 Table 3-2: Selected demographic characteristics ...................................................................................50 Table 3-3: BCT Service Changes, 2005-2021 ........................................................................................76 Table 3-4: Other Transit Providers in South Bay ........................................................................................78 Table 3-5: Summary Report for BCT, August 2019 – February 2020 .....................................................83 Table 3-6: WAVE Ridership by Ride Type ..............................................................................................102 Table 3-7: Boardings per Revenue Hour and Milef .................................................................................103 Table 3-8: WAVE Comments, July 2019-June 2020 .............................................................................106 Table 3-9: Fare Category Description with Cost and Utilizationf ............................................................112 Table 3-10: TAP Card Fares by Category ...............................................................................................113 Table 3-11: Vehicle Procurements from 2018-24 .....................................................................................115 Table 3-12: Funding Sources ................................................................................................................118 Table 3-13: Allocation of Operations Funds ..........................................................................................119 Table 3-14: Transportation projects in the South Bay ..............................................................................121 Table 3-15: Land use and Development Projects in the South Bay .........................................................123 Table 5-1: ZEB Purchase Schedule (as a percentage of total new bus purchases for small transit agencies) for standard buses ................................................................................................................137 Table 5-2: Non-exhaustive List of Available Transit BEBs, Battery Capacities, Range, and Fuel Economy. ..................................................................................................................................................140 Table 5-3: Examples of Dispenser Installation Configurations .................................................................142 Table 5-4: Non-exhaustive List of Available Transit FCEBs, Battery Capacities, Range, and Fuel Economy ...................................................................................................................................................144 Table 5-5: Summary of Zero-Emission Cutaway Options.........................................................................151 Table 5-6: Zero-emission Vehicle Options for Paratransit use .................................................................153 Table 5-7: BCT Fleet Compositionf .........................................................................................................154 Table 6-1: Details of Direct Engagement Activities...................................................................................160 Table 6-2: Survey Responses by Survey Type.........................................................................................161 Table 7-1: BCT Goals and Actions ...........................................................................................................170 Table 7-2: Line 102 Short-Range Operational Considerations.................................................................180 Table 7-3: Line 109 Short-Range Operational Considerations.................................................................190 Table 7-4: Example of Estimated Costs for Taxi/TNC Program ...........................................................195 Table 7-5: Comparison of WAVE Service and a Taxi/TNC Subsidy Program..........................................196 Table 7-6: Manhattan Beach Blvd Route Option 1 Considerations ..........................................................203 Table 7-7: Manhattan Beach Blvd Route Option 2 Considerations ..........................................................205 Table 7-8: Manhattan Beach Blvd Route Option 3 Considerations ..........................................................207 Table 7-9: Manhattan Beach Blvd Route Option 4 Considerations ..........................................................208 Table 7-10: Multicriteria Analysis of Different Manhattan Beach Blvd Route Options..............................210 Table 7-11: Short-range Service Plan Summary ......................................................................................211 Table 7-12: Short-range Service Plan Annual Revenue Hour Estimates .................................................212 Table 7-13: Peak Vehicle Requirement Estimates ...................................................................................213 Table 7-14: BCT goals and vision.............................................................................................................215 Table 7-15: Goal 1 Supporting Recommendations and Action Items.......................................................216 Table 7-16: Transit Priority Measures Overview.......................................................................................220 Table 7-17: Goal 2 Supporting Recommendations and Action Items.......................................................224 Table 7-18: Goal 3 Supporting Recommendations and Action Items.......................................................225 Table 7-19: Goal 4 Supporting Recommendations and Action Items.......................................................230 Table 7-20: Assessment of Major Service Changes.................................................................................235 Table 7-21: BCT Service Area Demographics..........................................................................................235

BEACH CITIES TRANSIT – TRANSIT SERVICES STUDY vii
Table 7-22: Affected Area Demographics.................................................................................................236 Table 8-1: Major Considerations for Deployment of BEBs or FCEBs ......................................................238 Table 8-2: Bus Specifications for Fixed Route Energy Modeling..............................................................240 Table 8-3: Elevation Analysis....................................................................................................................242 Table 8-4: Bus Specifications for the WAVE Energy Modeling ................................................................243 Table 8-5: Average Fuel Efficiency and Estimated Range for Fixed Route Modeling Results.................248 Table 8-6: Average Fuel Efficiency and Estimated Range for the WAVE Modeling Results ...................249 Table 8-7: Preliminary and Preferred Fleet Concepts ..............................................................................252 Table 8-8: 2023-2040 Fleet Forecast........................................................................................................255 Table 8-9: Charge Management System Vendor Comparison.................................................................263 Table 8-10: Potential Training Methods ....................................................................................................272 Table 8-11: Annual Emission in Tons of CO2 per year for BFT’s Fleet by Service Type .........................276 Table 8-12: Summary of Heavy-Duty Vehicle Options .............................................................................278 Table 8-13: Summary of Medium-Duty Vehicle Options...........................................................................280 Table 9-1: Proposed Building Areas .........................................................................................................282 Table 9-2: Proposed Parking Sizes and Quantities ..................................................................................283 Table 9-3: Proposed Site Areas................................................................................................................283 Table 10-1: Coordinated implementation plan, 2024-2040 ...................................................................298 Table 11-1: Operating Cost Estimates for the Five-Year Service Plan ....................................................303 Table 11-2: Capital Investment for Buses During the Five-Year Service Plan Horizon............................304 Table 11-3: Capital Investment for Buses, FY28-29 Through FY39-40 ...................................................305 Table 11-4: Total Opinion of Probable Cost with Escalation Plus Equipment Cost and Soft Costs.........306 Table 11-5: Financial Plan Summary........................................................................................................307 Table 11-6: Potential funding sources ......................................................................................................309 Table 11-7: FTA Zero-Emission Fleet Transition Plan Requirements ......................................................316

Beach Cities Transit – Transit Services Study 1

ABBREVIATIONS
A&E
AHJ
AMC
APC
APM
AQMD
AVL
AVTA
BCHD
BCT
BE
BEB
BESS
BRT
CARB
CARES
CBO
CEQA
CM
CMS
CNG
COA
CPUC
CRRSAA
CRT
CTSA
CTTC
DAR
DGS
DSA
EPA
EV
FAP
FCEB
FTA
GHG
GVWR
Architectural and Engineering
Authorities Having Jurisdiction
Airport Metro Connector Station
Automatic passenger counters
Automated People Mover
Air Quality Management District
Automatic vehicle location
Antelope Valley Transit Authority
Beach Cities Health District
Beach Cities Transit
Battery electric
Battery electric bus
Backup energy storage system
Bus rapid transit
California Air Resources Board
Coronavirus Aid, Relief, and Economic Security Act
Community-based organization
California Environmental Quality Act
Construction Management
Charge Management System
Compressed natural gas
Comprehensive Operational Analysis
California Public Utilities Commission
Coronavirus Response and Relief Supplemental Appropriations Act Charge Ready Transport
Consolidated Transportation Services Agency
California Transit Training Consortium
Dial-A-Ride
Department of General Services
Division of the State Architect
Environmental Protection Agency
Electric vehicle
Formula Allocation Procedure
Hydrogen fuel cell electric bus
Federal Transit Administration
Greenhouse gas emissions
Gross vehicle weight rating

2 HRS
HQTA
HVIP
ICE
ICT
KPI
LADOT
LAWA
LAX
LEHD
LEP
LRTP
MRCF
NEPA
NFPA
NREL
NTD
NTI
OCPP
OEHHA
OMF
OTP
PPE
PV
PVPTA
RBTC
RGAP
RTOI

RTP/SCS
RUHS
SARTA
SBCCOG
SCAG
SCE
SGR
SOC
STA
TAP
TDA
Hydrogen refueling station
High Quality Transit Area
Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project Internal combustion engine
Innovative Clean Transit
Key performance indicator
Los Angeles Department of Transportation
Los Angeles World Airports
Los Angeles International Airport
Longitudinal Employer-Household Dynamics
Limited English Proficiency
Long Range Transportation Plan
Measure R Regional Clean Fuel Bus Capital Fund
National Environmental Policy Act
National Fire Protection Association
National Renewable Energy Laboratory
National Transit Database
National Transit Institute
Open Charge Point Protocol
Office of Environmental Health Hazard Assessment
Operations and maintenance facility
On-time performance
Personal Protective Equipment
Photovoltaics
Palos Verdes Peninsula Transit Authority
Redondo Beach Transit Center
Ridership Growth Action Plan
Residential Transit Orientation Index
Regional Transportation Plan/Sustainable Communities Strategy Redondo Union High School
Stark Area Regional Transit Authority
South Bay Cities Council of Governments
Southern California Association of Governments
Southern California Edison
State of Good Repair
State of charge
State Transportation Assistance
Transit Access Pass
Transportation Development Act

Beach Cities Transit – Transit Services Study 3
TIRCP
TNC
TSP
TSS
TTC
TTS
UZA
ZE
ZEB
Transit and Intercity Capital Rail Program
Transportation network company
Transit signal priority
Transit Services Study
Toronto Transit Commission
Torrance Transit System
Urbanized area
Zero-emission
Zero-emission bus

4 1 EXECUTIVE SUMMARY

1.1 Background and Project Purpose
Beach Cities Transit (BCT) is the transit provider for the Beach Cities located in the South Bay of Los Angeles County. While BCT is operated by the City of Redondo Beach, it also provides service to Hermosa Beach, Manhattan Beach, El Segundo, and into Los Angeles to serve Los Angeles International Airport (LAX). BCT operates two fixed routes and the WAVE Dial-A-Ride (DAR) service, providing service to destinations throughout the South Bay and LAX. The WAVE serves qualifying residents (individuals who are 62+ or have a qualifying disability) of Redondo Beach and Hermosa Beach. BCT also connects with several other transit providers in the region including Metro (including rail connections at C Line stations), GTrans, Torrance Transit, and others.

In February 2022, work commenced on the Transit Services Study (TSS) for BCT, which includes the first comprehensive overview of BCT services and BCT’s operating environment since 2011 to guide future capital planning needs and service investments.

The TSS was broken down into three major components: service planning, zero-emission bus (ZEB) planning, and infrastructure and facility planning. An analysis of existing conditions and robust outreach and engagement throughout the project process helped to inform the recommendations presented in this report.
• Service Plan: details short-range service plans to guide service planning and provision with a fiveyear outlook, through FY2027-2028 and long-range service planning options based on anticipated developments and transportation projects in the South Bay. The service plan also includes supporting recommendations for BCT that outline strategies for improving the rider experience and enhancing public awareness of BCT.
• ZEB Plan: in response to the California Air Resources Board (CARB) Innovative Clean Transit (ICT) mandate, a ZEB rollout plan and strategy was developed to help BCT achieve a 100% ZEB fleet by 2040.
• Infrastructure and Facility Needs: to support BCT’s sustained long-term operations and maintenance and accommodate the ZEB transition, infrastructure and facility needs were identified. This section details the need for a new Operations and Maintenance Facility (OMF) purpose-built for transit operations and maintenance as well as the required infrastructure to support a ZEB fleet.

The TSS project process is outlined in Figure 1-1.

Figure 1-1: Transit Services Study process

Executive Summary
Beach Cities Transit – Transit Services Study 5

1.2 Summary of Existing Conditions
BCT serves the South Bay Region and Beach Cities, including Redondo Beach, Hermosa Beach, Manhattan Beach, El Segundo, and LAX through two fixed routes and the WAVE DAR service for seniors (62+) and persons with disabilities. BCT provides service through a fleet of 20 natural gas vehicles to a total service area population of over 180,000 people. Recently, BCT opened the new Redondo Beach Transit Center (RBTC) near the South Bay Galleria as a new multimodal regional transit hub.

BCT operates two fixed routes (102 and 109) with over 1,300 daily riders. Students account for ~19% of ridership on school days, predominately through the school tripper service provided to Redondo Union High School (RUHS) students.

The WAVE operates in Redondo Beach, Hermosa Beach, and specific satellite locations throughout the South Bay (mostly medical facilities), providing curb-to-curb service to seniors and people with disabilities.

The WAVE carries ~35 riders each day.

A market assessment and demographic analysis shows that BCT’s service area is a diverse and fairly dense area of Los Angeles County. The large proportions of youth, seniors, and car-free households indicate a high potential propensity for transit use. However, the high median incomes and high car ownership rates, coupled with low percentages of workers commuting by transit show that while land use and demographic conditions could favor greater transit use, most residents rely heavily on private vehicle use for most journeys. The South Bay is projected to see modest population growth over the next 25 years with more significant growth in employment and jobs, specifically in El Segundo and Hermosa Beach. BCT’s importance as a feeder service to regional transit could increase as it serves the growing commuter market. While projected population growth is expected to be less significant, pockets of Redondo Beach are expected to see population growth, specifically in South Redondo around Riviera Village and in North Redondo around the South Bay Galleria.

Line 102 provides service between the Redondo Beach Pier and Redondo Beach C Line Station as well as providing school tripper service to RUHS and serving the new RBTC (Figure 1-2). • Line 102 operates on weekdays from 6am-9pm around every 40 minutes, Saturdays from 8am9pm around every 30 minutes, and Sundays from 9am-7pm around every 40 minutes. • Line 102 experiences ridership fluctuations depending on whether RUHS is in session or not, with 701 average daily weekday riders when school is in session and 516 average daily weekday riders when school is not in session.
• In the future, Line 102 could potentially be impacted by the C Line Extension and the South Bay Galleria Redevelopment. Both of these developments could impact and increase demand for Line 102 service.

6 Figure 1-2: Line 102

Executive Summary
Beach Cities Transit – Transit Services Study 7
Line 109 provides service between the Riviera Village and LAX, including multiple large employment centers in Manhattan Beach and El Segundo, and sees high passenger activity at C Line station connections, specifically the Douglas Station and Aviation Station (Figure 1-3). • Line 109 operates on weekdays from 6am-10pm between every 40 and 55 minutes and on weekends from 6am-10pm every 60 minutes.
• This line does not experience seasonal ridership fluctuations due to students seen on Line 102 and instead experiences an average of 580 daily weekday riders. • In the future, Line 109 will predominantly be impacted by changes happening at and around LAX, including the Automated People Mover (APM) and Airport Metro Connector Station (AMC).

8 Figure 1-3: Line 109

Executive Summary
Beach Cities Transit – Transit Services Study 9
The WAVE DAR provides service to seniors and those with disabilities, providing service within Redondo Beach, Hermosa Beach, and specific satellite locations (Figure 1-4). • The WAVE operates on weekdays from 6am-8:30pm and weekends from 8am-8:30pm. • Currently, the WAVE is experiencing around 35 daily passenger trips, compared to 51 daily trips pre-COVID.
• Seventy-five percent of trips begin and end in Redondo Beach, with 10% of trips beginning and ending in Hermosa Beach, and 15% of trips beginning and ending at a satellite location.

10 Figure 1-4: The WAVE Service Area and Satellite Locations

Executive Summary
Beach Cities Transit – Transit Services Study 11

1.3 Summary of Engagement and Stakeholder Outreach
Public outreach and stakeholder engagement was conducted through a variety of different methods throughout the life of the project. Engagement activities and outreach methods are summarized in Table 1-1.

Table 1-1: Summary of Engagement Activities and Outreach Methods Engagement Activities Outreach Methods
• Community survey for riders, non-riders,
and WAVE riders
• 7 pop-ups or city engagements across the
Beach Cities
• 3 community focus groups
• Technical Working Group meeting with key
stakeholders
• Pop-up booth at Redondo Beach Springfest
2023 in leu of Public Meeting
• Redondo Beach website
• Project website
• BCT Twitter, retweeted by other transit
agencies and Beach Cities
• Onboard BCT buses
• RUHS student e-blast
• Easy Reader 4-week full-page ad and
digital ads
• Community Services Instagram ads
• Community Service email list
• Direct emails to 109 city partners
Major findings from each engagement activity are summarized below.

1.3.1 Survey
A total of 280 completed and validated surveys were analyzed (of 295 collected surveys) among riders, non-riders, and WAVE riders. South Bay communities gave feedback on and were informed about BCT services. Highlights from this process include conclusions regarding areas of improvement and continued success.

Information or the lack thereof was a theme across demographics and transit preferences. BCT ensures that information about its services is available through a variety of different sources and mediums, including on the BCT website, through Twitter, onboard buses, at bus stops, and local senior centers and other community centers. A repeated theme across survey results and from engagement is a sentiment that people do not have adequate information about BCT services, which signals a need to explore strategies that can connect people with information and raise public awareness about where information can be found. Insights regarding information availability include:
• Real-time apps were widely used by BCT riders and often their only source of information about service notifications.
• Bus stop improvements pointed to the desire for more and better information about the routes and system as a whole when at a bus stop.
• Among non-riders, access to more information was the biggest factor that would increase their use of transit. While BCT provides information through a variety of sources, these comments suggest that non-riders are unaware of where to find the information.

Community members would generally like to see more frequent buses that run later into the evenings.

Later trips were particularly desired on the weekends with supporting discussion about access to bars, restaurants, and entertainment. Additionally, there was a desire for more frequent bus service.

12 Community members who utilize WAVE services provided a smaller portion of feedback but did provide a clear perspective on where improvements in the service were needed. Core aspects of the service are where clients are most dissatisfied including service registration, scheduling, pick-up/drop-off times, and reliability. Once a rider is aboard the service, they are generally very satisfied with the service quality.

1.3.2 Pop-Ups
A total of seven pop-up events were held across the Beach Cities. Three were organized by JCL Consulting (Douglas C Line Station, Redondo Beach Farmers Market, and Redondo Beach Senior Open House at Perry Park) with the remaining four in-person outreach events (Manhattan Beach Senior Fair, Redondo Beach Senior Open House at Veterans Park, Hermosa Beach Farmers Market, and the El Segundo Farmers Market) completed by City staff. Events were organized to promote the BCT Survey as well as collect comments from the public. A total of 206 comment cards were received.

Major themes heard during the pop-ups include:
• A general lack of information and awareness about BCT services. Non-riders noted that they are interested in learning more about BCT, but there is a lack of information about where stops are and what destinations they can reach using BCT.
• Riders requested more frequent service.
• Riders requested more and better bus stop amenities, particularly shade, benches, shelters, and lighting.
• Older adults are very open to participating in mobility training for greater independence and improved quality of life.

1.3.3 Focus Groups
Focus group #1 was geared toward businesses, employees, and commuters. Attendees included community members, and representatives from the Los Angeles World Airports Rideshare Program, South Bay Workforce Investment Board, and LA Metro. Notable discussion points included:
• The South Bay Workforce Investment Board occasionally supports its clients with bus passes, but these are usually for Metro services. The representative noted that Redondo Beach clients use transit and interest has been increasing in the past couple of years particularly due to gas prices. • Beach access was identified by multiple participants as a priority, noting the congestion and challenge of parking at piers.
• Frequency and consistency were identified as challenges. • The addition of an east-west bus service designed to facilitate access to recreational areas was identified. Service along Manhattan Beach Blvd could improve beach access for North Redondo Beach and Manhattan Beach residents with stops at Polliwog Park and Redondo Beach Performing Arts Center.

Focus Group #2 sought engagement from seniors, students, parents, and caregivers. It was attended by five community members, two representatives from Torrance Transit, and two representatives from the City of Redondo Beach Senior and Family Services.

Executive Summary
Beach Cities Transit – Transit Services Study 13
• Line 109 traverses a large area, providing connections between Riviera Village and Manhattan Beach but does not provide service across Redondo Beach; the opinion provided was BCT should prioritize Redondo Beach residents in service provision. • The northern section of Line 109 was identified as too circuitous, and Metro Line 232 is the preferred route returning from LAX as it is more direct, and riders can reach their destination in less time.
• A respondent noted that the branding of BCT services does not stand out or excite people. The white vehicles were compared to ‘service vehicles’ and contrasted to Santa Monica Big Blue Bus and LA Metro Micro vans in El Segundo, both of which have distinct branding that sticks out in the community and looks like vehicles for public transit.
• Senior and Family Services from the City of Redondo Beach provided insight into residents’ feelings towards the WAVE. Since the onset of the COVID-19 pandemic, there has been an increase in inquiries about DAR services. Adult caregivers are more comfortable with their elderly parents taking the WAVE. Additionally, community members provided examples of how helpful WAVE services were to them personally. It was noted that while there is information about BCT and the WAVE at senior centers, the information might not be up to date and may need to be updated regularly to make sure information is accurate. • Draft service proposals included in the second focus group were alternatives to Line 109 to run through Redondo Beach Pier and streamline service along the northern portion of the route around Plaza El Segundo and Manhattan Village Mall. Responses to the addition of pier service were mixed; some supported this change whereas others expressed safety concerns of pier clientele. Streamlining Line 109 to eliminate detours in service was supported by participants.

Focus Group #3 targeted community-based, faith-based, and non-profit organizations. Attendees included three community members, the president of the South Bay Bicycling Coalition, and Hermosa Beach Council Member Justin Massey.
• Discussing WAVE services, a participant noted that although the WAVE is reliable, they had experienced issues with getting a return ride after booking a same-day trip. • A Redondo Beach resident described a trip they often take to the Rivera Village. Taking Line 102 to Catalina, they hope for a successful transfer to Line 109 and on to their final destination. The return trip is more challenging because transferring from NB Line 109 to NB Line 102 is not properly timed, requiring a long wait for the next bus. • Challenges on Line 109 north of Rosecrans were brought up with participants feeling that this section is ‘unusable.’ The participant suggested rerouting Line 109 to stay along the beach between Manhattan Beach and El Segundo.
• As part of the third focus group, draft service proposals discussed in the second focus group received similar feedback. Line 109 servicing the pier received mixed responses, some in support (like the participant who transfers from Line 102 to 109 while traveling to Riviera Village) while others did not like the idea. Streamlining of Line 109 at Rosecrans and PCH was supported.

1.3.4 Technical Working Group
A technical working group was held to discuss challenges and opportunities to improve mobility throughout the South Bay and Beach Cities. Attendees included representatives from Redondo Beach,

14 Manhattan Beach, Hermosa Beach, El Segundo, Torrance Transit, Metro, GTrans, and Palos Verdes Peninsula Transit Authority (PVPTA).
• Considerations for alternate routing of Line 102 were discussed to route trips leaving RBTC along Ripley past Adams Middle School. Ripley was determined to be a less desirable street for transit as it is a hilly residential collector.
• The proposed route realignment to Line 109 would no longer provide access to Plaza El Segundo as there is no stop along Sepulveda SB. The Metro representative provided insight on previous attempts by Metro to get a southbound stop along the west side of Sepulveda, across from Plaza El Segundo. Issues due to access to the oil refinery blocked the attempt. There was general support for this realignment.
• Service recommendations were proposed in this technical working group for Line 102 to take over the southern portion of Line 109 from the Redondo Beach Pier to Riviera Village, with Line 109 terminating at the pier. Discussion of dedicating additional red curb was brought up as well as the operational importance of proper scheduling.
• The proposed addition of an east-west route focused on beach service was discussed with this group and was well-received.
• Outreach and marketing of WAVE services were discussed at length. It was identified that if senior populations are widely unaware of the WAVE, it is the responsibility of Beach City partners to engage their local populations.
• Considerations for expanding WAVE service to the general public as a late-night service were proposed and were well-received.

1.3.5 Redondo Beach Springfest
Final public engagement occurred on April 15, 2023, at the 40th Annual Springfest sponsored by the North Redondo Beach Business Association near the Performing Arts Center along Manhattan Beach Blvd in Redondo Beach. Community members were able to provide input on the recommendations by asking questions as well as show their preferences by placing color-coded dots on the display boards supporting or opposing each recommendation.

Summarized below is each recommendation and how it was received by the public. • Recommendation A: reroute Line 109 to serve the LAX Automated People Mover and Airport Metro Connector Station in 2025 to provide a direct connection to LAX and other transit services at the new Connector Station. Out of 13 total reactions, 92% of responses support this recommendation.
• Recommendation B: straighten Line 109 along Rosecrans and Sepulveda around Manhattan Village Mall, to address rider requests for more direct service and a quicker travel time to LAX.

This recommendation removes service to stops that see very few passenger boardings and still maintains access to The Pointe, Plaza El Segundo, and businesses along Rosecrans Ave. 100% of respondents at Springfest support this recommendation. • Recommendation C: consider a new summer bus service along Manhattan Beach Blvd, between the Redondo Beach C Line Station and Manhattan Beach Pier. This fills in a gap in service left after Metro discontinued Line 126, addresses requests from the public to provide service along Manhattan Beach Blvd, and serves many entertainment and recreational destinations like

Executive Summary
Beach Cities Transit – Transit Services Study 15
Polliwog Park and the Performing Arts Center. Reception from the public at Springfest was very supportive of this recommendation, with 27 total respondents, 100% of whom supported this recommendation.
• Recommendation D: extend Line 102 south from Redondo Beach Pier to Riviera Village and reroute Line 109 to terminate at the Pier, creating a new transfer hub at the Pier which enables easier transfers between Line 102 and Line 109 and Torrance Transit. This also provides easier access to the Pier and Veterans Park Senior Center from Line 109, creates a one-seat ride for South Redondo students, and improves access to the newly opened RBTC and South Bay Galleria. 100% of respondents at Springfest support this recommendation. • Recommendation E: maintain the WAVE DAR services for Redondo Beach and Hermosa Beach with increased marketing and awareness (travel training) programs, as there were no substantial comments about the WAVE in previous outreach activities. The curb-to-curb system adequately services the cities. 59% of respondents support this recommendation.

1.4 Service Plan
Short-range service plans were developed for the five-year planning period. Recommended service plans for fixed route and WAVE services are summarized below.

Line 102 recommendations are summarized below and shown in Figure 1-5. • FY24-25 (Plan Year 2): decrease weekday headways from current headways to around every 33 minutes for most of the day to provide more frequent service after service became less frequent to serve the RBTC.
• FY24-25 (Plan Year 2): extend Line 102 from its current terminus at the Pier to Riviera Village.

This will create a new transfer hub at the Pier, create a one-seat ride for South Redondo students, and improve access to the Redondo Beach Transit Center and South Bay Galleria. • FY25-26 (Plan Year 3): increase Sunday service levels so that they match Saturday service levels, meaning that Sunday service would now operate around every 40 minutes from 8am-9pm.

Post-pandemic weekend ridership on Line 102 has exceeded pre-pandemic ridership levels.

16 Figure 1-5: Line 102 Recommended Changes

Executive Summary
Beach Cities Transit – Transit Services Study 17
Line 109 recommendations are summarized below and shown in Figure 1-6. • FY23-24 (Plan Year 1): re-route Line 109 around Manhattan Village Mall and Plaza El Segundo to provide more direct service, reduce travel time, and eliminate stops with very low ridership that are not pedestrian-friendly.
• FY24-25 (Plan Year 2): adjust routing around LAX to serve the AMC to provide a direct connection to LAX APM and other transit operators at the AMC. • FY24-25 (Plan Year 2): terminate Line 109 at the Pier and extend Line 102 south from the Pier to Riviera Village to enable easier transfers, provide easier access to the Pier and Veterans Park Senior Center, and better reflect travel patterns in South Redondo. • FY26-27 (Plan Year 4): improve weekday AM and PM peak hour service to every 35 minutes to provide a better experience for riders who use Line 109 during peak hours.

18 Figure 1-6: Line 109 Recommended Changes

Executive Summary
Beach Cities Transit – Transit Services Study 19

1.4.1 Manhattan Beach Blvd Link
Metro’s discontinuation of Line 126 presents a service gap operating east-west along Manhattan Beach Blvd. Filling in this service gap received positive public feedback, and was expressed as a need in the survey results and at the outreach events. The recommended service plan proposes launching this service as a pilot during the summer months when RUHS is not in session in FY25-26 to reduce the operational and financial burden on BCT to operate.

The proposed service schedule is to operate Monday-Thursday from 8am-8pm every thirty minutes, and Friday-Sunday 10am-11pm every thirty minutes. The proposed route alignment is shown in Figure 1-7.

Figure 1-7: Proposed Manhattan Beach Blvd Link

1.4.2 The WAVE
Recommendations for the WAVE focus on opportunities to grow ridership and awareness, as summarized below.
• Outreach and Engagement:
o Marketing and engagement Plan
o Leverage organizational partnerships
o Travel training
o Promote group trips/social outings
• Technology Improvements
o New scheduling and dispatching software
o Opportunities to book trips in different ways (website, app)

20 o Enable WAVE vehicles to take TAP cards
In the long term, BCT can explore opportunities to open the service up to the general public.

1.4.3 Service Plan Summary
The five-year service plan is summarized in Table 1-2.

Table 1-2: Service Plan Summary
Plan year 1 2 3 4 5
Fiscal year FY23-24 FY24-25 FY25-26 FY26-27 FY27-28
Line 102
Routing changes to
absorb the portion of
Line 109 between
Redondo Beach Pier
and Riviera Village
(January 2024).

Weekday service
around every 33
minutes.

N/A
Alter the Sunday
service schedule to
match the Saturday
service schedule.

N/A N/A
Line 109
Routing changes to
straighten out
alignment around
Plaza El Segundo
and Manhattan
Village Mall, and
terminate line at
Redondo Beach Pier
(January 2024).

Implement
routing changes
to serve the
Airport Metro
Connector and
Automated
People Mover at
LAX.

N/A
Implement 35-min
weekday service
during AM and PM
peaks.

N/A
Manhattan
Beach Blvd
Link
Lead time for
additional planning,
outreach, etc.

N/A
Launch new line
during summer
months when
school trippers are
not in service.

Continue to monitor performance and
adjust schedules as necessary, and begin
to collect data to determine whether this
service should be expanded year-round
The WAVE Various strategies to increase ridership among senior and disabled populations.

1.5 Zero-Emission Bus Plan
CARB’s ICT mandate requires that small transit agencies (including BCT) submit a Council-approved ZEB Rollout Plan by June 30, 2023, and begin purchasing ZEBs in 2026, with a goal of 100% transition by 2040. The regulation provides exemptions for agencies based on a lack of feasible vehicle alternatives, challenging terrain, operating profiles that aren’t feasible with ZE alternatives, and other challenges. The purpose of this component of the TSS is to develop a CARB-compliant zero-emission rollout plan in response to the ICT Regulation and a transition plan and strategy for BCT’s goal of a 100% ZE fleet.

Predictive power and energy modeling was completed to understand the optimal ZEB fleet for BCT.

Through this modeling and other considerations, it was determined that battery-electric buses (BEBs) are the preferred technology choice for BCT over hydrogen fuel cell electric buses, as BCT can largely transition its current fleet to BEBs in a 1:1 manner. Transitioning to a BEB fleet will also help reduce BCT’s greenhouse gas footprint by 87%.

Executive Summary
Beach Cities Transit – Transit Services Study 21
A fleet replacement plan and infrastructure phasing schedule was developed so that BCT will achieve a 100% ZEB fleet by 2040, with the first BEB purchase in 2029. This timeline is required to accommodate necessary infrastructure modifications and construction of a new facility.

A power demand model and charging profile was developed to understand power and charging requirements for BCT’s future BEB fleet. The charging profile utilizes in-depot overnight charging and avoids charging during peak hours to minimize energy costs. The charging profile shows a maximum power capacity of ~700 kW seen during the overnight refueling window.

1.5.1 Infrastructure and Facility Needs
Analysis of BCT’s OMF shows that it is too small to sustain BCT’s long-term operations and transition to ZEBs and needs replacement. Space needs programming shows that the current facility is about 6,000 sq. ft. undersized for current operations. A conceptual master plan was developed for BCT’s new facility that will accommodate the slight fleet growth resulting from the recommended service plan and BEB operations and maintenance. The plan is shown in Figure 1-8.

Figure 1-8: Conceptual Master Plan for New Operations & Maintenance Facility

22 Charging equipment, electrical utility improvements, and other infrastructure required to support ZEBs is detailed in the full report. Future planning and design needs are summarized below and phased to align with the delivery of the first BEB in 2030.
• 2024: Environmental (CEQA and NEPA) clearances
• 2026: Architectural and Engineering (A&E) services
• 2027: Construction Management (CM) services
• 2028: Commence facility construction
• 2030: Facility construction complete in time for the first BEB

1.5.2 Coordinated Implementation Plan
To help guide the City through the implementation of the service plan, ZEB plan, and facility construction, a coordinated implementation plan is provided below that integrates all aspects of the TSS project.

Table 1-3: Coordinated Implementation Plan, 2024-2040 1 Year Element Action Item Responsible Party/
Parties Implementation Details
2024
Bus Facility
Procure professional environmental
support services for CEQA and
NEPA clearances for the new OMF
by the end of 2024.

BCT, Redondo Beach
City Council
BCT should assume the CEQA and
NEPA processes will take about 12
to 18 months in total. Design of the
new facility can commence
following CEQA clearance (about 6
- 9 months).

Fleet
Procurement
Fleet Procurement:
1 CNG bus (30 ft)
BCT, Redondo Beach
City Council Estimated capital cost: $533,000
Service
Planning/
Operations
-Line 102: routing changes to
absorb the portion of Line 109
between Redondo Beach Pier and
Riviera Village.
-Line 109: routing changes to
straighten alignment around Plaza
El Segundo and Manhattan Village
Mall, and terminate the line at
Redondo Beach Pier. One month
prior to routing changes, install signs
at any stops that will be closed
stating the stop will no longer be in
service and providing information on
the new closest stops.
-Manhattan Beach Blvd Line: assess
conditions and placement of Metro
Line 126 bus stops and identify
needs in coordination with the City
of Manhattan Beach for stops within
their jurisdiction. This process
should incorporate Transit Amenities
BCT, Redondo Beach
Police Department
(Parking Enforcement),
Torrance Transit, other
relevant City
departments, Manhattan
Beach
-BCT coordinate with Torrance
Transit regarding routing changes
around the Pier to ensure that
schedules are coordinated to
facilitate seamless transfers.
-BCT coordinate with relevant City
departments to ensure sufficient
space for buses is provided at the
Pier, including coordinating with
Parking Enforcement to mitigate
potential issues of illegal parking
preventing BCT vehicles from
accessing the space.
-One month prior to service
changes, BCT should conduct
robust outreach to customers and
areas that might be affected,
including flyers on buses and at
relevant stops.
-BCT work with other City
departments (such as the
Department of Community
1 Estimated capital costs in 2023$. Information on capital cost sources provided in Appendix C: Financial Considerations Inputs and Assumptions and Appendix D: Cost Estimates.

Executive Summary
Beach Cities Transit – Transit Services Study 23
Year Element Action Item Responsible Party/
Parties Implementation Details
Policies as outlined in BCT's Title VI
Program.
-At least 30 days prior to the
implementation of service changes,
BCT will hold public hearings and
solicit feedback from the public on
proposed service changes following
all guidelines outlined in BCT's
Public Participation Process
(Community Outreach Plan).

Development, Community Services
Department, etc.) to expand
outreach capabilities.
-Update the BCT website as
service changes are implemented.
-Update BCT maps and schedules
as service changes are
implemented.
2025
Fleet
Procurement
Fleet Procurement:
3 CNG buses (30 ft)
BCT, Redondo Beach
City Council Estimated capital cost: $1,632,000
Service
Planning/
Operations
-Line 102: increase weekday service
to every 33 minutes all-day
-Line 109: implement routing
changes to serve the Airport Metro
Connector Station and Automated
People Mover at LAX
-At least 30 days prior to the
implementation of service changes,
BCT will hold public hearings and
solicit feedback from the public on
proposed service changes following
all guidelines outlined in BCT's
Public Participation Process
(Community Outreach Plan).

BCT, other relevant City
departments, Manhattan
Beach
-BCT examine schedules of other
operators that will be serving the
Airport Metro Connector Station to
understand if schedules can be
better coordinated to facilitate
transfers.
-BCT work in coordination with
Manhattan Beach to install the
required bus stop infrastructure for
stops within Manhattan Beach city
limits.
-One month prior to service
changes, BCT conducts robust
outreach to customers and areas
that might be affected, including
flyers on buses and at relevant
stops.
-BCT work with other City
departments (such as the
Department of Community
Development, Community Services
Department, etc.) to expand
outreach capabilities.
-Update the BCT website as
service changes are implemented.
-Update BCT maps and schedules
as service changes are
implemented.
2026
Bus Facility
Procure professional A&E services
for the design of the new facility and
site improvements at the beginning
of 2026.

BCT, Redondo Beach
City Council
Design process should begin with
detailed programming and master
planning tasks to resume and
validate the proposed space needs
program and conceptual master
plan. Design and permitting for the
new facility can be expected to
take about 12 to 18 months but can
commence following project
approval from CEQA.

Service
Planning/
Operations
-Line 102: Sunday service schedule
improved to match Saturday
schedule (all-day service around
every 40 minutes).
-Manhattan Beach Blvd Line: finalize
the installation of bus stop
infrastructure, conduct dry runs and
operator training on the new route,
and launch service in summer 2026.
-At least 30 days prior to the
implementation of service changes,
BCT will hold public hearings and
solicit feedback from the public on
BCT, Transportation
Concepts, other relevant
City departments, and
relevant stakeholders to
help promote the launch
of the Manhattan Beach
Blvd service (Manhattan
Beach Department of
Parks and Recreation,
Manhattan Beach
Chamber of Commerce,
Redondo Beach
Performing Arts Center,
-Transportation Concepts/O&M
Contractor execute dry runs of the
Manhattan Beach Blvd alignment
to confirm run time and develop
schedules, complete runcutting,
and paddles.
-BCT work with various
stakeholders in the months leading
up to the launch to continue to
advertise the service. After service
launch, collect data on ridership
and performance as well as public
feedback on rider satisfaction.

24 Year Element Action Item Responsible Party/
Parties Implementation Details
proposed service changes following
all guidelines outlined in BCT's
Public Participation Process
(Community Outreach Plan).

Downtown Manhattan
Beach Business +
Professional
Association, etc.)
-One month prior to service
changes, BCT conduct robust
outreach to customers and areas
that might be affected, including
flyers on buses and at relevant
stops.
-BCT work with other City
departments (such as the
Department of Community
Development, Community Services
Department, etc.) to expand
outreach capabilities.
-Update the BCT website as
service changes are implemented.
-Update BCT maps and schedules
as service changes are
implemented.
2027
Bus Facility
-Issue for bid and award mid-2027:

Construction Management Services
for the new Bus OMF (or use City
on-call contracts or other means to
procure CM services.)
-Issue for bid and award mid to end
of 2027: Construction contract for
the new Bus OMF.

BCT, Redondo Beach
City Council
Procure CM services first to aid in
the solicitation of general
contractors for the construction of
the new BMF.

Fleet
Procurement
Fleet Procurement:
2 CNG buses (30 ft)
BCT, Redondo Beach
City Council
Estimated capital cost:
$1,135,123
Service
Planning/
Operations
Line 109: implement 35-minute
weekday service during AM and PM
peaks (7-9am and 4-6pm)
Manhattan Beach Blvd Line:
continue to monitor performance
and adjust schedules as necessary.

Begin to collect data to determine
whether service should be
expanded year-round. BCT should
do this on a continuous basis.

BCT, other relevant City
departments
-One month prior to service
changes, BCT conduct robust
outreach to customers and areas
that might be affected, including
flyers on buses and at relevant
stops.
-BCT work with other City
departments (such as the
Department of Community
Development, Community Services
Department, etc.) to expand
outreach capabilities.
-Update the BCT website as
service changes are implemented.
-Update BCT maps and schedules
as service changes are
implemented.
2028
Bus Facility In early 2028, begin construction on
new Bus OMF. BCT
Estimate construction period 18
months from award of contract to
final commissioning of the facility.

The City should allow for
contingency in the schedule for
unexpected delays, etc. so that
facility can be opened in time for
arrival of the first electric vehicles.

Fleet
Procurement
Fleet Procurement:
1 CNG van
BCT, Redondo Beach
City Council
Estimated capital cost:
$63,320
2029 Bus Facility -
ZEB
If the program is still active, apply for
participation in the SCE Charge
Ready Transport Program for
charging infrastructure installation.

Vehicles must arrive on site within
18 months from the time the
application was submitted.

BCT, SCE
Application will need to be
coordinated with new OMF design
and construction.

Executive Summary
Beach Cities Transit – Transit Services Study 25
Year Element Action Item Responsible Party/
Parties Implementation Details
Fleet
Procurement -
ZEB
Fleet Procurement:
1 BE bus (30 ft)
4 BE vans
BCT, Redondo Beach
City Council Estimated capital cost: $1,871,781
2030
Bus Facility
New Bus OMF to be completed.

BCT to move contractor and
operations into new facility.

BCT
OMF will need to be completed and
commissioned prior to arrival of
first BEB in order to allow for
installation of charging equipment
and coordination with SCE if
utilizing SCE's Charge Ready
Transport program (if the program
is still available in the future).

Fleet
Procurement -
ZEB
Fleet Procurement:
3 BE cutaways
BCT, Redondo Beach
City Council Estimated capital cost: $870,651
2031 Bus Facility
Demolition of existing bus
maintenance facility and realignment
of the park-and-ride parking lot.

BCT
The City may choose alternative
approach to expanding park-andride lot, but it can be assumed that the existing facility will not be
suitable for long term use by other
functions. The existing building is
well beyond its useful life in 2023.
2032 N/A N/A N/A N/A
2033 N/A N/A N/A N/A
2034
Fleet
Procurement -
ZEB
Fleet Procurement:
8 BE buses (30 ft)
BCT, Redondo Beach
City Council Estimated capital cost: $8,443,000
2035 ZEB
Deployment
Battery replacement for one 30 ft
bus BCT
No additional cost; cost included in
vehicle purchase price extended
warranty.
2036 N/A N/A N/A N/A
2037
Fleet
Procurement -
ZEB
Fleet Procurement:
1 BE bus (30 ft)
1 BE van
BCT, Redondo Beach
City Council Estimated capital cost: $1,372,000
2038
Fleet
Procurement -
ZEB
Fleet Procurement:
4 BE buses (30 ft)
4 BE vans
BCT, Redondo Beach
City Council Estimated capital cost: $5,589,000
2039
Fleet
Procurement -
ZEB
Fleet Procurement:
3 BE cutaways
BCT, Redondo Beach
City Council Estimated capital cost: $1,024,000
2040
Fleet
Procurement -
ZEB
Fleet Procurement:
1 BE bus (30 ft)
BCT, Redondo Beach
City Council Estimated capital cost: $1,178,000
ZEB
Deployment Battery replacement for eight 30 ft
buses BCT
No additional cost; cost included in
vehicle purchase price extended
warranty.

1.5.3 Financial Considerations
Operating cost estimates for the five-year service plan are presented in Table 1-4. Main considerations include:
• Assumes BCT will continue to utilize a contractor for operations and maintenance of fixed route and WAVE services.
• The City will issue a new RFP for service for a new contract period to begin July 2026 (Plan Year 4). After that, it is anticipated that costs and associated wages will be higher subject to the RFP process.

26 • Results in a 32% increase in costs and a 23% increase in service between Plan Year 1 and Plan Year 5.

Table 1-4: Operating Cost Estimates for Five-Year Service Plan Plan Year Year 1 Year 2 Year 3 Year 4 Year 5
Fiscal Year 23-24 24-25 25-26 26-27 27-28
Fixed Monthly Rate $103,502 $108,574 $114,002 $121,982 $130,521 Fixed Hourly Rate $48.57 $50.95 $53.50 $57.24 $61.25
Annual Revenue Hours 47,186 47,186 49,560 50,319 50,319 Total Operating Cost $3,533,848 $3,707,007 $4,019,360 $4,344,162 $4,648,253 Major capital costs include bus procurements through 2040 and costs related to the new facility construction and ZEB infrastructure. With regard to infrastructure costs, Stantec’s cost estimator Jacobus and Yuang, Inc. developed rough order of magnitude cost estimates based on the facility plans. Table 1-5 provides a summary view of the expected costs. Based on the high-level cost estimate, we estimate that BCT could spend $31.7 million on facility upgrades between 2023 and 2028.

Table 1-5: Total Opinion of Probable Cost with Escalation Plus Equipment Cost and Soft Costs Site Costs
Site Demolition $450,351
Park & Ride Lot/Employee Parking $604,309
OMF Sitework $8,153,797
Admin-Ops & Maintenance Facility $9,139,965
Escalation $3,957,755
Equipment Costs
Maintenance/Bus Wash Equipment $1,000,000
Escalation $423,843
Soft Costs
Architectural/Engineering Fees $3,559,503
Environmental Consulting (CEQA/NEPA) $177,975
Construction Contingency $1,186,501
Construction Management $1,898,402
Surveys, etc. $1,186,501
Total Opinion of Probable Cost with
Escalation, Equipment, and Soft Costs $31,738,902
Estimated costs for bus procurement are presented in Table 1-6.

Table 1-6: Estimated Costs for Bus Procurements
Year (FY) Bus Procurements Estimated Cost (2023$)
23-24 1 CNG Bus $533,000
24-25 3 CNG Buses $1,632,000
26-27 2 CNG Buses $1,135,000
27-28 1 CNG Van $63,300
28-29 1 BE Bus $1,872,000

Executive Summary
Beach Cities Transit – Transit Services Study 27
4 BE Vans
29-30 3 BE Cutaways $870,700
33-34 8 BE Buses $8,442,800
36-37 1 BE Bus
1 BE Van $1,371,600
37-38 4 BE Buses
4 BE Vans $5,588,800
38-39 3 BE Cutaways $1,023,500
39-40 1 BE Bus $1,178,400
Finally, a financial plan summary for the five-year service planning period is presented in Table 1-7.

Table 1-7: Financial Plan Summary
Plan Year Year 1 Year 2 Year 3 Year 4 Year 5
Fiscal Year 23-24 24-25 25-26 26-27 27-28
Total Operating Cost $3,533,848 $3,707,007 $4,019,360 $4,344,162 $4,648,253 Total Capital Costs $532,569 $1,631,890 $- $1,135,123 $63,320 Total $4,066,417 $5,338,897 $4,019,360 $5,479,285 $4,711,573

28 2 INTRODUCTION AND BACKGROUND

2.1 Overview
Beach Cities Transit (BCT) is the transit provider for the Beach Cities located in the South Bay of Los Angeles County. While BCT is operated by the City of Redondo Beach, it also provides service to Hermosa Beach, Manhattan Beach, El Segundo, and into Los Angeles to serve Los Angeles International Airport (LAX). BCT operates two fixed routes and the WAVE Dial-A-Ride (DAR) service, providing service to destinations throughout the South Bay and LAX. The WAVE serves qualifying residents of Redondo Beach and Hermosa Beach. BCT also connects with several other transit providers in the region including Metro (including rail connections at C Line stations), GTrans, Torrance Transit, and others (Figure 2-1).

Introduction and Background
Beach Cities Transit – Transit Services Study 29
Figure 2-1: BCT Routes with South Bay Connections

30 TSS 1 provided a comprehensive review of BCT’s existing conditions, including existing conditions of the fleet and operations for the ZEB analysis and current operations and maintenance facility.

TSS 2 detailed short- and long-range service plans that will guide transit service planning and service provision through FY27-28 for the short-term and long-range planning recommendations. These service plans were designed based on the goals and visions established in TSS 2, and also include supporting recommendations that can improve service and the customer experience in ways indirectly related to providing service. Many of the changes presented in the service plan are in response to a changing transportation landscape in the South Bay and look at ways to make BCT a more attractive option for residents and visitors.

TSS 3 addresses the infrastructure needed to achieve the short- and long-range transit service recommendations presented in TSS 2, as well as the acquisition and implementation of zero-emission buses (ZEBs) to satisfy the Innovative Clean Transit (ICT) mandate set by the California Air Resources Board (CARB), including the required infrastructure upgrades and improvements needed to support a ZEB fleet.

This report compiles TSS 1-3, along with an overall financial plan and summary of public and stakeholder outreach conducted during the course of the planning process (Figure 2-2).

Figure 2-2: Transit Services Study Process

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3 EXISTING CONDITIONS REVIEW – SERVICE PLANNING

3.1 Background Document Review
This section reviews key literature and planning and policy documents to provide current and future insights into BCT and the South Bay region, and importantly, to understand the larger regional planning framework in which BCT operates and understand how past BCT initiatives and other agency initiatives can impact this strategic planning process.

3.1.1 Beach Cities Transit Comprehensive Operational Analysis (2011) Offering a look at BCT performance and position within the transit-rich South Bay, the 2011 COA combined performance reviews of BCT routes, an on-board survey, and partner roundtable to develop recommended service plans for each route.
• Route Profiles: the three routes operated by BCT (Line 102, 104, 109) had an average productivity of 13.1 riders per hour with $3.36 the average cost per passenger. Line 102 was found to be the most productive with Line 109 the second, and Line 104 the least with an extremely low passengers per hour. Ridership was found to be 60% lower on weekends. Line 109 had the highest weekend ridership but Line 102 had the highest productivity. • On-board Survey: conducted January 15-20, 2011, the onboard survey found a very high level of passenger satisfaction for BCT. Operator courtesy, personal safety, and cleanliness were the highest-rated items. Passengers were least satisfied with frequency and reliability. Riders largely use BCT for work and school trips and have incomes under $25,000. More frequent buses and improved reliability were the most desired system improvements. • Latent and Future Demand: using demographic characteristics, neighborhoods with a high propensity for transit use were identified with a GIS-based analytical tool, Residential Transit Orientation Index (RTOI). In addition, the study team identified transit service needs and unmet markets based on survey results and field observations.

Figure 3-1 shows those neighborhoods with a high propensity for transit (darker blue colors). Line 102 serves many of the areas with high RTOI including those near Artesia Boulevard and Vail Avenue as well as neighborhoods with very high RTOI adjacent to the Galleria at South Bay. Line 109 serves neighborhoods with very high RTOI north of Redondo Beach Pier and pockets in El Segundo along Grand Avenue near downtown. The Manhattan Village Mall with high RTOI is served by Line 109 northbound.

32 Figure 3-1: Residential Transit Orientation Index (RTOI) for BCT service area • Partner Roundtable: on March 28, 2011, City of Redondo Beach, El Segundo, Manhattan Beach, and Transportation Concepts (BCT contracted operator) discussed perceived issues and potential solutions. Areas of concern from El Segundo and Manhattan Beach: how routes serve residents of their cities, marketing of the BCT, signage at bus stops, and recent declines in ridership. Manhattan Beach also raised the idea of direct service to Manhattan Village Mall. Ontime performance in the afternoons was raised as an issue by Transportation Concepts. • Recommended Service Plan: Towards the overall goal of “providing transit service that will attract additional ridership in a cost-efficient and cost-effective matter” recommended strategies included:

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o Improving Poor Performance – Line 102 (20 boardings per hour) and Line 109 (10 boardings per hour) were reasonably productive lines whereas Line 104 had 4.1 boardings per hour, indicating low productivity and opportunity for discontinuation. The elimination of Line 104 was implemented.
o Schedules - Define consistent, realistic schedules for each line. Minimize route deviations by operating via a single route path as much as possible. Where possible, use clockface headways (which result in the bus arriving at a given stop at the same time each hour) to make schedules more understandable for riders and potential riders. o Consistent Service Patterns - Provide direct connections to major trip generators and activity centers. Recommended that those major trip generators, Galleria on Line 102 and Douglas C (Green) Line Station for Line 109, be served on both northbound and southbound trips. The recommendation was followed with both lines currently serving their respective major trip generator traveling north and sound bound. o Addressing Overcrowding – Bus platooning was recommended to address overcrowding along Line 102 for school-related trips. Despite implementing this recommendation with three buses on Line 102 within five minutes of each other, overcrowding is sometimes an issue on school trippers and BCT staff must actively regulate boardings to minimize overcrowding issues.
o More Frequent Service versus New Lines – Not identified as a significant issue for BCT, the recommendation leaned towards frequency improvements over new routes. o Requests for New Service – Manhattan Village Mall along Line 109 was the only identified request for service. Assessment of additional service was based on ridership potential, operational feasibility, and cost. The addition of service to Manhattan Village Mall was implemented by routing Line 109 eastbound along Park View Ave. • Line 102
o Recommended adding running time to improve the reliability of service. o Recommended to add a bus to operate 30-minute headways with service to Galleria at South Bay in both directions. This recommendation was implemented. o Vail Avenue, centrally located within Redondo Beach has stops at nearly every intersection, slowing down buses. It was recommended that Inglewood Avenue or Aviation Boulevard north of Artesia Boulevard be utilized for improved schedule adherence. As Line 102 still operates along Vail Avenue, this recommendation was not implemented.
• Line 104 – operating in low transit propensity neighborhoods, primary issues include low ridership and productivity.
o Recommended to discontinue Line 104 to reallocate resources to Line 102, this was followed as Line 104 no longer operates.
o Several options (illustrated in Figure 3-2) for rerouting Line 104 were assessed as alternatives to improve productivity including coordination with Torrance Line 7 which was ultimately impossible due to timing connections. Eliminating Line 104 was recommended.

34 Figure 3-2: Route Alternatives for Currently Discontinued BCT Line 104 • Line 109 – BCT’s second most productive route, Line 109 connects Redondo Beach, Hermosa Beach, Manhattan Beach, and El Segundo with weekday headways of 45-minutes and 60- minutes on weekends.
o Recommended adjustment to running times for improved reliability of service with continued 45-minute headways.
o Improve access to Douglas Station was recommended with service in both directions.

This recommendation was implemented.
o The addition of two buses was recommended to improve headways to 30-minutes. This recommendation was not implemented, and Line 109 still operates with a 45-minute headway.
o Due to lower-than-expected passenger activity at LAX City Bus Center, it was recommended to truncate Line 109 at Aviation C Line Station. Despite the potential to achieve 30-minute headways with the addition of only one bus, this was not implemented, and Line 109 still runs to LAX City Bus Center.

3.1.2 Analysis of WAVE Dial-A-Ride Services (2011)
In 2010, the firm Transportation Concepts assumed operations of the WAVE DAR service. Alongside the COA of the BCT system, a focused analysis of the WAVE was conducted in 2011 to uncover potential improvement strategies. The WAVE analysis looked at appropriate total annual vehicle service hours, the efficiency of WAVE scheduling and operations, and how the service could be

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Beach Cities Transit – Transit Services Study 35
improved. This analysis included a review of contract requirements and a Trip Ticket Analysis for two service days, Monday, November 9, 2010, and Tuesday, December 14, 2010. • The review of contract documents found the three performance standard measures failed to encourage increased ridership and productivity. WAVE provided 57 trips to 52 passengers with 8 cancelations/no-shows on sample day 11-9-10 and 44 trips to 40 passengers with 5 cancelations/no-shows on sample day 12-14-10. A total of 16,887 trips were provided in 2010 with Thursday the most productive day. More appropriate productivity measures were recommended such as Passenger Trips Per Vehicle Revenue Hour. • Trip ticket analysis found data recording to be lacking and recommended improved data recording by reinforcing the importance of complete, accurate, and legible data recording.

Additionally, there was little evidence of shared rides from the two sample days. To improve system productivity, exploring service and fare policies to promote multiple riders from the same origin/destination was recommended.
• Analysis of vehicles in service by hour on Monday 11-9-2010 found a peak of 4 vehicles in service between 11:45 am and 12:30 pm with vehicle revenue hours ranging from 2.75 to 3.25.

Service capacity saw steady increases until the midday peak before a sharp decrease at 1 pm and leveling off through the afternoon. Notable peaks in passengers are seen at 9 am, and 4 pm – 5 pm with strong ridership between 11 am and 2 pm. Service capacity and demand were mismatched with inconsistent and highly variable availability. • Saturday and Sunday mornings from 6-8 am were underutilized as well as Sunday through Thursday 8:30-9:00 pm. Friday and Saturday, 8:30-10:00 pm, were also underutilized. This recommendation resulted in the current WAVE schedule. In addition, the contracted 7,260 annual service hours were not recommended to change.
• The reservation system was identified as relying too heavily on the individual capabilities of the dispatchers. Reservation recommendations included separating reservations and dispatch responsibilities during the peak morning period along with an improved computer system. • Marketing and public information recommendations included a rebranding to align with the BCT brand, updating the WAVE brochure, and developing a website as a central source for WAVE information. The recommendation to rebrand The WAVE to BCT DAR was not followed but it is assumed the brochure has been updated and the City of Redondo Beach’s website does now host the primary source of BCT and WAVE information.

3.1.3 City of Redondo Beach Title VI Program Plan (2021) This document, among other things, describes BCT’s Title VI policy as mandated by the Federal Transit Administration (FTA). It provides a procedure for informing riders of their Title VI/Civil Rights and procedures for lodging complaints. The service area’s Limited-English Proficiency (LEP) plan requires that materials and engagement consider Spanish speakers; other spoken languages fall below the minimum threshold.

Furthermore, the document provides systemwide service standards and policies:
• Vehicle load – should not exceed 1.0, that is, seated capacity. • Vehicle headway – Line 102, 30 minutes Monday through Saturday with no standard for 8 am to 10 am; 40-minute headway 8 am to 10 am Saturday and Sunday. Line 109, 45-minute headway Monday through Friday and 60-minute Saturday and Sunday.

36 • On-time performance – 90% of all measured stops to be on time for fixed-route and WAVE Diala-Ride. The definition of a late trip is more than five minutes after the scheduled time for a fixed route. WAVE Dial-a-Ride on-time performance is a pick-up between 15 minutes before and 15 minutes after the scheduled pick-up time.
• Service availability – 44% of the service area population is within ¼ mile of a BCT route. • Distribution of amenities – on local fixed routes, bus stops will be placed no more than ¼ mile apart. Bus stops within the City of Redondo Beach will include trash receptacles where there is sufficient space to accommodate ADA clearance requirements, seating/benches at bus stops with an average daily boarding of 5 or more passengers, and passenger shelter with an average daily boarding of 5 or more passengers will be considered. Bus schedule information will be considered at bus stops with an average daily boarding of 10 or more passengers. • Vehicle assignments – based on operating requirements of each route and state of repair.

Importantly, this document specifies the thresholds that constitute a major service change that would trigger a Title VI-Service Equity analysis:
• Any increase in fares.
• Reduction in total system vehicle service hours of 25% or more of the total service miles or hours provided.
• Modifications to a route that exceeds 25% of the total inbound and outbound trip mileage of a route.

3.1.4 Los Angeles County Ridership Growth Action Plan (2018) To address the decline in ridership since 2015 experienced by transit agencies across the Los Angeles region, a regional task force of agencies in LA County (Los Angeles County Municipal Operators Association) developed the Ridership Growth Action Plan (RGAP). Different segments across the county are identified as subregions like the South Bay and have unique recommendations in their action plans.

Recommendations from RGAP focus on serving areas with high potential for ridership growth along main corridors with dense residential and employment locations. Based on StreetLight data, the Line 102 segment from Redondo Union High School to South Bay Galleria represents an area of opportunity where the travel market aligns well with the route. The estimated percentage of travel around Line 102 showed that 47% of travel destinations were near the route. Connecting regional rail service, micromobility could serve as first-last mile alternatives.

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Figure 3-3: Areas of Opportunity around Line 102 2
Regional connections could be better served by a corridor-focused, coordinated subregional network.

Coordination with subregional partners to focus on serving major centers frequently and making transit travel time competitive with autos where possible. For BCT trips, Metro monthly, EZ Passes were used for 19% of trips, and TAP adoption was estimated at 11%. BCT National Transit Database (NTD) data from 2019 showed 407,272 unlinked trips and 43,220 total TAP uses in 12 months.

3.1.5 Redondo Beach Triennial Reviews (FY20.16-2018 and FY2019) The Transportation Development Act (TDA) triennial performance review was conducted for FY16 through FY18 to ensure BCT compliance with TDA requirements, the status of prior audit recommendations, uncover performance trends and perform a detailed functional review.

The robust audit found that BCT complied with all TDA requirements that are applicable. Of the prior recommendations, the first recommendation for the implementation of marketing plan strategies was addressed by the creation of a full-time position and a part-time position to execute a comprehensive marketing program. The second recommendation to conduct an annual rider survey and community nonrider survey was substituted for a 100% daily onboard ridership count.

Some key observations from the audit include:
• Operating costs increased system-wide by 16.5%
• Operating costs increased per hour by 16.4% systemwide. Cost per passenger also increased by

28.8% due to operating cost increases compounded by ridership decrease. • Overall ridership decreased by 9.6%.
• Farebox recovery ratio decreased by 18.4%.
2 Data source: RGAP (2018)

38 • Administrative costs per vehicle service hour increased by 63.8% in alignment with the prior review recommendations to “implement marketing plan strategies.” There were no suggestions for improvement.

The FTA’s Triennial Review of FY2019 focused on compliance in 21 areas and found no deficiencies. As a Municipal Transit operator, BCT received formula 5307 funds for five projects from the FTA from 2012 to 2018. Notable projects include $720,000 in 2018 for the 2017 Replacement Transit Vehicle Procurement and $1.2 million in 2017 from the South Bay Cities Council of Governments (SBCCOG) Regional Funding for the South Bay Regional Intermodal Transit Center.

3.1.6 Connect SoCal (SCAG 2020-2045 RTP/SCS)
The Connect SoCal 2045 vision seeks to connect the built environment with transportation systems through policies, projects, and programs. Increasing mobility options through land use and transportation strategies, Connect SoCal will help achieve greenhouse gas reduction targets in addition to significant benefits to livability. A long-range transportation plan, Connect SoCal is Southern California Association of Governments (SCAG) 2020-2040 Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS).

The plan identifies High-Quality Transit Areas (HQTAs), which are defined as areas within one half-mile of a well-serviced transit stop or a transit corridor with 15-minute or less service frequency during peak commute hours. HQTAs in the BCT service area is outlined in Figure 3-4. HQTAs intersect with both BCT lines, specifically where they connect to other transit lines such as the Metro C Line and the South Bay Galleria.

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Beach Cities Transit – Transit Services Study 39
Figure 3-4: SCAG-defined High-Quality Transit Areas in BCT Service Area (2020) 3 3 Data source: SCAG GIS Open Data Portal (https://gisdatascag.opendata.arcgis.com/datasets/43e6fef395d041c09deaeb369a513ca1)

40 3.1.7 LA Metro 2020 Long-Range Transit Plan
Metro’s long-range transportation plan (LRTP) looks at reducing congestion and improving mobility across the region with consideration to shifts brought on by the COVID-19 pandemic. The LRTP provides a 30-year outline of Metro’s approach to mobility in the region.

Rail corridors are an important part of connecting the South Coast region. Several projects are under construction and planned that would impact the connectivity of the South Bay to the larger LA Metro service area. Those projects are broadly broken up into two categories, LAX-related projects under construction and planned projects connecting to the BCT service area. • Extending from the existing E Line at Crenshaw 8.5 miles southwest to the C Line, the Crenshaw/LAX Track Project opened to Westchester/Veterans in 2022. This project will expand rail coverage in the City of Inglewood and Leimert Park, connecting the Crenshaw neighborhood to LAX. In addition to the expansion, the Crenshaw/LAX Track Enhancement Project (estimated to open in 2024) will put the line fully underground when adjacent to LAX runways. In addition to rail projects, the Automated People Mover at LAX will connect LA Metro service directly to LAX. • Airport Metro Connector 96th Street Transit Station 4 – Initial construction began on the AMC in June 2021 with forecasted completion in 2024. Situated on the currently under-construction Crenshaw/LAX K Line, the AMC will provide a connection to LAX via the Automated People Mover as part of the Landside Access Modernization Program. BCT Line 109 currently runs to the LAX Bus Center but would likely provide service to the AMC 96th Street Transit station. Currently running along Aviation Blvd to Century Blvd, Line 109 does not pass construction of the AMC but has been affected by associated traffic.
• Estimated to open in 2030, the C Line Extension to Torrance will enhance rail service in the South Bay. This project is still in the Environmental Impact Review (EIR) process with two alternatives being considered. Both C Line extension routes continue from the Redondo Beach C (Green) Line station and end at Torrance Transit Center. Alternative 1 would use the Metroowned Right of Way (ROW), traversing a section of the BCT service area and stop at the Redondo Beach Transit Center (RBTC). It would provide ridership and expanded connectivity as well as construction impacts. Along Hawthorne Blvd, Alternative 2 would touch the BCT service area at a stop at South Bay Galleria. Construction impacts on BCT service would be less severe and the station would still be served by BCT 5.

Beyond transit improvements, planned freeway improvements to the ExpressLanes Strategic Network affecting the South Bay are:
4 Airport Metro Connector - LA Metro
5 The operating plans for the K Line and C Line are currently in flux, where future operating plans could result in the future K Line continuing south from its currently-planned terminus to operate on the C Line between the Mariposa and Redondo Beach stations, eventually extending further down to Torrance with the C Line operating in an east-west direction only between Aviation/LAX and Norwalk. The Metro Board has instructed staff to conduct outreach and develop an updated Crenshaw/LAX Line operating plan recommendation that would be approved before the AMC station opens. This operating plan is important to consider but does not change the locations of current and future Metro rail stations that BCT interacts with.

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• I-405, I-110, I-105, and SR-91 Ramp and Interchange Improvements (South Bay) – Estimated to open in 2039
• I-405/I-110 Int. HOV Connect Ramps & Interchange Improvements – Estimated to open in 2044 • I-110 ExpressLanes Ext South 10 I-405/I-110 Interchange – Estimated to open in 2046 • I-405 South Bay Curve Improvements – Estimated to open in 2047

3.1.8 LA Metro NextGen Bus Study
In 2018, Metro launched a bus network redesign study called NextGen to better align bus service with the needs of current and future customers. Goals for this plan included increasing the number of frequent bus lines, 10-minute headways for 80% of current bus riders, improved service span to an all-day, 7-day-aweek service, ¼-mile walk to a bus stop for 99% of current riders, and overall creating a more comfortable and safer waiting environment. Metro has focused on attracting more ridership during off-peak hours, as an analysis of travel patterns revealed large travel volumes during the midday—potential ridership for transit to capture by focusing on frequent service to better serve shorter trips.

In the South Bay, service changes introduced by the NextGen Bus Study are summarized below:

Table 3-1: NextGen Bus Study changes and potential impacts to BCT Metro Line NextGen Change Potential Impact to BCT
40/740 – ML King Jr –
Crenshaw –
Hawthorne
More frequent service
Merging of lines 40 and 740 Potential increased demand on Line 102 at the RBTC
125 – Rosecrans More frequent service
Later service on Sundays
Potential increased demand on Line 109
along Rosecrans
126 – Manhattan
Beach Discontinued
No service along Manhattan Beach Blvd,
potentially lower demand on 109. Also
potential opportunity for providing service
east-west connecting to Manhattan Beach
Pier
130 – Artesia
Minor routing changes near the 110-Fwy
Long Beach Transit began operation of
Line 141 from Artesia Station east to Los
Cerritos Center
Torrance Transit operates 13 from Artesia
Station west to Hermosa Beach
Likely minimal to no impacts
210 – Crenshaw/ Line
710 – Crenshaw
Rapid
More frequent service
Line 710 merged with Line 210 (Torrance
Transit Line 2 replaces the 210 segment
along Crenshaw Bl and Artesia Bl south of
El Camino College)
Potential increased demand on Line 102 at
the RBTC
211 – Prairie –
Inglewood/ 212 – La
Brea/ 215 – Prairie –
Inglewood
More frequent service
All-day, all-week service
Minimal impacts but potential increases in
transfers at Redondo Beach Station and
RBTC
344 – Hawthorne –
Palos Verdes Harbor
Gateway
More frequent service Potential impacts on transfers at South Bay Galleria
625 – LAX C Line
Shuttle
Discontinued
Metro Micro introduced for LAX/Inglewood
Potential increased demand on Line 109
along Imperial Hwy

42 Metro slowly began rolling out new services in fall 2020, and as of spring 2023, all changes have been implemented but operator shortages have hampered Metro’s ability to deliver on the frequencies recommended by the NextGen plan. Figure 3-5 provides an overview of all regional services in the South Bay (top) and more specifically in the Beach Cities (bottom).

Figure 3-5: Metro and Regional Services in the South Bay (top) and the Beach Cities (bottom) 6 6 Data source: LA Metro (https://www.dropbox.com/s/1nm4urcsi1tldnp/22- 2104_web_MSysMap3_SoBayGateway_35x17_DCR.pdf?dl=0)

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3.1.9 Vision 2028 (LA Metro Strategic Plan)
Addressing the complex patchwork of transportation agencies across the region, Vision 2028 lays out a plan for increasing prosperity through removing mobility barriers, swift and easy mobility through LA, and accommodating more trips through a variety of mobility options. Vision 2028 is Metro’s 10-year strategic plan to reduce congestion and greenhouse gas emissions throughout the region.

Seeking to “double the percent usage of transportation modes other than solo driving, including taking transit, walking, biking, sharing rides, and carpooling” 7 Metro has outlined five goals to reshape LA County by 2028.
7 LA Metro Vision 2028

44 1. Provide high-quality mobility options that enable people to spend less time traveling;

2. Deliver outstanding trip experiences for all users of the transportation system;

3. Enhance communities and lives through mobility and access to opportunity;

4. Transform LA County through regional collaboration and national leadership; and

5. Provide responsive, accountable, and trustworthy governance within the Metro organization.

Metro’s goals impact BCT directly through transit provider partnerships and specific initiatives that integrate with BCT operations. Metro’s goal 4 seeks to work with organizations across the transportation environment to implement holistic strategies in land-use policies to advance the mobility goals within LA County. Through resource sharing and co-investment, Metro wants to share in the risk and reward of partnerships that advance mobility in the region. Part of this partnership takes the form of incentivizing Metro funding program recipients to support initiatives that advance mobility goals of the transportation network.

3.1.10 Torrance Transit Tomorrow COA
Providing transit services across the South Bay, Torrance Transit spans multiple jurisdictions including those served by BCT. BCT and Torrance Transit interface at the South Bay Galleria, RBTC, Redondo Beach Pier, and LAX Bus Center as well as several other less prominent points.

Included in the comprehensive operational analysis that is the Torrance Transit Tomorrow Plan are six phases of service changes to guide the agency through a six-year plan. Those changes that impact or relate to BCT are listed below along with their specific impact on BCT. Potential changes BCT could consider in response to these will be fleshed out in TSS 2.

Phase 1 – planned implementation year 2020
• Rapid 3: Addition of Rapid 3 running from Downtown Long Beach to the Redondo Beach Transit Center along Hawthorne Blvd
o Impact on BCT: Rapid 3 would increase service to connections to BCT Line 102 at RBTC.
o Current Conditions: Rapid 3 service was implemented in June 2023 without service to South Bay Galleria. Rapid 3 aligns with Line 3 along most sections, but not all, and terminates service at the Torrance Transit Center.
• Line 7: Shorten Line 7 to terminate at Del Amo Fashion Center whereas the current route runs along Sepulveda Blvd and Camino Real to terminate at Redondo Beach Pier. o Impact on BCT: Service available from Redondo Beach Pier directly to Del Amo Fashion Center would change from Line 7 to the proposed Line 13. o Current Conditions: Modification of Line 7 has not yet been implemented.

Phase 2 – planned implementation year 2021
• Line 3: Rerouting of Line 3 from terminating at Redondo Beach Pier to the Redondo Beach Transit Center. This realignment would avoid duplication from the addition of Line 13. o Impact on BCT: Modified Line 3 will increase service along Hawthorne Blvd with an extension from Del Amo Fashion Center to South Bay Galleria and would increase connections to Line 102.
o Current Conditions: Realignment of Line 3 has been implemented with service Line 3 service terminating at Redondo Beach Pier.

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• Line 13: The addition of Line 13 provides service from Metro A (Blue) Line Artesia Station along Artesia Blvd to Hermosa Beach, down Hermosa Ave, and currently terminates near Redondo Beach Pier. Outlined service changes include Line 13 continuing east from Redondo Beach Pier along Torrance Blvd to terminate at the Del Amo Fashion Center. This route replaces eliminated sections of Metro Line 130.
o Impact on BCT: Service duplication of BCT Line 102 occurs along Artesia Blvd near the South Bay Galleria and of Line 109 between Gould Ave/Artesia Blvd to Redondo Beach Pier. Line 13 will provide direct service along Artesia Blvd from Manhattan Beach/Hermosa Beach West, with connections to BCT services at South Bay Galleria.

Proposed additions to Line 13 would replace sections of Torrance Line 3, maintaining service from Del Amo Fashion Center to Redondo Beach Pier along Torrance Blvd o Current Conditions: Line 13 currently does not run to South Bay Galleria along Torrance Blvd and instead starts/terminates at Redondo Beach Pier.

Phases 3-6 do not include route changes, instead focusing on improved frequency network-wide and the extension of service hours by approximately 57,500 hours over three phases. It is unclear if Torrance Transit intends to implement all service changes outlined in the Torrance Transit Tomorrow Service Plan or if as of June 2023, all changes have been implemented.

Long-term implications to BCT include regional connectivity and limited service duplication while enhancing transfers and connections. BCT should consider timed transfers with Torrance Transit, as changes to service frequency may impact riders making connections from one service to another. While serving different markets and destinations, the planned expansion of Line 13 will duplicate sections of BCT Line 109 service between the Hermosa Beach Pier and the Redondo Beach Pier.

BCT’s proximity to Torrance Transit provides insight into transit utilization in the area. • Torrance Transit has fare policies and rates that are in line with those of BCT. • Torrance Transit has yet to complete a ZEB transition plan and highlighted the need for a comprehensive regional plan for the South Bay.

46 Figure 3-6: Torrance Transit Phase 2 route map 8
8 Data source: https://transit.torranceca.gov/home/showpublisheddocument/61806/637371705858170000

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3.1.11 GTrans Line-by-Line Analysis and Transit Service Plan In 2018-2019, the City of Gardena’s municipal public transit agency, GTrans, conducted a line-by-line analysis to develop service proposals to improve service, attract more ridership, and better align with future developments in the South Bay—many of which will also impact BCT.

The result of the study was a series of recommendations and phased service plans, with the following main highlights:
• Eliminating downtown service on Line 1X given its low productivity and existing services to downtown Los Angeles
• The splitting of Line 2 from a loop into two separate routes to improve operations and reliability, as well as create a new connection at the Crenshaw C Line Station • Increasing frequency on lines 2 and 3
• Continue serving Aviation Station on Line 5, while extending the alignment to also serve the future People Mover station.

Other recommendations included examining the potential for redesigning Line 4 to divert trips away from the dial-a-ride service, as well as exploring microtransit for service between Gardena and Hawthorne.

The implementation of these recommendations was put on hold due to the COVID-19 pandemic, but as of 2022, GTrans has started to adjust their system, including increasing frequency on Line 2 and implementing a game day shuttle service from the Harbor Gateway Transit Center to the new SoFi Stadium.

The potential impacts to BCT of the GTrans study are generally limited to the impacts of potential Line 3 improvements with connections at the South Bay Galleria and the RBTC.

48 Figure 3-7: GTrans Service Concept 2023-2025 9
9 Data source: GTrans Line-by-Line Analysis and Transit Service Plan

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3.2 Market Assessment
Different demographics and population characteristics can display different propensities for transit use.

For example, urban areas with high population density tend to have a population with a higher transit mode share than sparsely populated low-density suburban or rural areas where land uses are isolated and spread out. Other indicators, such as income and vehicle ownership, can also shape transit demand.

Essentially, transit ridership is typically strong in areas that display a high population density, employment density, a compact mix of land uses, and certain socioeconomic characteristics that historically translate to a high degree of reliance on transit, such as large student populations and zero-vehicle households.

These and other demographics are explored below to analyze the existing transit markets in the South Bay region, and how these markets can influence transit demand in the future.

Table 3-2 provides a comparative demographic overview of Redondo Beach, Hermosa Beach, Manhattan Beach, El Segundo, and Los Angeles County.
• Whereas Los Angeles County saw a slight population increase between 2014 and 2019, all of the Beach Cities saw small population decreases; essentially, the population of the BCT service area remained steady over the past five years.
• The population of the Beach Cities also skews slightly older than the county average, particularly with a higher proportion of people between 35 and 64. Manhattan Beach has the oldest average age of 44, and El Segundo comes closest to the county average with an average age of 37.3. • Of the Beach Cities, Redondo Beach has the highest percentage of youths, which contributes to strong student ridership on BCT’s Line 102. As explored later in this section and throughout this report, youth population density is high along the Line 102 alignment and into North Redondo. • The median household income in all of the Beach Cities is also significantly higher than the county, particularly in Manhattan Beach and Hermosa Beach. • Transit mode share for the Beach Cities is very low compared to the county average. Redondo Beach has the highest transit mode share of the Beach Cities with 1.7% of workers taking transit to work.
• The Beach Cities is an area of high job density with a mix of different job sectors. The majority of people working in the South Bay commute from outside of the city that they work in, and the majority of people living in the Beach Cities commute to another city to work. • Overall, Beach Cities residents are more likely to be older, have a higher median household income, are more likely to be white (non-Hispanic or Latino), have two or more vehicles available in the household, and are less likely to take public transit to work than the county or state average.

50 Table 3-2: Selected demographic characteristics 10
DEMOGRAPHIC CHARACTERISTICS Redondo Beach Hermosa Beach Manhattan Beach El Segundo Los Angeles County Number % Number % Number % Number % Number %
Total population (2019) 67,423 19,539 35,500 16,731 10,081,570 Total population (2014) 67,511 19,725 35,534 16,839 9,974,203 Population change (2014 – 2019) -88 -0.1% -186 -0.9% -34 -0.1% -108 -0.6% 107,367 1.1% AGE
14 and younger 12,609 18.7% 2,993 15.3% 7,618 21.5% 3,417 20.4% 1,835,169 18.2% 15-34 14,845 22.0% 5,255 26.9% 5,941 16.7% 4,228 25.3% 2,982,752 29.6% 35-64 31,056 46.1% 8,877 45.4% 15,931 44.9% 7,329 43.8% 3,927,671 39.0% 65 and older 8,913 13.2% 2,414 12.4% 6,010 16.9% 1,757 10.5% 1,335,978 13.3% Median Age 40.7 39.3 44 37.3 36.5

MODE TO WORK
Automobile (drove alone) 29,006 78.9% 8,914 75.6% 12,276 78.2% 7,213 79.6% 3,560,442 74.0% Automobile (carpool/passenger) 2,022 5.5% 507 4.3% 1,005 6.4% 489 5.4% 457,084 9.5% Public Transit 625 1.7% 141 1.2% 141 0.9% 127 1.4% 279,062 5.8% Walk or bike 1,213 3.3% 531 4.5% 408 2.6% 480 5.3% 168,399 3.5% Other means 515 1.4% 224 1.9% 188 1.2% 154 1.7% 76,983 1.6% Work from Home (Telework) 3,382 9.2% 1,474 12.5% 1,664 10.6% 607 6.7% 269,439 5.6% Mean travel time to work (minutes) 31.1 35.0 32.5 25.5 31.8

VEHICLE AVAILABILITY
No vehicle available 441 1.2% 413 3.5% 235 1.5% 118 1.3% 186,571 3.9% 1 vehicle available 7,423 20.2% 2,629 22.3% 2,400 15.3% 1,892 20.9% 1,023,748 21.4% 2 vehicles available 18,668 50.8% 6,190 52.5% 8,017 51.1% 4,392 48.5% 1,798,734 37.6% 3 or more vehicles available 10,216 27.8% 2,559 21.7% 5,036 32.1% 2,644 29.2% 1,779,599 37.2%

HOUSEHOLD INCOME
Number of households 27,663 8,956 13,427 6,417 3,316,795 Median household income $113,499 $136,702 $153,023 $109,577 $68,044

RACE AND ETHNICITY
White Alone (not Hispanic or Latino) 40,679 60.3% 15,235 78.0% 26,018 73.3% 10,375 62.0% 2,641,770 26.2% Hispanic or Latino (of any race) 10,771 16.0% 1,831 9.4% 2,838 8.0% 2,709 16.2% 4,888,434 48.5% Black or African American 2,111 3.1% 192 1.0% 155 0.4% 626 3.7% 790,252 7.8% American Indian and Alaska Native 183 0.3% 119 0.6% 64 0.2% 0 0.0% 20,831 0.2% Asian 9,101 13.5% 1,013 5.2% 4,763 13.4% 1,701 10.2% 1,454,769 14.4% Native Hawaiian and Pacific Islander 63 0.1% 0 0.0% 34 0.1% 9 0.1% 24,597 0.2% Other / two or more 4,515 6.7% 1,149 5.9% 1,628 4.6% 1,311 7.8% 260,917 2.6% 10 Data sources: 2019 ACS 5-year estimates, 2014 ACS 5-year estimates.

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3.2.1 Population Density
Population density is a major driver of transit use in any area; a high-density urban area will have a larger transit market than a lower-density suburban or rural area. Figure 3-8 shows the population density of the South Bay and Beach Cities Transit service area. The densest parts of the service area are within the City of Redondo Beach and small pockets of Hermosa Beach and Manhattan Beach; however, the South Bay Cities are not as dense as parts of the surrounding area such as Inglewood, Gardena, Hawthorne, and Los Angeles. Parts of the service area with very low population densities include LAX and some industrial areas (such as the El Segundo Chevron Refinery).

An estimated 77,000 people live within ¼ mile of BCT lines, and 136,400 live within ½ mile of BCT lines.

Figure 3-8: Population density (2019) 11
11 Data source: 2019 ACS 5-year estimates

52 3.2.2 Employment Density
In the same way that population density is a strong indicator of transit use, employment density is also vital to the creation and maintenance of an effective transit network by providing access to jobs. Figure 3-9 shows the density of all jobs in BCT’s service area. areas of high job density include LAX, South Bay Galleria, and multiple large retail centers and business parks.

Within El Segundo, Line 109 serves multiple employment centers such as the Pointe/Plaza El Segundo and concentrations of aerospace-sector jobs such as the Los Angeles Air Force Base, Northrop Grumman, and Raytheon Space and Airborne Systems. The Space Park business park in Redondo Beach near the Redondo Beach C Line station is served by Line 102.

Within the South Bay cities, there are high concentrations of retail and hospitality-focused jobs. Retail employment centers include the Manhattan Village Mall in Manhattan Beach and Riviera Village in Redondo Beach, both served by Line 109 and the South Bay Galleria served by Line 102.

An estimated 71,400 people work within ¼ mile of BCT lines, and 112,300 work within one-half mile of BCT lines.

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Figure 3-9: Job Density (2019) 12
Major sectors in which workers are employed within Redondo Beach or the Beach Cities as classified by the North American Industry Classification System (NAICS) is presented in Figure 3-10. Within Redondo Beach and the Beach Cities, the major employment sectors include manufacturing, accommodation and food service, retail trade, and professional, scientific, and technical services. This aligns with earlier observations that major sources of jobs and economic activity within the Beach Cities are focused on retail/hospitality as well as aviation/aerospace-related jobs. 12 Data source: https://onthemap.ces.census.gov/

54 Figure 3-10: Major Employment Sectors in Redondo Beach and the Beach Cities (Data source: NAICS) 13 14 The US Census Longitudinal Employer-Household Dynamics (LEHD) collects data on the inflow and outflow of commute patterns that can show how many people working in a specified area also live in that area and how many people living in the area commute outside the area to work. Figure 3-11 shows that the vast majority of workers employed in the South Bay Cities do not live in the South Bay cities, and the majority of workers living in the South Bay cities work elsewhere. El Segundo has the most workers in the South Bay cities, with over 73,000 jobs as reported by the US Census. El Segundo also has the highest percentage of workers who work and live in El Segundo, with 20% of workers living in El Segundo also working in the city. This shows that the majority of people who work in South Bay cities commute from outside of that city, presenting an opportunity to capture more commute trips, potentially with BCT acting as a first/last mile connector between Metro rail services and the worker’s final destination. 13 Data source: https://onthemap.ces.census.gov/ 14 Beach Cities refers to Redondo Beach, Manhattan Beach, Hermosa Beach, and El Segundo 0% 5% 10% 15% 20% 25%
Mining, Quarrying, and Oil and Gas Extraction
Agriculture, Forestry, Fishing and Hunting
Management
Utilities
Information
Public Administration
Wholesale Trade
Arts, Entertainment, and Recreation
Transportation and Warehousing
Finance and Insurance
Real Estate and Rental and Leasing
Other Services
Administrative and Support and Waste…
Construction
Educational Services
Health Care and Social Assistance
Professional, Scientific, and Technical Services
Retail Trade
Accommodation and Food Services
Manufacturing
Major employment sectors in Redondo Beach and the Beach Cities
Redondo Beach % Beach Cities %

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The top home locations for workers who work in the Beach Cities include Los Angeles (20.7%), Torrance (6.6%), Redondo Beach (5.8%), Long Beach (3.3%), and Hawthorne (2.6%) 15.

Figure 3-11: LEHD Inflow-Outflow (2019) 16
15 Data source: https://onthemap.ces.census.gov/ 16 Data source: https://onthemap.ces.census.gov/ 90%
10%
Employed in Redondo Beach
Living outside
Redondo Beach
Living inside
Redondo Beach
92%
8%
Living in Redondo Beach
Employed outside
Redondo Beach
Employed inside
Redondo Beach
92%
8%
Employed in Hermosa Beach
Living outside
Hermosa Beach
Living inside
Hermosa Beach
94%
6%
Living in Hermosa Beach
Employed outside
Hermosa Beach
Employed inside
Hermosa Beach

56 94%
6%
Employed in Manhattan Beach
Living outside
Manhattan Beach
Living inside
Manhattan Beach
92%
8%
Living in Manhattan Beach
Employed outside
Manhattan Beach
Employed inside
Manhattan Beach
97%
3%
Employed in El Segundo
Living outside El
Segundo
Living inside El
Segundo
80%
20%
Living in El Segundo
Employed outside
El Segundo
Employed inside
El Segundo

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3.2.3 Low-Income Populations and Median Household Income Low-income populations are more likely to use transit than those with higher household incomes 17.

Research notes that it is important for transit agencies to make transit as competitive as possible in the areas of pricing and service quality. The density of low-income populations (defined as people per square mile whose annual household income falls below the federal poverty level) in the BCT service area is shown in Figure 3-12. While some low-income populations are within Redondo Beach, Hermosa Beach, Manhattan Beach, and El Segundo, there is a higher density of low-income populations in Torrance, Gardena, Lawndale, Hawthorne, and Inglewood, showing that compared to surrounding communities, there are fewer low-income populations in the Beach Cities.

An estimated 8,305 low-income people live within ¼ mile of BCT lines, and 13,580 low-income people live within ½ mile of BCT lines.

Figure 3-12: Low-income Populations (2019) 18
17 https://nap.nationalacademies.org/catalog/23175/elements-needed-to-create-high-ridership-transit-systems 18 Data source: 2019 ACS 5-year estimates

58 Figure 3-13 shows the median household income, which reiterates the higher median household incomes found in Redondo Beach and the other South Bay Cities shown in Table 3-1. Overall, median household incomes are highest in El Segundo, Manhattan Beach, Hermosa Beach, Redondo Beach, and Torrance, and lower in Inglewood, Gardena, Hawthorne, and Lawndale.

Figure 3-13: Median Household Income (2019) 19
19 Data source: 2019 ACS 5-year estimates

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3.2.4 Minority Populations
Research suggests that minority and recent immigrant populations are more likely to take transit and are less likely to own a personal vehicle 20. Figure 3-14 shows the population density of all those who are nonwhite or of Hispanic or Latino origin. While the entire service area is diverse, minority populations are more concentrated in Inglewood, Hawthorne, Gardena, and Lawndale, as well as pockets of Redondo Beach and Torrance.

Figure 3-14: Minority Population Density (2019) 21
20 https://nap.nationalacademies.org/catalog/23175/elements-needed-to-create-high-ridership-transit-systems 21 Data source: 2019 ACS 5-year estimates

60 3.2.5 Limited English Proficiency Households
It is important to understand where LEP households are throughout the service area so that informational materials can be produced in the correct languages. Section 3.1.2 states that BCT’s LEP plan only needs to consider Spanish speakers when preparing outreach materials as required under Title VI. The density of LEP households tends to mirror the patterns seen in the density of minority populations, with more LEP households in the communities east of El Segundo and fewer in El Segundo, Manhattan Beach, Hermosa Beach, and Redondo Beach.

Figure 3-15: Limited English Proficiency Households (2019) 22 22 Data source: 2019 ACS 5-year estimates

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3.2.6 Transit Mode Share
Transit mode share refers to the percentage of people who commute to work using public transit. While the percentage of workers who take transit to work in Redondo Beach and the South Bay is lower than both the county and the state average and the transit mode share is higher in the communities of Inglewood, Hawthorne, Gardena, and Lawndale, there are pockets of relatively high transit mode share in both Redondo Beach and El Segundo. As a transit-aware demographic, workers who commute via transit (even with different agencies) present opportunities for BCT to take advantage of for non-work, weekend, or recreational trips.

Figure 3-16: Transit Mode Share (2019) 23
23 Data source: 2019 ACS 5-year estimates

62 3.2.7 Car-Free Households
Car-free households are typically a key market segment for transit agencies, as targeting these populations with education and outreach can increase their transit use. Car-free households loosely reflect the patterns of transit mode share for commuting. Two census tracts in Redondo Beach/Hermosa Beach show car-free households make up at least 20% of all households; these areas hold potential for more transit riders as these households may not have another way to get around. Not identified within car-free households, young people represent an important demographic with limited car access and are considered in Section 3.2.9.

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Figure 3-17: Car-free Households (2019) 24
24 Data source: 2019 ACS 5-year estimates

64 3.2.8 Senior Population
Senior populations may have limited mobility and may not be able to drive, but still need to get around and be able to access transportation resources and options. Seniors are an important population who ride transit services, whether through fixed-route, paratransit, or a combination of both. High concentrations of seniors exist throughout all of BCT’s routes and service area, specifically within the South Bay Cities, as well as in Gardena and Lawndale.

Further, there are a number of designated senior housing complexes in Redondo Beach and Hermosa Beach that are too far away from BCT fixed route service to likely be accessible to seniors (such as Heritage Pointe and Cresta Mobile Park in Redondo Beach and Marineland Mobile Home Park and Sunrise of Hermosa Beach in Hermosa Beach).

As the population continues to age, it will be important to continue to understand where senior populations are most concentrated, and where these are in relation to BCT services. Surveying of WAVE users (primarily residents 62 and older) showed that accessing medical and healthcare services was a primary use for dial-a-ride service. Additionally, grocery shopping or other shopping errands and visiting family or friends were reasons this population uses demand response transit. The WAVE will continue to be a vital program for senior housing complexes located further away from fixed route services, as well as for seniors who are unable to use the fixed route system.

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Figure 3-18: Senior Population Density (2019) 25
25 Data source: 2019 ACS 5-year estimates

66 3.2.9 Youth Population
The youth population is another important population to serve, as BCT knows from experience with Line 102 and supplemental school trippers; a large portion of BCT’s ridership are high school students traveling to and from school. When youths take transit from a young age, it is an opportunity to create lifelong transit riders through a positive experience riding transit. There is a higher density of youths in Redondo Beach than in the other South Bay Cities, as well as a high density throughout Inglewood, Hawthorne, and Gardena.

The high proportion of youths in Redondo Beach contributes to high youth ridership on the Line 102 school trippers. As explained in greater detail in Section 3.3.2.2, when school is in session, student passes can make up over 45% of Line 102 trips, and more than 10% of trips during the summer months when school is out of session. High youth/student ridership on Line 102 makes sense beyond the provision of school trippers, as Line 102 serves North Redondo Beach, a neighborhood with the highest density of youths in the city. Additionally, Line 102 is the only transit directly serving Redondo Beach schools as Metro 232 only operates along PCH.

The factors described above, and the anecdotal evidence young people are pushing off car ownership and driving less generally, indicate this population is a priority for transit ridership. Considering students use BCT now, this could translate into the perception of transit as a viable means of daily transportation.

The high cost of car ownership paired with high-quality experiences on BCT could encourage young people to continue using transit (regardless of the transit agency) as they progress into driving age.

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Figure 3-19: Youth Population Density (2019) 26
26 Data source: 2019 ACS 5-year estimates

68 3.2.10 CalEnviroScreen Disadvantaged Communities
CalEnviroScreen is a mapping tool that is developed by the Office of Environmental Health Hazard Assessment (OEHHA) at the request of the California Environmental Protection Agency (CalEPA) to identify California’s most pollution-burdened and vulnerable communities based on geographic, socioeconomic, public health, and environmental hazard criteria.

The identification of disadvantaged communities is important as providing more sustainable transportation options to these areas can help improve the community’s public health and lessen the pollution burden, but the identification is also required in the development of the ZEB Plan, based on the CARB ICT regulation (discussed in greater detail in Section 5.1). The ICT requires the identification of disadvantaged communities and if any exist in the service area, the agency should strive to prioritize ZEB deployment in these areas. This analysis focuses on identifying route alignments that run through or adjacent to CalEnviroScreen-identified disadvantaged communities to prioritize ZEB deployment to lessen the pollution burden in these areas.

CalEnviroScreen evaluates the burden of pollution from multiple sources in communities while accounting for potential vulnerability to the adverse effects of pollution to identify disadvantaged communities from a wide variety of factors to comprehensively assess the overall health of communities, down to the census tract level. Specifically, CalEnviroScreen identifies disadvantaged communities as census tracts that scored in the top 25% based on the factors used by CalEnviroScreen to assess pollution burden and vulnerability.

The identification of disadvantaged communities is important as providing more sustainable transportation options to these areas can help improve the community’s public health and lessen the pollution burden, but the identification is also required by the CARB ICT regulation (discussed in greater detail in Section

5.1). The ICT requires the identification of disadvantaged communities and if any exist in the service area, the agency should strive to prioritize ZEB deployment in these areas. Figure 3-20 shows that there is a very low pollution burden in Redondo Beach and the South Bay; however, Line 102 runs adjacent to two disadvantaged communities in the Lawndale and Torrance areas. Based on this information, BCT should strive to deploy ZEBs first on Line 102 to satisfy the ICT mandate.

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Figure 3-20: CalEnviroScreen Disadvantaged Communities (2021) 27 27 Data source: https://oehha.ca.gov/calenviroscreen/report/calenviroscreen-40

70 3.2.11 Street Design and Walkability
The walkability of an area can have a direct impact on a resident’s choice to use (or not to use) transit.

The street design and walkability of a neighborhood can dictate the ease of access to the bus stop by various different modes, such as walking, biking, or use of a mobility device. An area that is both dense and walkable can host a number of destinations and land uses in close proximity, making these areas good candidates for successful transit service. BCT serves a diverse service area with varying levels of walkability and different street designs (Figure 3-21).

Figure 3-21: Different Street Designs in BCT’s service area 28 Manhattan Beach; dense and walkable, land uses
in close proximity.

El Segundo; dense with low walkability, land uses
are separated.

Figure 3-21 shows examples of different street designs and different levels of walkability in BCT’s service area. The picture on the left shows an area of Manhattan Beach that is both dense and walkable. The area also hosts a number of different uses, including residential and commercial/retail uses. On the other hand, the image on the right shows a neighborhood in El Segundo. While the houses are close together, they are predominately single-family detached houses and the insular nature of the street network, highlighted by the presence of cul-de-sacs that reduce neighborhood connectivity, making it inconvenient to reach the main streets where transit is likely to run. Land uses are also separate, with commercial uses concentrated outside of the residential neighborhood. Even within the areas of the BCT service area that promote walking and active transportation by having a mix of land uses, issues persist such as narrow streets and sidewalks that impact BCT’s ability to provide passenger amenities at bus stops. Narrow and substandard sidewalks provide insufficient space to provide amenities and a pleasant waiting environment at bus stops. This is especially the case in the areas of Redondo Beach were Line 102 provides services and the areas of El Segundo, Hermosa Beach, and Manhattan Beach that Line 109 runs through.

Narrow rights-of-way also impact BCT operations; on-street parking and busy, narrow streets sometimes create difficulties for BCT buses to fully access bus stops, as the bus cannot always access the curb due to parked cars or other obstacles. Narrow streets and sharp turns also impact bus size: BCT cannot 28 Data source: Google Maps

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operate larger buses through these areas to accommodate the tight turning radii required by the street network, limiting the street choices for a bus route alignment.

According to SCAG, Class I, II, and III bikeways currently exist in much of BCT’s service area. Bike lanes help to facilitate the use of active transportation, and biking can also help to bolster transit use, as biking can be used for the first and last mile of trips taken predominantly with transit. All BCT buses are equipped with bike racks. Where bike lanes are not present, bikes can sometimes share the right-of-way with vehicle traffic, including buses, which can potentially cause issues with bus speeds and safety conflicts.

While the street, sidewalk, and active transportation infrastructure of the BCT service area can pose challenges for BCT bus operations due to narrow sidewalks and narrow, busy streets, continuing to encourage active transportation use is important to complement transit use. This would include advocating for more protected bike lanes to enable both bikes and buses to operate safely.

3.2.12 Demographic Projections
After reviewing existing market conditions, we used SCAG projections to review future conditions and better understand how the BCT service area will change in terms of population and job growth over the next 25 years. As this plan is intended to develop both short- and long-range service plans for BCT, it is important to understand how the demographic makeup will change so that BCT is prepared to serve the area as effectively as possible in the future. For example, new areas of high population or job density that are currently not being served by BCT may become important to consider serving in the future, or areas that will see population or job growth that are already being served may warrant more frequent service if they become sufficiently dense.

As part of each RTP/SCS planning period, SCAG develops regional growth forecasts which represent the most likely growth scenario for the region in the future and projects major growth indicators for population, households, and employment 29. The current regional forecasting is projected from 2020 to 2045 and is documented at the transportation analysis zone level. The following subsections outline the population and employment projections for the South Bay region through 2045. 29 https://scag.ca.gov/regional-forecasting

72 3.2.12.1 Population Projections
Figure 3-22: Projected Population Change, 2020-2045 30

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Figure 3-22 shows that:
• Over the next 25 years, much of the South Bay will either remain steady in terms of population or see a small amount of growth (0-10%).
• The parts of the South Bay that will experience the most population growth include south Redondo Beach near Palos Verdes and Riviera Village, Torrance, the area around the South Bay Galleria, El Segundo, and pockets of Lawndale, Gardena, and Inglewood. 30 Data source: https://scag.ca.gov/regional-forecasting

74 3.2.12.2 Employment Projections
Figure 3-23: Projected Employment Change, 2020-2045 31

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Figure 3-23 shows the following:
• Overall, more employment growth is expected in the BCT service area and South Bay Cities than population growth.
• Areas of significant employment growth tend to mirror areas of population growth, specifically the areas around the South Bay Galleria and the northern terminus of Line 102 – these areas with a combination of job and population density may have a higher transit propensity in the future and be important markets to serve. Portions of El Segundo that already have a high job density where Line 109 travels through are also expected to see significant job growth. • Within the South Bay cities, Hermosa Beach and El Segundo are expected to see significant job growth, with some job growth seen in Manhattan Beach and Redondo Beach as well.

3.2.13 Summary and Implications
The South Bay and Beach Cities are a diverse and fairly dense area of Los Angeles County. The large proportions of youth, seniors, and car-free households indicate a high potential propensity for transit use.

However, the high median incomes and high car ownership rates, coupled with low percentages of workers commuting by transit show that while land use and demographic conditions could favor greater transit use, most residents rely heavily on private vehicle use for most journeys; simply put, parking is free or low-cost and with abundant public parking facilities, most households own two or more cars, making driving easy and preferable to waiting for infrequent buses.

There could be an opportunity for BCT to capture more local trips due to the high proportion of car-free households in parts of Redondo Beach. Understanding why people do not currently take transit, and what could convince them to take transit, will be important in creating a more attractive service for the community.

High job density and multiple large employment centers show potential for more commute trips completed by transit, but too many workers may be commuting from outside the BCT service area for BCT to capture these trips. Strengthening connections to regional transit at rail stations and RBTC, and connecting to new regional transit lines as rail stations are constructed in the coming decades could be one opportunity to capture more of these trips. Improving outreach to large employment centers to develop new riders can also help to capture additional commuting trips.

The South Bay is projected to see modest population growth over the next 25 years with more significant growth in employment and jobs, specifically in El Segundo and Hermosa Beach. BCT’s importance as a feeder service to regional transit could increase as it serves the growing commuter market. While projected population growth is expected to be less significant, pockets of Redondo Beach are expected to see population growth, specifically in South Redondo around Riviera Village and in North Redondo around the South Bay Galleria.
31

76 3.3 Transit Service Analysis

3.3.1 Service Overview
BCT currently operates two fixed routes (lines 102 and 109) and DAR WAVE service to seniors (62+) and those with disabilities living in Redondo Beach and Hermosa Beach to anywhere within the two cities or a qualifying satellite location.

BCT services have changed over time since operation began in 2005, with temporary service changes between 2020-2021 due to the COVID-19 pandemic. Table 3-3 summarizes major service changes BCT has seen over time.

Table 3-3: BCT Service Changes, 2005-2021 32
Date Service Change
2005 BCT service starts with three lines: 102, 104, and 109.

FY2012 Line 104 was cancelled and lines 102 and 109 were revised based on recommendations from the COA completed in 2011 (see Section 3.1.1).

March 15, 2020 Line 102 School Trippers suspended in accordance with school closures.

March 16, 2020 Temporary suspension of fare collection and BCT bus pass sales. Fare collection was reinstated in October 2022.

March 23, 2020 –
November 15, 2020
Temporary service changes in effect:

WAVE: operated holiday schedule on weekdays and weekends, from 8 am-5 pm with last trip taken at 4 pm
Line 102:
• Weekday: operated modified regular weekday schedule (suspension of last run leaving Redondo Beach Pier and last run leaving Redondo Beach C Line station)
• Saturday: operated modified Saturday schedule (suspension of last two runs leaving Redondo Beach Pier and last two runs leaving Redondo Beach C Line station)
• Sunday: regular Sunday schedule
Line 109:
• Weekday: operated modified Saturday/Sunday schedule (suspension of last two runs leaving Riviera Village and last run leaving LAX Bus Center) 32 Data source: City of Redondo Beach

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Date Service Change
• Saturday and Sunday: operated modified Saturday and Sunday schedule (suspension of last two runs leaving Riviera Village and last run leaving LAX Bus Center)
November 16, 2020
Reinstatement of Line 109 regular weekday service (with suspension of last two NB trips and last SB trip); weekend service operating with suspension of last two NB trips and last SB trip).

March 29, 2021 Reinstatement of School Trippers due to students returning to classroom.

July 5, 2021 Reinstatement of full weekday and weekend service schedule for lines 102 and 109, and WAVE.

78 3.3.1.1 Regional Transit Landscape
BCT is one player in the larger regional landscape of transit providers who provide service to the South Bay. While BCT provides local service to specific markets in Redondo Beach and the South Bay, it also connects with other services, for instance, at the Metro C Line Redondo Beach and other stations. Other services, such as LADOT Commuter Express Route 438, also provide service within Redondo Beach with some route alignment overlap with Line 109, but the two routes serve different purposes (with the Commuter Express targeting commuters traveling to large employment centers in downtown Los Angeles targeting longer-distance commute trips, and Line 109 serves more local trips. Commuter Express Route 438 also only operates during weekdays with directional service geared toward specific commute trips) and thus is not considered overlap or service duplication. In fact, Commuter Express Route 438 improves regional connectivity as BCT line 102 riders can transfer to the 438 short line that starts from the Redondo Beach Rail Station at Marine Avenue.

In addition to BCT, three other municipal operators provide local service within the South Bay. To gain a full understanding of where BCT sits within the larger regional transit landscape, partner transit providers and their services in the South Bay are summarized in Table 3-4 and shown in Figure 3-24.

Table 3-4: Other Transit Providers in South Bay
Other providers
operating in the
South Bay
Agency description Services provided in the BCT service area LA Metro
The Los Angeles County Metropolitan
Transportation Authority (branded as
Metro) is the largest countywide transit
operator, providing heavy rail, light rail,
bus rapid transit (BRT), and fixed-route
bus service throughout the county (in
addition to other programs such as Metro
Bikeshare and Metro Micro, a microtransit
program as a rail station feeder.

Metro provides multiple services in the BCT service
area:
• Metro C Line runs between Redondo Beach
and Norwalk in the median of the 105
freeway. Metro is currently in the process of
extending the C Line to Torrance. The rail
extension project is currently in the
environmental review process.
• The main Metro bus routes operating in the
service area include lines 40, 210, 211, 232,
and 344
GTrans
Municipal transit agency based in
Gardena, providing service around the
South Bay via six fixed routes as well as
DAR service for elderly and disabled
residents of Gardena, Hawthorne, Alondra
Park, and Del Aire.

Line 3 provides service seven days a week between
the RBTC (including the South Bay Galleria) and
Compton via Redondo Beach Blvd and Alondra Blvd
Line 3 provides additional service on school days to
Bishop Montgomery High School in Torrance.

Torrance Transit
System (TTS)
TTS is a municipal transit agency based in
Torrance, providing service throughout the
South Bay. Torrance provides a dial-a-taxi
program for senior and disabled residents.

TTS operates the following lines in the BCT service
area:
• Line 2 between the Del Amo Fashion
Center and Harbor Freeway Station
(connecting with BCT at RBTC and South
Bay Galleria)

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Other providers
operating in the
South Bay
Agency description Services provided in the BCT service area • Line 3 between Redondo Beach Pier and
Long Beach
• Line 7 between Redondo Beach Pier and
Carson
• Line 8 between Torrance and the LAX
Transit Center (connecting with BCT at LAX
Transit Center and South Bay Galleria)
• Line 13 between Redondo Beach Pier and
Artesia Station (also connecting with BCT at
South Bay Galleria)
LADOT
LADOT provides two types of bus transit:

DASH, for local neighborhood trips and to
connect to other regional transit services,
and Commuter Express, geared towards
commuters traveling longer distances
throughout LA and connecting different
areas to major employment centers.

Commuter Express Route 438 with weekday AM
service from Redondo Beach to Downtown Los
Angeles and PM service from Downtown Los
Angeles to Redondo Beach. The 438 has a shortline
route from the Metro C Line Redondo Beach station.

The route also serves Hermosa Beach, Manhattan
Beach, and El Segundo.

Lawndale Beat The Lawndale Beat is a municipal transit
operator providing service via one fixed
route to major destinations in and around
Lawndale.

Lawndale Beat transportation services were
reinstated in May 2023. Both residential and express
fixed routes provide service in the South Bay,
connecting with BCT at the RBTC and South Bay
Galleria.

El Segundo
The City of El Segundo provides a variety
of special transportation services including
lunchtime shuttles, and a beach shuttle. El
Segundo’s shuttle services are currently
suspended. Their Senior & Disabled DialA-Ride services are subsidized Lyft rides to qualifying city residents,
El Segundo provides lunchtime shuttles and beach
shuttles to city residents and visitors.

The lunchtime shuttle is a free service that transports riders from the business side of El Segundo to
downtown El Segundo for lunch. The shuttle runs on
a continuous loop to 17 corporate and downtown El
Segundo locations, Monday-Friday from 11:45 am-2
pm.

The beach shuttle operates during ESUSD spring
and summer breaks, Monday-Saturday from 11 am4:30 pm. The shuttle runs on a continuous loop through residential El Segundo and El Porto Beach.

Both shuttle services are currently suspended.

LA Access Services
Access Services is the Consolidated
Transportation Services Agency (CTSA)
for Los Angeles County that administers
the countywide Coordination Paratransit
Redondo Beach is located in Access’ Southern
Region and is an Access member agency. Access
fares are one-way and based on the distance
traveled, with trips up to 19.9 miles costing $2.75 and

80 Other providers
operating in the
South Bay
Agency description Services provided in the BCT service area Plan on behalf of the county’s 46 public
fixed route operators and provides
complementary ADA paratransit services
on behalf of the public fixed route
operators to certain individuals with
disabilities and their Care Attendants.
trips 20 miles or more costing $3.50. These fares are
more expensive than WAVE fares but also allow for
longer-distance travel outside of the WAVE service
area. Access clients ride free on BCT with their
Access card.

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Figure 3-24: Regional Transit Services in the BCT Service Area 33 33 Data sources: https://developer.metro.net/gis-data/, GTFS

82 3.3.2 Fixed Route Review
This section will explore BCT’s existing fixed-route service and identify areas that are performing well as well as strengths and weaknesses within the system 34.

BCT carried approximately 373,000 unlinked passenger trips in 2019 (as reported to NTD) across its fixed-route system comprised of Lines 102 and 109 with school tripper services on Line 102. Monthly boardings across BCT fixed-route services show seasonal trends with ridership highs in the fall and lows in the summer, strongly driven by Line 102 student ridership during the school year (Figure 3-25).

Figure 3-25: Historical Ridership and Service Hours on Fixed Route Servicesf 35 Ridership peaked in 2015 at 415,259 annual unlinked passenger boardings but began to slump in 2017 by a rate of 5% year-over-year. The biggest pre-COVID drop occurred between FY16-17 and FY17-18 when ridership dropped on average by 3% year-over-year. This aligns with national trends seen in declining transit ridership that coincides with the rise of ride-hailing services like Lyft and Uber. At the peak of ridership in 2015, fixed-route ridership accounted for 96% of all ridership on BCT services. Similar to other agencies, between February and April of 2020, BCT saw an 84% decrease in total ridership.

Despite continued rebounding in recovery, ridership remains roughly 30% below pre-COVID (2019) levels.

One new development to note is real-time arrival information. The City of Redondo Beach launched BCT’s real-time information bus arrival time tracking system in October 2020. This real-time information is available on the BCT Real-Time webpage, Google Maps, and other third-party mobility apps (such as the Transit and Moovit apps). Each bus stop has a corresponding ID number, and riders can check live arrivals through native smartphone apps, via text messaging, or via a phone call. This enables riders to 34 Unless otherwise indicated, data were collected and analyzed for two time periods. First, we collected pre-pandemic data from August 2019 through February 2020 to analyze pre-pandemic conditions. Second, we collected the most recent data available from August 2021 through February 2022 to analyze the trends during the recovery phase of the pandemic. We chose these time periods to not only compare between pre-pandemic and recent trends, but also to explore seasonal performance given the strong ridership dependence on students riding transit during the school year. 35 Data source: NTD
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reduce their wait times at bus stops and improves trip planning and the overall passenger experience; it also reduces the need to develop and install printed timetables at bus stops.

Table 3-5 summarizes key performance measures including ridership, revenue hours and miles, and fares collected, including productivity measures of ridership per revenue hour, farebox recovery per passenger, and on-time performance (OTP).
• Before the pandemic, BCT ridership was split between Line 102 (51%) and Line 109 (49%) with almost 20% more revenue hours operating on Line 109.
• Despite similar overall ridership on both lines, Line 102 has greater productivity (carries more riders per revenue hour during the school year due to high school student ridership) than Line 109.
• The farebox recovery ratio of Line 109 is 8% higher than Line 102. • Line 102 sees better OTP than Line 109 as it travels through residential areas with fewer traffic or construction conditions, and is a shorter route. Line 109 is affected by traffic congestion traveling along the heavily trafficked streets of Hermosa and Manhattan Beach. Ongoing construction delays affect Line 109 OTP due to the multi-year construction of the LAX People Mover, Metro K Rail Line, and Airport Metro Connection projects.

Table 3-5: Summary Report for BCT, August 2019 – February 2020 36 Total
Passengers
Total
Revenue
Hours
Revenue
Miles
Ridership/
Rev Hour
Collected
Fares
Farebox
Recovery per
Passenger
On-Time
Percentage
102 106,769 8,113 82,896 13.16 $44,299 $0.41 96.67%
109 105,617 11,750 142,553 8.99 $52,650 $0.50 86.58%
Total 212,386 19,863 225,449 10.69 $96,949 $0.46 91.63% Figure 3-26 provides a look at the average number of boardings on Lines 102 and 109 between August 2019 and February 2020, just prior to the pandemic.
• The distinct seasonality includes ridership highs in October 2019 of 1,423 average weekday passengers to December 2019 lows of 1,034 average weekday passengers. • Weekend ridership is somewhat more consistent year-round, with average Saturday ridership between 433-600 riders, and average Sunday ridership between 270-387 riders. 36 Data source: City of Redondo Beach

84 Figure 3-26: Average Daily Boardings across BCT Fixed Route Servicesf 37 Figure 3-27 (below) shows stop-level weekday passenger activity. The data was manually collected by BCT from February-April 2019 with the map showing the sum of all boardings for all weekdays when data was collected during that period.
• Stops that saw 50 or more boardings during this time include the Aviation C Line Station, Redondo Beach C (Green) Line Station, Douglas St. / Park Place (Douglas C Line Station), Artesia Blvd / Kingsdale Ave at South Bay Galleria, and Diamond St. / PCH. • Of the 208 stops in BCT’s system, 87 (or 42%) saw zero passenger boardings during the collection period.
• Connections to C (Green) Line stations see high passenger boardings, indicating that many BCT riders use BCT to connect to the Metro Rail system, or may transfer to other transit services that also serve those rail stations.
37 Data source: City of Redondo Beach
1165
1419 1423
1141
1034
1158
1289
600
525 509 481 433 445 477
387 358 352 346
270 314 297
0 200
400
600
800
1,000
1,200
1,400
1,600
August September October November December January February Average Daily Boardings
Fixed Route Average Daily Boardings FY19-20
Weekday Saturday Sunday

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Figure 3-27: Stop-level Passenger Activity 38

86 3.3.2.1 Service Span and Frequency
Figure 3-28 shows graphically the frequency and service span scheduled for weekdays, Saturdays, and Sundays for March 2023.

Figure 3-28: Service span and frequency, March 2023 39
Line 102 operates more frequently than Line 109. On weekdays, Line 102 operates every 40 minutes from 6 am to 9 pm; however, on school days, school trippers are added to the schedule increasing Line 102 frequencies during morning and afternoon rush hours. As discussed further below, school trippers run later on Mondays due to schools starting later.

On Saturdays, Line 102 operates every 40 minutes for the majority of the day and Sunday headways are 50 minutes.

Line 109 operates between 6am and 10pm on weekdays. Beyond early weekday mornings when Line 109 operates every 30 minutes, Line 109 has headways between 40-70 minutes on weekdays.

On weekends, Line 109 operates generally with hourly headways between 6am and 10:15pm.

3.3.2.2 Line 102
Line 102 provides service from Redondo Beach Pier through the heart of South Redondo Beach and up into North Redondo Beach. Line 102 ends its run at the Redondo Beach C (Green) Line Station, the terminus of the Metro C Line. Major stops include Diamond Street/Redondo Union High School, particularly for school trippers on weekday afternoons and South Bay Galleria/Marketplace provides connections to Metro, Torrance Transit, and GTrans (Figure 3-29). However, the new RBTC opened in January 2023 and is now a major transfer point for all services. The additional running time for service to RBTC resulted in a headway of 40 minutes, rather than the previous 30-minute headways. The resultant implication is that to restore headways to 30 minutes, additional buses and revenue hours will need to be added to the route.

Line 102 seasonally operates three school trippers in the morning and afternoons to serve Redondo Union High School (RUHS) which accounts for a large portion of ridership on the system. New California State Law required schools to start later in the 2022-23 school year. RUHS starts at 9:25 am on Mondays and 8:30 am Tuesday-Friday, with class out at 3:30 pm instead of 3:00 pm. The impacts of the changes meant that BCT needed to adjust tripper times and have different tripper schedules for different bell times. 38 Data source: City of Redondo Beach
39 Data source: City of Redondo Beach

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Figure 3-29: Line 102 with Major Trip Generators
The following subsections explore Line 102 in terms of performance, productivity, and reliability.

3.3.2.2.1 Performance and Productivity
Heavily influenced by school activity, Line 102 weekday ridership ebbs and flows as school is in and out of session with peak ridership in October with 791 average weekday riders in FY19-20. On weekdays

88 during fall 2019 when school is in session, average ridership increases from 516 average weekday riders in August to the October high, then drops back down in December to 551 average weekday riders.

Weekend ridership is its strongest in the summer months providing 37% of all Line 102 boardings with an average of 226 Saturday riders and 76 Sunday riders in August of FY19-20.

Compared with pre-COVID ridership, ridership from August 2021 through February 2022 mirrored the seasonal trends, however, weekday ridership was on average ~25% less.

Figure 3-30: Daily average Boardings for Line 102 40
Weekend ridership does not clearly show the seasonal shifts from student riders, instead, there is a steady slump from the August 2021 weekend high of 256 Saturday riders. Interestingly, FY21-22 ridership has rebounded to outpace pre-pandemic weekend ridership with an average weekend fall (September – November) ridership of 233 Saturday riders and 110 Sunday riders.

Despite higher ridership in general during FY21-22, Saturday ridership appears to be very sensitive to conditions regarding COVID-19 within the community. During the surge of the Omicron variant in December and January of FY21-22, Saturday ridership dropped below that of the same time in FY19-20 to 137 Saturday riders in January 2022.
40 Data source: City of Redondo Beach
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Line 102
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Figure 3-31: Line 102 Productivity as Measured by Revenue Hours and Passenger Boardingsf 41 Figure 3-31 compares average daily revenue hours (service provided) to boardings per revenue hour. • Revenue hours fluctuate slightly by month, mainly due to school trippers schedules. BCT operated an average of 43 revenue hours on Line 102 in August 2019 which increased to 46 in October 2019.
• Despite providing more revenue hours in most of FY21-22, BCT, like many other public transit systems, is still recovering from COVID-19 impacts with boardings per revenue hour still lower than in the previous year. October 2019 saw 17.2 boardings per revenue hour, but October 2021 saw only 12.7 boardings per revenue hour.
• FY21-22 weekend boardings generally outpaced pre-pandemic levels. Saturday productivity in FY21-22 saw an average of 6.6 boardings per revenue hour, up over 1 passenger per hour from the FY19-20 average of 5.4. Average productivity on Sundays in FY21-22 was significantly higher with an average of 7.7 passengers per revenue hour compared to 5.5 in FY19-20.

Figure 3-32 compares the passenger profiles (based on fare data) for Line 102 between July and October 2019 to understand differences in rider categories when school is in and out of session. Consistent with transit trends, ridership decreases during the winter holidays. 41 Data source: City of Redondo Beach

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90 Figure 3-32: Line 102 Passenger Fare Profile by Month, July and October 2019 42 • A stark example of how school trippers impact Line 102 ridership is seen through the breakdown of ridership by fare category. Apart from the 75% increase in total boardings during the fall (19,224 boardings in October 2019) compared to the summer (10,961 boardings in July 2019), the ridership share for students increased by 35% in the fall. • A high percentage of fares comes from the Regular Cash fare category, making up 51% of ridership when school is not in session.
• TAP card utilization makes up a significant portion of the overall ridership with 21% in July 2019 and 11% in October, diluted by the influx of student riders.

Figure 3-33 provides a breakdown of the different fares paid with a TAP card for FY19-20. Stored Value is the largest share with 44% but transfers from other agencies (22% Inter-agency transfers) and Access Services with 18% of taps are notable categories.
42 Data source: City of Redondo Beach
Regular
Cash Fare
51%
Senior & Disabled
Cash Fare
15%
BCT
Student
Pass
11%
BCT Pass
(other)
2%
TAP Scan
21%
LINE 102 PASSENGER PROFILE
JULY 2019
Regular
Cash Fare
32%
Senior &
Disabled
Cash Fare
9%
BCT
Student
Pass
46%
BCT Pass
(other)
1%
TAP Scan
12%
LINE 102 PASSENGER PROFILE
OCTOBER 2019

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Figure 3-33: Breakdown of TAP Utilization on Line 102 43

3.3.2.2.2 On-Time Performance (Service Reliability)
OTP is an important metric for service quality and reliability and the ability of riders to trust and depend on transit. According to BCT’s Title VI program, BCT’s definition of “on-time” is defined as a bus “arriving at a bus stop zero minutes early and no more than 5 (five) minutes after the scheduled time.” The BCT standard for OTP states that 90% of all measured stops shall be on time.

BCT measures OTP manually based on the public-facing timepoints in Figure 3-34 for Line 102. BCT provided Stantec with route-level OTP for each day between August and February 2019/2020 and 2020/2021.

Figure 3-34: Line 102 OTP Timepoints
OTP was analyzed by day type and averaged over a month. Figure 3-35 displays the average OTP by month for weekdays, pre-COVID (August 2019 – February 2020), and during the recovery phase (August 2021 – February 2022). Line 102 consistently meets and exceeds the 90% standard for OTP; Line 102 achieves OTP consistently between 95% and 97% of trips in both FY19-20 and FY21-22. FY21-22 saw slightly better OTP which may be due to fewer riders, less traffic congestion, and/or lack of fare collection. 43 Data source: City of Redondo Beach
EZ Pass
13%
Access
Services ID
18%
Stored Value
44%
Inter-agency
Transfer
22%
Internal
Transfer
3%
LINE 102 TAP UTILIZATION FY19-20

92 Figure 3-35: Line 102 Average Weekday On-Time Performance 44 On weekends, Saturday OTP fluctuated between 94%-99% during FY19-20 and 96%-100% during FY 21-22; Sunday OTP fluctuated between 91%-100% during FY19-20 and 91%-100% during FY21-22.

Sundays have outlying examples of lower-than-average performance with 91% OTP in August 2019 and February 2021. Weekend and weekday OTP are similar, consistently achieving a high level of OTP but showing outlying months of lower performance.

Stantec’s ride-along observations, we noted that Line 102 increasingly deviates from its schedule as the day progresses. This was also noted by passengers as an inconvenience. The data captured by BCT and analyzed here does not provide insight into when buses start slowing down given the aggregated nature of the OTP data; collecting running times by trip and analyzing OTP at each timepoint could help diagnose operational challenges.
44 Data source: City of Redondo Beach
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3.3.2.3 Line 109
Line 109 traverses the beachfront of Redondo Beach along Catalina Avenue, Harbor Drive, Hermosa Avenue, and Manhattan Avenue through Hermosa Beach, and Manhattan Beach, and then travels through El Segundo on its way to LAX where the line ends at the LAX Bus Center. Figure 3-36 shows major trip generators and major destinations along this route including the three City Piers, shopping, dining, and tourist destinations of Riviera Village, Manhattan Village Mall, and Plaza El Segundo/The Point. Other prominent destinations include the Douglas and LAX Aviation Metro C Line Stations as well as the LAX Bus Center. Riders can transfer between lines 109 and 102 at Catalina and Emerald near the Redondo Beach Pier. Despite these major destinations, traversing the four cities in BCT’s service area, Line 109 sees slightly less ridership than Line 102.

94 Figure 3-36: Line 109 with Major Trip Generators

3.3.2.3.1 Performance and Productivity
Line 109 followed a seasonal trend in both FY19-20 and FY21-22. High levels of ridership are seen in the fall months (September – November) of FY19-20 with an average daily ridership of 603 riders on weekdays, 318 riders on Saturdays, and 279 riders on Sundays. In the same time frame in FY21-22, the average daily ridership on weekdays was 419 riders, 288 riders on Saturdays, and 235 riders on Sundays.

Line 109 displays lower ridership in the winter months. December 2019 had an average weekday ridership of 482 passengers, a 12% decrease from the month before. In December 2021, ridership dropped by 17% to 340 average weekday passengers.

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The change in passengers between October and January of FY19-20 was an 8% decrease whereas that period in FY21-22 saw an overall 2% increase in average weekday passengers. Like most other transit services, Line 109 continues to experience reduced ridership from the impacts of COVID-19.

Figure 3-37: Average Daily Boardings by Month on Line 109 45 Figure 3-37 shows the seasonal shift in ridership between August and December. Average Saturday boardings in FY19-20 decreased 27% from 374 in August to 272 in December. In FY21-22 the change was a 35% decrease from 268 average Saturday boardings in August to 175 in December.

Average Sunday ridership in 2019 decreased by 32% from 331 boardings in August to 211 in December.

For that same period in 2021, ridership decreased by 11% from 228 average Sunday boardings in August to 202 in December.

Figure 3-38 shows the average daily revenue hours compared to boardings per revenue hour. • Weekday boardings per hour fluctuate from 10.7 in August 2019 to 8.4 in December 2019. • August 2021 saw 7.1 boardings per hour decrease to 5.6 in December, but service hours were consistent for both months.
• November and January saw the fewest service hours provided; 56.7 in November and 57.5 in January.
45 Data source: City of Redondo Beach
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96 Figure 3-38: Line 109 Productivity as Measured by Revenue Hours and Passenger Boardingsf 46 Figure 3-39 shows the passenger profile (based on fare data) for FY19-20 on the right and the detailed breakdown of TAP card scan data for that same period on the left. • Most Line 109 passengers (58%) pay using cash, with Regular Cash Fares (42%) taking up most of the cash fares and Senior & Disabled Cash Fares (16%) representing a smaller portion. • The other large segment of payment comes from TAP card (40%) utilization with 51% of TAP fares coming from Stored Value. Inter-Agency Transfers should be noted as representing almost a quarter (24%) of TAP scans, indicating utilization of connections at Aviation/LAX and Douglas Stations to the Metro C Line or other transit routes service the rail stations. • Internal transfers account for a small (3%) portion of TAP card scans. • Line 109 does not experience the same fall influx of students correlated to the school schedule, however, also sees a downturn in ridership during the holiday season. 46 Data source: City of Redondo Beach

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Figure 3-39: Line 109 Passenger Profile by Fare Category (left) and TAP Card Utilization by Category (right) 47

3.3.2.3.2 On-Time Performance (Service Reliability)
Line 109 is the longest route operated by BCT and navigates boulevards along the beach for much of the run. Traveling through sections of Hermosa Beach and Manhattan Beach, Line 109 has significant slowdowns as the route is on single lanes with high levels of vehicular, pedestrian, and cyclist traffic.

Figure 3-40 provides a schematic of the timepoints along Line 109 used to measure OTP. In addition, several annual events throughout the year held by Redondo Beach, Hermosa Beach, Manhattan Beach, and El Segundo result in regular detours that deviate from the regular route.

Figure 3-40: Line 109 Measured Timepoints
47 Data source: City of Redondo Beach
Regular
Cash
Cash
44%
Senior &
Disabled Cash
Fare
16%
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Student
Pass
0%
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Pass
(other)
1%
TAP
Scan
39%
LINE 109 FY19-20

PASSENGER PROFILE
EZ Pass
18%
Access
Services
ID
5%
Stored
Value
50%
Interagency
Transfer
24%
Internal
Transfer
3%
LINE 109 FY19-20

TAP CARD PASSENGER PROFILE

98 Figure 3-41: Line 109 Average OTP by Month 48
OTP was analyzed by day type and averaged over the course of a month. Figure 3-41 displays the average OTP by month for weekdays, pre-COVID (August 2019 – February 2020), and during the recovery phase (August 2021 – February 2022). BCT occasionally meets its 90% standard for OTP for Line 109; the percentage of on-time trips was between 86% and 89% in FY19-20. FY21-22 saw slightly better OTP between 88% and 92% of trips on-time, which may be due to fewer riders and/or lack of fare collection.

On weekends, Saturday OTP fluctuated between 87%-96% during FY19-20 and 85%-98% during FY21- 22; Sunday OTP fluctuated between 84%-94% during FY19-20 and 86%-96% during FY21-22.

Weekends in FY19-20 achieved OTP on average 89% of the time whereas in FY21-22 it was achieved 90% of the time.

Along the northern portion of Line 109, construction from LAX AMP projects and the AMC Station severely impact traffic. Travel time and OTP could be expected to improve upon the completion of these projects, however, the high level of congestion in the LAX area, through the Beach Cities and will continue to impact OTP.

3.3.2.4 Summary of Fixed-Route Services
Providing fixed-route service in the South Bay, BCT lines 102 and 109 are unique routes that serve different populations. Both lines interface with each other and other transit providers with notable connections to the Metro C Line at Douglas, Aviation, and Redondo Beach Stations. • Overall ridership has been decreasing from a high of 397,285 unlinked passenger trips in 2015 to 220,365 in 2021; approximately a 44% decrease. Line 102 provides important service to a high percentage of students (students represent 37% of Line 102) whereas Line 109 serves a broader population with much of the ridership using the line to transfer to Metro C Line stations. • Seasonal trends are observed on both lines, but Line 102 has prominent seasonal shifts based on the school schedule with peak ridership in the fall months. FY19-20 ridership on Line 102 showed 12 boardings per revenue hour in August, compared to 17.2 in both September and 48 Data source: City of Redondo Beach
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FY19-20 FY21-22

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October. Since August 2019, school has started in mid-August, so ridership is expected to continue to increase.
• Weekend ridership on Line 102 has rebounded to outpace pre-COVID levels. Boardings per revenue hour in FY21-22 were 21% higher on Saturdays. Peak boardings per revenue hour were

7.6 in August 2021 compared to 6.7 for that same month in 2019. • Line 109 had more average weekday passengers, 648 in August 2019, compared to 519 on Line 102 in August 2019. Nonetheless, ridership on Line 102 is greater than on Line 109 in September and October; for example, Line 102 carried 19,224 passengers and Line 109 carried 16,962 passengers in October 2019.
• Generally, weekend ridership on Line 102 is about 20% of weekday ridership, whereas weekend ridership on Line 109 is about 50% of weekday ridership. • Strong weekend ridership on Line 109 may be supported by increases in weekend service. • High-performing stops included those at Metro C Line stations as well as stops at South Bay Galleria and RUHS. Of the 208 stops in BCT’s system, 87 (or 42%) saw zero passenger boardings during the collection period.
• OTP is generally high and consistent with other transit services; OTP is better on Line 102 (97%) than on Line 109 (88%). Completion of construction near LAX is expected to improve Line 109 OTP. Riders can reduce their at-stop wait time through planning using the BCT real-time arrival information, which was launched in October 2020. Automatic vehicle location (AVL) installed on BCT buses provides real-time transit information on the BCT Real Time webpage, Google Maps, and other third-party mobility apps.
• Lines 102 and 109 have consistent (scheduled) headways for most parts of the weekday. Despite schedule adjustments effective July 1, 2022, there remains an opportunity to improve consistency on Line 102 by providing service from 12 to 3 pm on Sundays. Increasing frequency along Line 109 will be considered as a means of building on already strong ridership. • State-mandated changes to high school start times affected school tripper time schedules starting with the 2022-23 school year. Monday mornings will run a different schedule than Tuesday through Friday.
• TAP utilization is relatively low across the system, particularly for Line 102 which sees a large portion of its ridership utilizing Student BCT Passes and elderly and/or disabled cash fares. Line 109 reports a much higher TAP utilization (14% Line 102, 39% Line 109) with 24% of those TAP fares coming from inter-agency transfers. BCT reinstated fare collection and BCT bus pass sales in October 2022.

The review of current fixed-route services provides insights, along with stakeholder feedback, into potential design and service changes. The identification of gaps in service, the delivery of service, or infrastructure present opportunities in the development of short- and long-range service plans. • The RBTC opened in January 2023 with service on Line 102 as well as Metro lines 40, 210, 211, GTrans Line 3, and Torrance Line 2. BCT school trippers do not service the RBTC. Alternatives to maintain the current 30-minute headway will be explored in the service planning phase of the TSS.
• The anticipated opening of AMC presents opportunities to improve BCT service to LAX as well as create Westside connections that will be considered for potential alterations to Line 109.

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Additionally, the northern section of Line 109 will be considered for route adjustments for more efficient service.
• Preliminary analysis of BCT bus stops showed an average distance between stops of 0.22 miles.

Although BCT fixed-route service does not stop at non-requested stops, there is an opportunity for marginal time gains from balancing bus stops within the system. • Long-term analysis around the Metro C Line extension will include route considerations for both extension alternatives as part of the service planning phase. • The lack of east-west connectivity within the BCT service area represents an identified gap.

Analysis of potential service adjustment includes but is not limited to, route adjustments and seasonal service.

In addition to providing information for the development of a service plan, the fixed-route review also provides useful insights to guide stakeholder engagement, such as diving deeper into ridership patterns, rider satisfaction, and attempting barriers to use from the broader community.

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3.3.3 The WAVE Review

3.3.3.1 Service Overview
Serving seniors 62+ and individuals with impairments or disabilities, the WAVE provides paratransit for trips originating or ending in Hermosa Beach, Redondo Beach, or designated satellite locations, primarily medical facilities in neighboring Torrance (the WAVE service area and satellite locations shown in Figure 3-42). Only residents of Redondo Beach or Hermosa Beach are eligible, and verification of eligibility is required to ride. Registration for a WAVE Identification Card is submitted via mail, email, or in person.

Figure 3-42: The WAVE Service Area and Satellite Locations 49 49 Data source: City of Redondo Beach

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Operating Monday through Friday from 6:00am to 8:30pm and on weekends from 8:00am to 8:30pm, the WAVE fare is $1.00 for all trips. The discounted rate for groups of three or more qualifying individuals is $0.75 each. Through COVID-19 Relief Federal Funding, fare collection was suspended through October 2022. Trip scheduling is available by phone seven days a week from 6:00am to 8:30pm.

Trips offered by WAVE include:
• Same-day pickup scheduled within 30 minutes of the call time, depending on demand. • Same-day trips scheduled within two hours of the call time, depending on demand. • Reservation trips scheduled up to seven days in advance. • Subscription trips scheduled for the same time, repeating daily or weekly trips.

Groups traveling with five or more people need to request a ride at least 24 hours in advance.

Cancellations must be made at least two hours in advance of the scheduled trip time. Cancellations made less than two hours in advance of the trip are considered no-shows. The pickup window is three minutes after the vehicle arrives at the curbside and if the rider is not picked up by that time, it is considered a noshow.

On average, no-shows and cancellations make up 4% of all WAVE trips from August 2019 through February 2020. During that period, there was an average of 1.3 no-shows per day making up 4% of trips and in FY21-22 no shows made up 1% of all trips. Cancellations made up a smaller portion of uncompleted trips in FY19-20 at 1% of all trips, but slightly larger in FY21-22 with 2% of trips canceled.

Patrons who accumulate three no-shows within 90 days may be subject to suspension of service.

Table 3-6 shows the breakdown of WAVE riders by category (June 2019), including the proportion of ambulatory passengers and passengers who use wheelchairs. The majority (87%) of trips are ambulatory. Wheelchairs and oversize wheelchairs constituted 11% of rides.

Table 3-6: WAVE Ridership by Ride Type 50
Rider type Riders Percent
Ambulatory 1,167 87%
Cab Only 22 2%
Oversize wheelchair 30 2%
Wheelchair 116 9%
Total 1,335 100%

3.3.3.2 Performance and Productivity
WAVE ridership has trended downward since its peak in 2010. Before the onset of the COVID-19 pandemic in 2020, ridership had hit its lowest point to date in December 2019 (Figure 3-43) at 933 monthly trips. Ridership in December of 2021 has only rebounded to 542 monthly trips, 58% of the 2019 low.
50 Data source: City of Redondo Beach

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Figure 3-43: The WAVE Ridership and Service Hours, 2009-2021 51 Boardings per hour and mile in FY21-22 have been well below those of FY19-20. NTD data in Table 3-7 shows that productivity remains half of what it was pre-COVID. The fall season (August – December) of 2019 had 1.98 boardings per revenue hour whereas for the same period in 2021, there were only 1.10 boardings per revenue hour.

Figure 3-44 shows monthly ridership trends for both FY19-20 and FY21-22. WAVE ridership in FY21-22 averaged 24 riders per weekday, seven on Saturdays, and 11 on Sundays. This is well below prepandemic levels that averaged 51 riders per weekday, 20 per Saturday, and 20 per Sunday.

Table 3-7: Boardings per Revenue Hour and Milef
52 Year Boardings
per revenue
hour
Boardings
per revenue
mile
2019 (Aug-Dec) 1.98 0.21
2020 (Jan-Feb) 2.12 0.23
2021 (Aug-Dec) 1.10 0.18
2022 (Jan-Feb) 1.06 0.17
• Boardings per revenue hour in 2019 and early 2020 are close to, or over 2.0. • Boardings per revenue hour dropped by approximately half in 2021 and 2022 compared to FY19-

20. 51 Data source: NTD
52 Data source: NTD (table, left) and City of Redondo Beach (graph, right) 0 100
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Figure 3-44: WAVE Ridership
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• The seasonal trend was not as prominent in FY21-22 as Figure 3-44 shows, with ridership consistent throughout the analyzed year apart from a small downtick in December to an average daily boarding of 21 for weekdays, 7 for Saturdays, and 10 on Sundays.

The WAVE provides rides originating in Hermosa Beach or Redondo Beach as well as from satellite locations, primarily medical destinations.
• Figure 3-45 shows that approximately 75% of trips originate and end in Redondo Beach.

Redondo Beach is the primary market for WAVE services with satellite destinations the next most popular use.
• Hermosa Beach accounts for 10% of trip origins as well as destinations. • Satellite Locations represent 14% of origins and 15% of destinations.

Figure 3-45: Origin and Destinations from WAVE Trips in 2019 53

3.3.3.3 On-Time Performance
OTP for WAVE service is defined as a vehicle arriving at the pickup location 15 minutes before or after the scheduled time with an OTP goal of 90% of trips. OTP for WAVE pick-ups is measured every fifth day. 53 Data source: City of Redondo Beach
870 849 849 846 940 939 774 768 709 678 936 933 823 830 92 92 120 104
162 145
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August September October November December January February Total trips
Redondo Beach Hermosa Beach Satelite Locations

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Figure 3-46: WAVE OTP 54
Figure 3-46 shows OTP for the WAVE for FY19-20 and FY21-22. • In FY19-20 BCT performed well with 95% of recorded trips on-time, 4% of trips 0-5-minutes late, and only 1% of trips 6-10 minutes late.
• Throughout FY21-22 with fewer passengers, WAVE was able to achieve higher OTP than in FY19-21.
• Overall, OTP is high, and late trips are rare for WAVE service.

3.3.3.4 Scheduling and Dispatching Procedures 55
The City of Redondo Beach entered into a new management agreement for the operation and maintenance of BCT fixed route and WAVE services with Transportation Concepts in May 2020. As the contracted operator, Transportation Concepts is responsible for scheduling and dispatching the WAVE service. Specifically related to scheduling and dispatching, Transportation Concepts is responsible for:
• Scheduling of all WAVE trips
• Dispatching of vehicles for all WAVE trips
• Providing training for scheduling and dispatching personnel In the management agreement, Transportation Concepts outlines a systemic method to reserve, schedule, and dispatch trip requests including same-day trips and subscription reservations, and integrate all demands for service to efficiently maximize productivity. Transportation Concepts does this through an in-house scheduling and dispatching software called Simpli, which contains the following features:
• Client management system for registering new clients and editing client records 54 Data source: City of Redondo Beach 55 All information in this section comes from data from the City of Redondo Beach 97%
94%
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97%
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August September October November December January February Average Percent On-Time

MONTHLY WAVE ON-TIME PERFORMANCE
FY19-20 FY21-22

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• A trip-booking system to create new trips, edit existing trips, and set up subscription trips • Computerized scheduling and dispatch software to optimize routes and productivity with live scheduling and real-time updates
• Mobile Data Terminal: each driver has a mobile tablet device with internet access so they can view their trips for the day, integrating driver and dispatcher communications so they can communicate in real-time about any schedule changes. the real-time manifests enable drivers to receive alerts as new trips, time changes, and cancellations are made in real time In the management agreement, Transportation Concepts outlined the use of two full-time and two parttime dispatchers to provide coverage during hours of operation. The dispatcher on duty is responsible for communication and coordination with the vehicle operators, taking ride requests from passengers, and answering the customer line.

According to their dispatching procedures, when a customer calls to schedule a WAVE trip, the dispatcher should follow the following steps in setting up a ride:
• Ask for the customer’s first and last name
• Ask where the customer is going
• Ask what time the customer wants to be picked up, or what time their appointment is • The customer needs to book a ride at least an hour before their scheduled appointment time for any medical appointment
• The dispatcher will confirm if the location is in the WAVE service area or a satellite location • The dispatcher will use Simpli Transport to look up the customer and schedule the trip

3.3.3.5 WAVE Customer Feedback
Transportation Concepts collects and tracks complaints and compliments received by customers, including the date, time, location, and nature of the comment, as well as what service the comment was regarding. Transportation Concepts follows up with customers regarding these comments when possible or necessary (for example, compliments to a specific bus operator do not require a follow-up). Between July 2019 and June 2020, three comments about the WAVE were received:

Table 3-8: WAVE Comments, July 2019-June 2020 56
Date Comment type Comment details
August 5, 2019 Compliment WAVE customer called to let management know how grateful he is for the service. Stated that dispatchers and drivers provide a helpful and kind service.
56 Data source: City of Redondo Beach (names have been removed and replaced with “WAVE customer”)

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Date Comment type Comment details
November 3, 2019 Complaint Passenger stated the new DAR bus is unsafe and should be pulled from service. Passenger does not like having to walk up the ramp, and prefers to use a lift. Passenger recently had hip surgery.

March 6, 2020 Complaint No show – bus was at the location. Bus arrived at 9:25 am for a 9:30 am pick-up. The driver waited until 9:35 am, WAVE customer was a no-show, so the driver departed.

Overall, the low number of comments received regarding the WAVE service is encouraging and implies that overall, WAVE customers are satisfied with the service as currently provided. This is echoed by the fact that one of the comments received was a compliment, meaning that service was so high quality that the passenger felt the need to go out of their way to compliment both drivers and dispatchers. Complaints were also investigated and dealt with, when applicable. Moreover, the nature of the two complaints were not material for potential changes—agencies across the US continue to deploy low-floor vehicles with ramps as a way to speed boardings compared to lifts, and a no-show policy is important for the efficient use of resources.

It is important for Transportation Concepts to continue to track and monitor comments received over time to ensure that customers remain highly satisfied with the service. Further, soliciting specific feedback on the WAVE through the public survey that is ongoing through summer 2022 as a part of this project is important to learn how the service can be improved further. The findings from the survey as well as other public and stakeholder engagement activities will be incorporated into service plans and recommendations for the WAVE in future stages of this project process.

3.3.3.6 WAVE Summary
Providing a vital service in and around Redondo Beach and Hermosa Beach, the WAVE operates dial-aride services for seniors 62+ and individuals with disabilities who are residents of Redondo Beach or Hermosa Beach. WAVE provided an average of 37 trips per day in FY19-20 and 20 in FY21-22. • Since achieving peak ridership levels in 2010 with 17,761 annual trips, the WAVE has steadily declined in ridership to 5,913 annual trips in 2021.
• Despite providing roughly the same amount of average daily revenue hours (18.1 hours FY19-20,

18.2 hours FY21-22), WAVE ridership remains lower than what it was pre-COVID. • The WAVE consistently achieves high OTP.
• Approximately 75% of all trips originate or end in Redondo Beach, 10% in Hermosa Beach, and 15% at satellite locations.
• Minimal comments and complaints are received from WAVE customers, showing that customers are overall satisfied with the service.
• WAVE ridership is consistent year-round and does not exhibit the seasonal fluctuations seen in BCT’s fixed route services.

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3.3.4 Ride-Alongs
One full day of ride-alongs were completed on April 7, 2022, to gain firsthand exposure to the BCT fixedroute system, observe system operations and ridership, and solicit informal feedback from bus operators and passengers. Major observations from the ride-alongs include:

Service Requests:
• It was noted that BCT has received some requests for later service Monday-Saturday due to missed trips on the Metro Line 232 later at night, leaving passengers stranded. Local passengers see BCT as a more reliable option compared to Metro, which is grappling with bus operator shortages.
• Requests included service along Redondo Beach Blvd, to Del Amo Fashion Center, and the nearest Walmart on Hawthorne.

Customer/Passenger Experience:
• While many bus stops have benches, many bus stops lack shade, and some stops lack any amenities creating an uncomfortable waiting environment. • Buses are generally clean and well-maintained.
• Operators were observed to be helpful and friendly to passengers and helping them navigate the system whenever a passenger had questions.
• Sometimes, onboard announcements were not aligned with the next approaching stop and sometimes onboard announcements did not play at all. This was experienced on both lines. • Some passengers noted that they were confused about which direction the bus was heading.

Signage manually operated by the driver (located in the right corner of the bus windshield) was noted by passengers for its usefulness.

On-Time Performance:
• Minimal issues with OTP were noted on Line 109 throughout the day. Minimal OTP issues with Line 102 during the morning, but OTP suffered as the day went on with late arrivals observed in the afternoon. Waning OTP was attributed, in part, to construction in the LAX area.

Bus Operators:
• Overall bus operator satisfaction seems high, with many operators noting they have been with the company for over ten years. Some operators noted that there have been increasing issues with the unhoused population in recent years due to COVID-19 and the elimination of fare collection.

Some operators noted issues with run times on Line 109 through El Segundo and Hermosa Beach. Passengers also noted that bus operators are friendly and helpful.

Observations Specific to Line 109:
• Line 109 became full (around 30 passengers onboard, no standees) during AM and PM peak commute trips to transport passengers to and from the Metro C Line stations. Line 102 was busiest during the school trippers where it experienced full seated capacity plus standees. No pass-bys or refusals were observed.

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Beach Cities Transit – Transit Services Study 109
• Line 109 operates slowly through Hermosa Beach and Manhattan Beach, as the streets are narrow, one lane each way, and there are many cyclists and pedestrians. For example, the left turn at Highland Ave. and Manhattan Beach Blvd was very difficult for the bus to make as there is no dedicated left turn signal and a heavily used scramble crosswalk (see Figure 3-47).

Figure 3-47: Example Intersection
• The majority of passengers on Line 109 alighted at Metro C Line stations. Only one passenger was observed who took the line to LAX, though bus operators noted that there is more passenger activity to and from LAX in the summer when passengers are taking it as a direct way to reach hotels and resorts in the South Bay.
• While Line 109 provides service to LAX, there is no dedicated space to store luggage. The one passenger observed traveling to LAX had difficulty finding a place to place her luggage while she was onboard as the operator would not allow her to place it in the aisle as the aisle needed to remain clear.

3.3.5 Redondo Beach Transit Center
The City of Redondo Beach commenced construction on a new transit center in October 2020 and was completed in January 2023 (Figure 3-48). The RBTC is located at 1521 Kingsdale Ave in Redondo Beach south of Grant Ave and adjacent to the Target store. The RBTC replaces the old South Bay Transit Center adjacent to the South Bay Galleria. The $15 million project was funded, in part, by federal, and local transit dollars from the FTA, the LA Metro Call For Projects Funds, South Bay Subregional Measure R Funds, and City of Redondo Beach Proposition C Local Return Transit Funds.

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Figure 3-48: RBTC Renderings 57
57 Data source: City of Redondo Beach

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The RBTC is a modernized, multimodal transportation facility that serves five bus operators across 11 bus bays (Figure 3-49): BCT (Line 102), Torrance Transit (Line 3), GTrans (Line 3), Lawndale Transit, and LA Metro (lines 40, 210, and 211).

Figure 3-49: Redondo Beach Transit Center Bus Bay Schematicf 58 The RBTC includes a number of amenities, including a transit ticket vending machine, real-time passenger information services (planned), a passenger waiting area, public bathrooms, park-and-ride drop-off area with short-term parking for 13 vehicles, designated bicycle storage, pedestrian access with signalized crosswalks, transit operator facility with a breakroom, separate driver bathrooms, and security features including CCTV. The RBTC also has a parking lot with 320 parking spaces, including ADA spaces and spaces for EV charging.

Beginning in January 2023 when the transit center began operations, BCT made changes to Line 102 to accommodate serving the transit center and account for the additional run time which impacts the Line 102 schedule and frequencies. Line 102 school trippers do not stop at the transit center in order to maintain current tripper headways. The current new schedule increases headways from the current schedule, but BCT is actively exploring ways to maintain the current frequencies and minimize the impact on riders. Furthermore, as other transit partners serve the RBTC and redesign schedules, all transit partners should collaborate to align schedules as best as possible to minimize passenger transfer wait times.
58 Data source: City of Redondo Beach

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3.4 Financial Analysis

3.4.1 Fares
BCT collects fares in three forms: cash onboard, agency-issued passes, and Transit Access Pass (TAP) card payment. Regular non-transfer fare is one dollar ($1.00), and the seniors and people with disabilities fare is 50¢. For passengers transferring from other agencies to BCT using a TAP card to pay, the transfer fare is25¢. There is no charge for BCT-BCT transfers. Beginning March 19, 2020, BCT suspended fare collection which was reinstated October 2022. Fare utilization data comes from FY19-20, August to February data. Table 3-9 lists the type of fares accepted by BCT on fixed-route services. These include the onboard cash fare, BCT monthly passes, and fares paid with a TAP Card.

Table 3-9: Fare Category Description with Cost and Utilizationf 59 Fare Type Description Cost Usage 60
Regular Cash
Fares
Regular fare (not senior or disabled) paid in
cash at boarding.
$1.00 37%
Senior &
Disabled Cash
Fares
62+ years, have a disability, or a Medicare
card, and pay in cash.
$0.50 13%
BCT General
Pass
Monthly passes are available for residents
and non-residents.

Redondo Resident: $40/month
Lawndale Resident: $20/month
Non-resident: $40/month
<1%
BCT Student (K12) PassMonthly passes for students. Redondo Resident: $8/month Lawndale Resident: $8/month
Non-resident: $20/month
19%
BCT Senior
(62+) Pass
Monthly passes for seniors 62+ years. Redondo Resident: $5/month Lawndale Resident: $5/month
Non-resident: $10/month
1%
BCT Disabled
Pass
Monthly passes for individuals with a
disability and a Metro Disabled TAP ID,
Medicare, or SSDI.

Redondo Resident: $5/month
Lawndale Resident: $5/month
Non-resident: $10/month
<1%
Free Free rides are given to children (5 and under)
but still counted as passengers.

Free <1%
59 Data source: City of Redondo Beach
60 Usage based on operator collected fare data from MMR Invoices August 2019 through February 2020.