Hermosa Beach City Council
July 22, 2025

Existing Conditions Review – Service Planning
Beach Cities Transit – Transit Services Study 113
Fare Type Description Cost Usage 60
TAP Fare Regular adult and student fare using stored
value.

Senior/Disabled fare using stored value
$1.00
$.50
30%
• Totaling 50% of all fares, cash payments represent the largest segment of payment forms. Along Line 102, cash fares account for 36% of payments which is only matched by BCT Student Pass utilization. Cash fares along Line 109 represent the second largest portion of payment at 42% of payment.
• Representing 13% of fares across the system, Senior & Disabled cash fares are widely utilized.

Line 109 receives 14% of fares from the 50¢ fare and Line 102, 11%. • BCT Monthly Passes (Resident/Lawndale/non-resident) – BCT offers a Monthly Bus Pass Subsidy program for eligible Redondo Beach (subsidized by the City) and Lawndale residents (subsidized by the City). This pass is underutilized, representing less than 1% of fares. • The BCT Student Monthly Pass (not available on TAP) is heavily utilized on Line 102 accounting for 39% of ridership but almost entirely not represented on Line 109. The other three passes (General, Senior, and Disabled) can be loaded to a TAP card but are underutilized across both lines, representing 1% or less of all fares.
• Free fares represent just 1% of total ridership and account for children riding BCT. • TAP is the regional fare card utilized throughout LA County. Utilization of TAP for fare payment is 30% across the BCT system but more heavily utilized on Line 109 where it represents 46% of fare categories.

The utilization of TAP Cards is further broken down in Table 3-10. Three types of cash fare (regular, student, and senior or disabled) are categorized under the Stored Value Category which is the most widely utilized TAP fare type. Inter-Agency Transfers also use Stored Value but are counted separately.

Fares paid with an EZ Pass are reimbursed to the City by TAP at the average fare rate of 91¢ per ride.

Riders using an Access Services ID to ride fixed-route services are not charged but Access Services reimburses the City 50¢ per ride.

Table 3-10: TAP Card Fares by Category 61
TAP Type Description Cost Usage 62
EZ Pass The EZ Pass provides unlimited rides and
transfers on BCT and other agencies in the
LA Metro area. Fare levels for routes and
services are based on zone 63.

Redondo Resident: $90/month
Non-resident: $110/month
17%
61 Data source: LA Metro TAP Payment data
62 Usage percentage based on TAP Payment data across the BCT system from August 2019 through February 2020. 63 https://www.metro.net/riding/fares/ez-transit-pass/

114
TAP Type Description Cost Usage 62
Access Services

ID (ASI)
Individuals with an Access Services ID (a
TAP card) may use this card to board a BCT
vehicle. The City of Redondo Beach is
reimbursed by Access Services $0.50 for
each passenger trip
$0.50, not paid by the rider, but
reimbursed by Access Services to
City
8%
Stored Value All non-pass fares are collected with a TAP card.
$1.00 for regular and student,
$0.50 for senior and disabled
51%
Inter-Agency
Transfer
Trips originating from another service which
include a transfer to a BCT service.
$0.25 24%
• EZ Passes represent a sizeable (17%) portion of TAP utilizations. Based on operator counts from August 2019 to February 2020, there is slightly higher (17%) EZ Pass utilization on Line 109 compared to Line 102 (13%). The City of Redondo Beach subsidizes the cost of the EZ Pass to its residents, which provides unlimited riding and transfers across Los Angeles County. • ASI ID Card used via TAP card on fixed-route services represents 8% of all TAP transactions. ASI ID Cards account for 18% of TAP utilization on Line 102 compared to only 5% on Line 109 as reported by August 2019 to February 2020 operator counts.
• Stored Value fares including regular, student, and senior or disabled represent 51% of TAP utilization across Line 102 and 109. Operator counts show comparable utilization on both lines with 45% of Line 102 and 51% of Line 109 TAP transactions paid by Stored Value. • Transfers from other systems to BCT include a 25¢ transfer fare and are only valid when using a TAP Card. Stored Value transfers to the BCT system represent about a quarter (24%) of TAP utilization.

Line 102 and 109 have similar utilization of transfers from other systems based on operator counts, with 24% and 26% of respective TAP scans being transfers.

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3.4.2 Capital Budget
The majority of BCT capital expenses relate to bus procurement and replacement of retirement-age buses. Historically, BCT has not had large capital budgets. A notable exception is the recently completed RBTC which was funded -in part- by federal (FTA) and local transit dollars including the LA Metro Call for Projects Funds, Subregional Measure M Funds, and City of Redondo Beach Proposition C Local Return Transit Funds. The RBTC is discussed in Section 3.3.5 and funding for the RBTC was not included in the below discussion of procurement.

Between 2018 and 2024, BCT received $6 million in capital funds during the procurement years. Figure 3-50 shows that most capital funds are Federal monies and account for 81% of the total period amount and, on average, 82% of annual capital funds. Local Return funding provides the remaining 19% which is divided into three distinct sources: State, Proposition A, and Measure R funds. State funding has not been allocated annually, with the exception of 2019 when $160,000 was awarded or 20% of that year’s capital budget. Prop A funding provides an average of 12% across the period with significantly more (20%) in 2023 & 2024. Finally, Measure R Regional Clean Fuel Bus Capital Fund (MRCF) provided a small 5% portion of the annual 2020 procurement budget.

Figure 3-50: Capital Funding from 2018-24 64
While BCT leverages several sources for bus procurements, the FTA’s 5307 – Urbanized Area Formula Grant provides the primary funding source, accounting for 81% of bus procurement costs. Table 3-11 outlines previous procurements as well as those currently planned.

Table 3-11: Vehicle Procurements from 2018-24
Year Count Vehicle Service
2018 - - No procurement
2019 5 Cutaways Demand Response
64 Data source: Redondo Beach
$-
$800,139
$526,218
$- $-
$1,596,963
$3,078,707
$-
$500,000.00
$1,000,000.00
$1,500,000.00
$2,000,000.00
$2,500,000.00
$3,000,000.00
$3,500,000.00
2018 2019 2020 2021 2022 2023 2024
FTA State MRCF Prop A

116
Year Count Vehicle Service
2020 3 Cutaways Demand Response
2021 - - No procurement
2022 - - No procurement
2023 3 Buses Fixed Route
2024 5 EZ Buses Fixed Route
Procurement is an ongoing process with BCT anticipating the delivery of 3 buses in 2023 and 5 buses in 2024 as well as several more planned during the next few fiscal years (further outlined in Section 5.3).

Considering the higher cost of BEBs, it is important to pursue programs focused on capital funding.

Distributing significant monies, one-time grants like California’s Transit and Intercity Capital Rail Program (TIRCP) or the Federal Low-No Grant offer funds that BCT can use to cover costs associated with procurement as well as charging infrastructure. A complete list of applicable grants and funding programs is provided in Section 11.5.

3.4.3 Operating

3.4.3.1 Operating Expenses
Operating expenses for BCT, like other transit agencies, are largely driven by labor related to operating and delivering transit service—bus operators and mechanics. Figure 3-51 shows the breakdown of BCT’s operating expenses for 2019.

Figure 3-51: BCT Fixed-route Operating Expenses (FY2019-20, BCT Financial Reporting) 65 • The bulk of operating expenses (64%) from FY19-20 come from transit operations provided by Transportation Concepts, as well as COVID-19 maintenance expenses and miscellaneous expenses which include overhead costs. Labor (internal Redondo Beach staff) accounts for 24% of operating expenses which includes salaries and wages, fringe benefits, and other services (consultants, contractors, and maintenance). Materials and supplies account for 12% of BCT 65 Data source: City of Redondo Beach
24%
12%
64%
Operating Expenses FY19-20: Fixed-Route
Labor
Materials and Supplies
Purchased Transportation

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expenses and include fuel and lubricants, tires and tubes, and other materials, as well as utilities, and liability insurance.
• NTD data shows total operating expenses have steadily increased by 15% between 2016 and 2019, from $3.35 million to $3.85 million. For this same period, operating cost per passenger trip has increased by 28% from $7.20 to $9.19.

Figure 3-52: BCT Demand Response Operating Expenses (FY19-20, BCT Financial Reporting) 66 • WAVE operating expense breakdown is similar to fixed-route expenses, with the exception that purchased transportation accounts for 2% more of expenses. • WAVE operating expenses, as reported to NTD, have increased by 13% between 2016 and 2019. Costs per passenger trip have also been rising by 31% between 2016 and 2019 from $33.60 to $44.08 per passenger trip in 2019.

3.4.3.2 Operating Funding Sources
BCT typically receives operations funding from several state, and county transit sales tax revenue sources. Table 3-12 provides summary information about funding type, source, and description. 66 Data source: City of Redondo Beach
22%
12%
66%
Operating Expenses FY19-20:

Demand Response
Labor
Materials and Supplies
Purchased Transportation

118
Table 3-12: Funding Sources 67
Type Source Description
Formula
Allocation
Procedure
(FAP)
Local Tax funding is allocated to Municipal transit operators. FAP is funded by the Los Angeles County Transit Sales Taxes of Propositions A and C and Measures R and M.

Transportation
Development
Act (TDA)
State Statewide one-quarter cent sales tax is eligible for both capital and operating expenses. BCT only uses TDA for operating funds.

State
Transportation
Assistance
(STA)
State Funding is derived from the statewide sales tax on gasoline and diesel from the Transportation Planning and Development Account in the State Transportation Fund. Funds can be used for both capital and operating expenses. BCT uses STA for operating funds and occasionally bus capital.

SB1 State
Transportation
Assistance
(STA)
State Additional funds through increased vehicle gas taxes and registration fees to the STA allocations, BCT uses SB1 funds as operating funds.

Local Return
sales tax
revenues
Local Local Return funds are derived from local sales taxes approved by Los Angeles County voters on Propositions A and C and Measures R and M in 1980, 1990, 2008, and 2016, respectively.

SB1 State of
Good Repair
(SGR)
State An allocation of funding for SGR projects only. These are dedicated capital funds that BCT is currently using to fund capital improvements at the Transit Operations facility.

Federal
COVID Relief
Federal Temporary one-time Federal funds through the Coronavirus Response and Relief Supplemental Appropriations Act (CRRSAA) and Coronavirus Aid, Relief, and Economic Security (CARES) Act provided transit agencies funds for operational use to help mitigate the effects of the COVID-19 Pandemic for FY2020 through FY2023.
67 Data source: City of Redondo Beach

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Figure 3-53 shows the breakdown of operating funding sources between FY2018 and FY2022.

Figure 3-53: Operating Funding Sources
Table 3-13: Allocation of Operations Funds 68
FY2022 FY2021 FY2020 FY2019 FY2018
Fixed-Route Allocation 68% 67% 85% 91% 93%
Demand Response Allocation 6% 7% 9% 9% 7%
Federal (COVID) Funding 26% 26% 6% N/A N/A
• BCT’s largest revenue source is local FAP funding. Pre-pandemic, over half (58%-64%) of total operating expenses came from local FAP funding, and the other portion (36%-42%) came from state FAP sources.
• Federal COVID-19 Relief Funds including funds from the CRSSAA and CARES Act provided supplemental funds in FY2020 and a quarter of BCT funding for operations in FY2021 and FY2022. ARPA funds will supplement operating expenses in FY2023. COVID-19 Relief funds are not ongoing funding.
• Table 3-12 shows most operating funds are allocated to fixed-route operations. Pre-pandemic fixed-route accounted for over 90% of funds. The supplemental COVID-19 Relief Funds were not directly allocated specifically to fixed-route or demand response but rather used for both operations.

Before the pandemic, BCT consistently had a farebox recovery ratio of approximately 10%. Fare revenue had been increasing slightly before 2017 but was stable through 2019. Figure 3-54 shows fare revenue fluctuating as operating expenses steadily grew between 2013 and 2020. 68 Data source: City of Redondo Beach
FY2022
FY2021
FY2020
FY2019
FY2018
Operating funding sources FY18-FY22
FAP Local Funding FAP State Funding Federal (COVID) Funding

120
Figure 3-54: Farebox Recovery and Operating Expenses (2016-20) 69 • The pandemic and the resulting suspension of fare collection meant that farebox revenue—while on a slight upward trend since 2017—has plummeted. In 2019, BCT collected $329,572 in fares, while in 2020, it collected $244,491 through April, a 25% decrease. Hopefully, with rebounding ridership and the resumption of fare collection, farebox recovery will improve.

3.5 Futures Analysis

3.5.1 Future Developments
Long and short-term projects are planned that will impact the South Bay and the demand for BCT services. These projects include major new transit infrastructure from Metro such as Lines K and C extension as well as land developments like South Bay Galleria and mixed-use developments in Redondo Beach and El Segundo. The impacts BCT may experience from these projects range from local ridership and construction to major increases in transit options connecting the region. BCT should monitor the process of these projects as well as additional proposals that may change current projections.

3.5.1.1 Transportation Projects
Table 3-14 summarizes major transportation projects in the South Bay taking place over the next 15 years. The impact timeframe has been divided into either “short-term” or “long-term” to align with either the short- or long-range service plans that will be developed for BCT in the next deliverable. 69 Data source: NTD
0 500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
2013 2014 2015 2016 2017 2018 2019 2020
Total Operating Expenses
Fare Revenue
Farebox Recovery
Fare Revenue Total Operating Expenses

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Table 3-14: Transportation projects in the South Bay
Project Project Overview Potential impact on
BCT
Expected
Delivery Year
Impact
Timeframe
LAX Automated
People Mover
(APM)
(Landside
Access
Modernization
Program) 70
The LAX APM is a 2.25-mile elevated
guideway train system that will connect
Metro’s AMC to LAX, providing direct transit
access to LAX. The APM is anticipated to
become fully operational in 2023. The APM
will be able to be reached via the future
Crenshaw/LAX Line and the C Line. The APM
will connect to bus transportation services at
the AMC. Many transit agencies provide
service to LAX, including BCT, LA Metro,
Culver City Bus, Santa Monica BBB, GTrans,
and others.

This new connection
may result in
increased demand
for BCT Line 109
2023 Short-term
Airport Metro
Connector 71
The AMC station at Aviation Bl/96th Street will
allow riders to connect from the LAX APM to
the LA Metro rail system. The station is also
planned to have a bus plaza served by BCT,
LA Metro, Santa Monica BBB, Culver City
Bus, Torrance Transit, and GTrans.

This new connection
may result in
increased demand
for BCT Line 109
2024 Short-term
Crenshaw/LAX
Transit Project
(K Line) 72
Provides a vital north-south link in the Metro
rail system, enabling more people on the west
side to travel to more destinations more
quickly as well as providing rail connections to
LAX and the APM via the AMC station.

Potentially more
travelers using this
line to connect to C
Line to travel around
Redondo Beach and
the South Bay,
which could
increase demand for
BCT services.
2022 Short-term
C Line
Extension 73
Metro plans to extend the C Line through the
South Bay from Redondo Beach to Torrance.

Metro is currently in the environmental review
process, studying two potential route options
through Redondo Beach, Lawndale, and
Torrance. Metro anticipates C Line Extension
Demand for local
transit in and around
Redondo Beach and
RBTC will likely
increase due to the
presence of the rail
line Increased
demand for BCT
102 may need to
consider and plan
for potential service
2030-2033 Long-term
70 LAWA Official Site | Automated People Mover 71 Airport Metro Connector - LA Metro 72 Crenshaw/LAX Transit Project - LA Metro 73 C Line (Green) Extension to Torrance - LA Metro

122
Project Project Overview Potential impact on
BCT
Expected
Delivery Year
Impact
Timeframe
opening between 2030 and 2033, with
construction forecasted to begin in 2026 74.
disruptions related
to construction
beginning in 2026
depending on the
rail alignment.

Vermont Transit
Corridor South
Bay Extension 75
In the early planning stages, the Vermont
Transit Corridor is evaluating transit
alternatives from Hollywood Boulevard to
120th Street. As part of this study, an
extension approximately 10 miles south from
120th Street to the Metro J Line (Silver)
Pacific Coast Highway transitway station is
also being evaluated. Currently, both BRT
and rail concepts have been advanced into
an environmental review.

Creating a direct
north-south route
from the South Bay
to Los Angeles
could increase
demand for transit
but this service
would not connect
directly to the BCT
service area.
2028-2030 Long-term
Inglewood
Transit
Connector 76
Spanning the first/last mile gap between SoFi
Stadium and the Metro K Line, the Inglewood
Transit Connect would connect at the
Downtown Inglewood transit stop. The
Inglewood Transit Connector is expected in
2028. The SoFi stadium, home to the Los
Angeles Rams and Chargers as well as a
concert and event venue, is part of Hollywood
Park, which includes offices, condominiums, a
movie theater, a hotel, restaurants, and an
open-air shopping and entertainment
complex 77. Finally, the Intuit Dome, the future
home of the Los Angeles Clippers, is currently
under construction south of SoFi stadium and
is expected to open in 2024 78.

BCT would most
likely not be
impacted but may
experience
increased demand
during special
events, sports
seasons, and the
2028 Summer
Olympics. Overall
demand to visit the
Inglewood complex
may also increase
due to the number of
amenities at the
complex.
2028 Long-term
74 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.
75 Vermont Transit Corridor South Bay Extension Feasibility Study - LA Metro 76 Inglewood Transit Connector Presentation (envisioninglewood.org) 77 https://hollywoodparkca.com/en-us
78 https://www.nba.com/news/clippers-break-ground-on-new-arena-in-inglewood

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3.5.1.2 Land Use and Development Projects
Table 3-15 summarizes major land use and development projects in the South Bay taking place over the next 15 years.

Table 3-15: Land use and Development Projects in the South Bay Project Project Overview Potential impact on
BCT
Expected
Delivery Year
Impact
Timeframe
South Bay
Galleria 79
Redondo Beach City Council has approved
conceptual plans for redevelopment which
include more commercial space, a 150-room
hotel, 300 apartments, and six acres of open
space. 20% of residential units will be
designated for middle- and low-income
residents.

Redevelopment may
increase demand
along Line 102 and
importantly, the
inclusion of affordable
housing may also
increase demand for
BCT services. A more
detailed project
timeline will help BCT
to more accurately
plan how to best
respond to the
redevelopment.

To open in
phases,
redevelopment
of retail areas
2023-2024;
residential set
to open in mid2025; hotel in
2026
Mid- to Longterm
PLANredondo 80 The city’s new general plan will shape land use and open space goals and policies that
will act as the city’s foundation for growth and
development for the next 20-30 years. The
City Council adopted the new land-use plan in
May 2021.

This includes
residential overlay
areas in four parts of
the city with higher
density housing than
other land use
designations,
including
considerations for
densities up to 45
dwelling units per
acre.

Ongoing Long-term
AES Redondo
Beach 81
Along Harbor Drive, the AES Power Plant has
been permitted to continue operating through
2023. The 51-acre site was purchased by a
developer who permitted the operating
extension. Potential development could
include an office campus, retail/commercial
space, or hotel as well as some portion of the
property as open space.

There is no
immediate impact on
BCT from AES. The
future impact is
unclear as the plant
remains operating
and no development
plans submitted.

Unknown Long-term
79 City of Redondo Beach – South Bay Galleria 80 City of Redondo Beach - PLANredondo 81 California’s Coastal Power Plants: Redondo Beach Generating Station(ca.gov)

124
Project Project Overview Potential impact on
BCT
Expected
Delivery Year
Impact
Timeframe
Beach Cities
Health District
(BCHD) Healthy
Living
Campus 82
Beach Cities Health District has proposed
redevelopment of their 11-acre property at
514 North Prospect Avenue. The new
development would provide residential Care
for the Elderly with a reduction of the existing
facility from 420 units to 217 units, including
memory care 83.

The Project would
result in a net
decrease of 1,222
daily trips, which may
decrease demand
along Line 102 and
for WAVE services.
2025
(tentative)
Short-term
100-132 N.

Catalina Avenue
Mixed-Use
Development 84
Proposed construction of 30 residential units
with 3,000 sf of commercial space (an
example is one (1) coffee shop with tasting
space) by Beach City Capital at 100-132
North Catalina Avenue. The project includes
the demolition of approximately 8,929 sq. ft.
of existing buildings between 112 and 132
North Catalina Avenue.

The project is along
BCT Lines 102 and
109 and may
increase demand.

Denied by
Redondo
Beach City
Council, a
Revised plan is
anticipated to
be
resubmitted.

Short-term
King Harbor
Public
Amenities
Plan 85
The City of Redondo Beach has commenced
a planning effort to establish a holistic
framework plan to improve and enhance
various public amenities within the City’s
waterfront, King Harbor. The Plan was
approved by the City Council in October
2022. The plan will include an implementation
strategy that will consider how the plan will be
implemented and funded throughout the
planning and design process
BCT Lines 102 and
109 serve King
Harbor and could
result in increased
demand.
100% Draft
Plan submitted
Sept. 2022;
Community
outreach in
progress;
implementation
timeline
unclear
Long-term
El Segundo
Pacific Coast
Commons 86
In March 2022, the El Segundo City Council
voted to approve a new mixed-use
development comprised of a series of
buildings located on the west side of the
Pacific Coast Highway between Holly and
Palms Ave. The properties are currently used
as parking for neighboring hotels. The
development is planned to consist of 263
apartments (with 32 designated as
affordable), 11,252 square feet of groundstory retail, and parking for 792 vehicles.

Increased demand for
Line 109 could result
from this
development. The
proposed
development is
approximately a 500-
ft walk from the
nearest BCT bus stop
on Grand Ave.
2025 Short-term
82 The Campus | BCHD - Healthy Living (bchdcampus.org)
83 https://www.bchdcampus.org/campus 84 City of Redondo Beach - News Details 85 King Harbor Amenities Plan | Redondo Beach (khamenitiesplan.com) 86 El Segundo approves mixed-use project on Pacific Coast Highway | Urbanize LA

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Project Project Overview Potential impact on
BCT
Expected
Delivery Year
Impact
Timeframe
Construction is expected to last for 34
months.

Figure 3-55 provides a spatial analysis of the projects in Table 3-13 and Table 3-14 with estimated completion dates. Completion dates for the AES campus, King Harbor Public Amenities Plan, and Catalina Ave Mixed-Use Development are unknown at this time.

126
Figure 3-55: Future Transportation and Land Use and Development Projects in BCT Service Area

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Beach Cities Transit – Transit Services Study 127

128
4 EXISTING CONDITIONS REVIEW – OPERATIONS AND MAINTENANCE

FACILITY
This section provides a high-level overview of the existing conditions of the infrastructure and facilities at BCT’s bus maintenance and operations facility (OMF). General guidance will also be provided on what facilities and infrastructure may be required and/or considered in the future master plan for a new OMF at the site. Any challenges to upgrading the existing facility for ZEB implementation are also discussed at a high level. These preliminary considerations will be built upon in greater detail at later stages in the form of the facilities master plan, as well as in the ZEB implementation plan with the assumption that a new facility will be provided by BCT on the same property as the existing OMF. The City has currently approved Future Subregional Measure R funding for a new OMF, planned to be allocated in FY25-26.

4.1 General Site Information
BCT’s facility is located at 1519 Kingsdale Ave. in Redondo Beach (Figure 4-1 and Figure 4-2). The transit agency’s OMF occupies a fenced area inside the City’s larger property that includes the new transit center, kiss & ride, park & ride lot, and about 20,000 sq. ft. of space just south of the OMF that is currently used by the public works department. The total site area including these other functions is about

6.5 acres. See Figure 4-1 below for the location of OMF relative to other functions on the site.

The OMF consists of a 6,000 sq. ft. single-story fleet maintenance building that houses vehicle maintenance and operations within the fenced area of approximately 36,000 sq. ft. (0.87 acres). This area only contains the fleet maintenance building and fleet parking, but not employee parking. The building and site do not contain administrative City spaces which are located at other City offices.

The facility also does not include fueling infrastructure of any kind since the fleet fuels at offsite CNG facilities, nor does it include a fixed vehicle wash since vehicles are currently washed by a third-party vendor.

Existing Conditions Review – Operations and Maintenance Facility Beach Cities Transit – Transit Services Study 129
Figure 4-1: Site Diagram of BCT Property (above) and Aerial View (below) 87 The red hatched area represents current BCT operations and maintenance facility within the fenced portion of the property. 87 Data source: City of Redondo Beach

130
Figure 4-2: Image of Parked BCT Bus and Fleet Maintenance Facility

4.1.1 Existing Building and Maintenance Equipment Review

4.1.1.1 Summary
A detailed building assessment is not part of this report since the existing facility is assumed in need of replacement in the future, but a high-level assessment of the condition and functional spaces was performed via a facility walk-through by Stantec and City staff on May 13, 2022.

The facility is currently occupied entirely by the City’s transit operator with no onsite City staff spaces. The amount of space allocated for the four maintenance bays appears to be adequate for the City’s current size of fleet but at only 40 feet deep, the building cannot accommodate a full-size 40-ft long transit bus.

Even a 30-ft-long vehicle is too large for the building because a minimum of 6- to 8 ft should be provided at both ends of the vehicle to safely maneuver equipment and personnel around a vehicle with the bay doors closed. The building also does not meet the current needs for offices, locker rooms, and training spaces since dedicated space for these functions is not present in the facility. Only one toilet room exists in the building. It is in poor condition and does not meet most, if any, of today’s accessibility standards.

Adequate storage is also significantly lacking for all office and maintenance needs.

Maintenance equipment was also not specifically assessed but the shop was generally equipped with standard vehicle maintenance equipment, including mobile platform lifts, lube, and compressed air systems, tire racks, etc. Abandoned in-ground vehicle lifts are present in at least one maintenance bay which creates challenges with utilizing mobile lifts that need to roll on a flat floor.

Existing Conditions Review – Operations and Maintenance Facility Beach Cities Transit – Transit Services Study 131
Figure 4-3: Interior Maintenance Bays
The maintenance bays are not equipped with an overhead fall protection system typical of many transit facilities. Fall protection should be provided for any facility where accessing equipment or inspections are needed for the top of the vehicles.

Figure 4-4: Dispatch Window and Office Facing into Driver’s Room

4.1.1.2 Facility Conditions
The bus parking lot and pavement are in excellent condition since these site improvements were included as a part of the larger transit center construction project.

The building is generally in poor condition primarily due to its age and relative to its current use. The facility was originally constructed for vehicle service but not for CNG vehicles or transit operations. The

132
building has been partially retrofitted to accommodate office and support spaces as needed but none are constructed to modern transit civic building standards for office or service/support spaces. Codecompliant building HVAC systems, particularly the exhaust and detection systems for CNG vehicles, are not in place.

Additionally, the building does not meet current accessibility standards. Since current improvements aren’t being planned, the building does not require upgrades. If upgrades or improvements were to be considered for this building, the entire building would need to be upgraded if the construction value of any upgrades were to exceed the current DSA (Division of the State Architect) valuation threshold for building alterations, structural repairs, or additions to existing buildings. For 2022, this value is $182,172, so any improvements exceeding this value would also need to include accessibility improvements as outlined in Chapter 11B, Division 2 of California Building Code Part 2, Volume 1. In other words, the current OMF building has exceeded its useful life and needs replacement.

Figure 4-5: Ceiling Space and Fluid Reels Within Maintenance Bays

4.1.1.3 ZEB Implementation Considerations
Since the building is assumed to need to be entirely replaced, limited discussion is provided on the needed improvements to the actual building required to accommodate either type of ZEB technology.

However, in addition to the building simply being too small, the need to upgrade the building exhaust systems, the costs and impacts to install a formal fall protection system, and new gas-detection systems for hydrogen fuel (if applicable) would be significant costs to be applied to a building generally not suitable for long term investment. The necessary tools and specialty diagnostic equipment would also be required for either type of ZEB vehicle, and would be implemented at the time staff are trained to service the particular vehicle technology.

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For a facility considering the implementation of hydrogen fuel cell electric buses (FCEBs), a compliant gas-detection system (for any hydrogen leak) will be required at the maintenance garage that would operate and maintain FCEBs, as well as in any enclosed building that an FCEB would enter. These systems are similar to those required at a facility with CNG buses and require similar ventilation requirements. These systems would need to be entirely new at the BCT facility since the equipment and systems are relatively new and could be adapted for hydrogen detection.

If battery-electric buses (BEBs) are implemented, then bus recharging equipment is recommended for use inside the building, in the event that a down bus is required to be charged or plugged in during service. These chargers would be lower-powered DC units, rated at 15-20 kW, and could be located inside or outside of the building so long as the dispensers are routed to the proper locations inside the maintenance bays to connect to the charging port(s) on the buses.

4.1.2 Vehicle Service Cycle

4.1.2.1 Summary
The property has one driveway for ingress and egress of vehicles on the south end of the property that connects to an access drive out to Kingsdale Avenue. The bus yard is separated from the remainder of the property with a fence and vehicle gates. Park & Ride lot users, employees, visitors, and deliveries utilize the same driveway off Kingsdale Ave. which mixes transit vehicles, staff, and public vehicles in common drive aisles.

Prior to returning to the facility, operators refuel the vehicles at an offsite card lock fueling facility.

Operators return to the facility and pull vehicles up to the main entry door, and a supervisor pulls fares from the bus. Operators then park the vehicle. Vehicle washing is provided by a third-party vendor that utilizes a mobile system that captures and reuses the wash water.

Figure 4-6: Parked Buses in Newly Resurfaced Fleet Parking Area

4.1.2.1.1 ZEB Implementation Considerations
The current service cycle functions adequately for the size of BCT’s operations and is suitable for transition to ZEB technologies since phasing will not cause significant impacts on ongoing operations.

Since the current service cycle on-site is very limited, further consideration for optimization of the service

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cycle during the course of ZEB implementation and future facility upgrades should be considered in the future master planning phases.

With the implementation of FCEBs, no changes to the service cycle would be required if the hydrogen fueling dispensers were to be located offsite similar to the current card lock facility. The primary impact on the facility will be the installation of a new gas detection and exhaust system in the existing building if it is not to be wholly replaced.

For BEBs, chargers and dispensers will need to be planned throughout the yard but are unlikely to change the current service cycle except that the fueling function would then happen onsite as opposed to offsite. If the current fleet parking configuration is to remain, careful planning for locations of charging dispensers will need to be considered, and charging cabinets/equipment will most likely need to be remotely located from the dispensers since the current parking layout is very constrained.

Since the agency currently fuels offsite, the phased installation of charging equipment should be relatively straightforward since there is no issue with making space for new infrastructure and equipment in the same location as current fueling equipment.

4.1.3 Electrical Service
Electrical power is supplied to the facility from an onsite Southern California Edison (SCE) pad-mounted transformer located near the northwest corner of the maintenance building. Utility electrical service is from the underground utility lines through the property.

4.1.3.1 Conditions and Preliminary ZEB Considerations
A detailed assessment of the electrical utility equipment and capacity is not included in this assessment but it can be reasonably assumed that the current utility serving the building will need to be upgraded for a new OMF building and any additional onsite ZEB fueling equipment.

The existing electrical system is likely not adequate to serve the loads that would result from the full buildout of the BEB chargers. BEB charger demands vary depending on the model, but power demands often exceed 200 kW per charger, and peak fleet charging demands greater than a megawatt are common even with charge management systems. The chargers would likely each require a new 480 V electrical feed with a new service from SCE. SCE has significant distribution lines along Kingsdale Ave. that could potentially feed a new service to the chargers.

If FCEBs were adopted and a hydrogen fueling system was installed onsite, this may also require a new electrical service from SCE to provide 480 V power to the hydrogen compressors and filling equipment.

Additional analysis of the fueling cycles and hydrogen compressor operations will be required to confirm if the existing transformer will be sufficient or if additional service and transformation will be needed.

4.1.4 General Maintenance Facility Considerations

4.1.4.1 Fire Protection Considerations
With the implementation of both FCEBs and BEBs, fire protection and life-safety concerns can be significant. However, due to the relatively new advent of these technologies, building and fire protection codes have not specifically addressed many of these concerns. The National Fire Protection Association (NFPA) 855 ‘Standard for the Installation of Stationary Energy Storage Systems’ is a standard that can potentially be applied to BEB storage, but this particular standard is certainly overkill relative to the capacity of the batteries onboard buses and is more applicable for an indoor application/storage of battery systems. The need for enhanced fire protection systems has not been determined as a baseline

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requirement for BEB implementation and would be left up to the discretion of the local fire marshal and the building officials. Early coordination with the local building authorities is highly recommended to understand their requirements and concerns.

4.1.4.2 Fall Protection and Safety Infrastructure Considerations Safety is of paramount importance at all bus maintenance facilities and should be assessed at a very detailed level for any future facility modifications. A detailed safety assessment is outside the scope of this report, but assumptions can be made that fall protection systems in the interior maintenance bays should be a baseline requirement for vehicle maintenance facilities. This requirement will not be going away with the implementation of FCEBs or BEBs and may even increase due to battery packs being located on the roofs of vehicles. Regardless, equipment will likely continue to be located on the rooftop of vehicles, whether it be batteries, fuel tanks, or air conditioners, and therefore the demand for additional fall arrest systems may be required in the future based on the work performed at the facility.

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5 EXISTING CONDITIONS REVIEW – ZERO-EMISSION BUS PLANNING As part of the TSS, BCT is also developing a ZEB rollout plan to comply with State regulations requiring that a ZEB rollout plan be developed and submitted to CARB, as well as to guide strategic infrastructure deployment for the redevelopment of the operations and maintenance facility.

Several analyses of existing conditions related to the fleet and bus operations are summarized here that will inform the ZEB analysis and planning in later steps of the TSS.

5.1 ICT Regulation
CARB adopted the ICT regulation in December 2018, which requires all public bus transit agencies in the state to gradually transition to a complete ZEB fleet by 2040. This regulation is in accordance with preceding state policies SB 375 and SB 350. SB 375, the Sustainable Communities and Climate Protection Program, creates initiatives for the increased development of transit-oriented communities, better-connected transportation, and active transportation. Relatedly, SB 350 supports widespread transportation electrification through collaboration between CARB and the California Public Utilities Commission (CPUC).

ICT also states that transit agencies are required to produce a ZEB rollout plan that describes how the agency is planning to achieve a full transition to a zero-emission (ZE) fleet by 2040 as well as outlining reporting and record-keeping requirements. Specific elements required in the rollout plan include:
• A full explanation of how the agency will transition to ZEBs by 2040 without early retirement of conventional internal combustion engine buses
• Identification of the ZEB technology the agency intends to deploy (either BEBs or FCEBs) • How the agency will deploy ZEBs in disadvantaged communities • Identification of potential funding sources
• A training plan and schedule for ZEB operators and maintenance staff • Schedules for bus purchase and lease options (including fuel type, number of buses, and bus type)
• Construction of associated facilities and infrastructure (including location, type of infrastructure, and timeline)
Small California transit agencies, such as BCT, are mandated to submit ZEB rollout plans by June 30, 2023, to CARB. ICT also outlines different ZEB purchase schedules that large and small agencies must adhere to. Beginning in 2021 and continuing annually through 2050, each transit agency will be required to provide a compliance report 88. The initial report will outline the number of and information on active buses in the agency’s fleet as of December 31, 2017. Subsequent reports must include transit agency information, information on each bus purchased, owned, operated, leased, or rented (including make, model, curb weight, engine and propulsion system, bus purchases, and any information on converted buses), ZE mobility option information (if applicable), and information on renewable fuel usage (including date purchased, fuel contract number, and effective date, if applicable).

Table 5-1 below outlines the ZEB purchase schedule for small transit agencies for heavy-duty transit vehicles. Specific vehicle types, such as motor coaches, cutaways, double-deckers, and 60-ft. vehicles, are exempt from this purchase schedule until 2026 or later (dependent on Altoona testing being 88 https://ww2.arb.ca.gov/sites/default/files/2019-10/ictfro-Clean-Final_0.pdf

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completed). Whereas large agencies are required to start purchasing ZEBs in 2023, small agencies are exempt until 2026, when 25% of new bus purchases must be ZE.

Table 5-1: ZEB Purchase Schedule (as a percentage of total new bus purchases for small transit agencies) for standard buses 89
Year Percentage
2026 25%
2027 25%
2028 25%
2029 and after 100%
ICT also outlines several flexibility options to comply with ZEB purchase requirements that transit agencies can take advantage of. These include receiving bonus credits for early ZEB purchases, ZE mobility options to encourage innovation, enhanced first/last mile connections and improved mobility, and the option to form a joint ZEB group, which entails transit agencies working together to collectively comply with ZEB purchase requirements and a joint ZEB rollout plan. Formation of joint ZEB groups is dependent on certain eligibility requirements (agencies must share infrastructure, be in the same air basin, air district, Metropolitan Planning Organization, or Regional Transportation Planning Organization).

The ZE mobility option outlined above specifically refers to a program that provides a ZE service, such as a shared mobility bicycle program or any service operated by the agency that includes ZE transportation, such as microtransit, demand-response service, or autonomous shuttles. The mobility option does not apply to larger buses or fixed-route transit services. Small transit agencies must achieve 180,000 zeroemission passenger miles per year to be eligible for a mobility credit. One mobility credit is the equivalent of having one ZEB in the fleet.

To account for circumstances beyond a transit agency’s control that may impact their ability to comply with ICT regulations, the mandate laid out specific provisions for exemptions. Exemptions will be permitted for the following circumstances:
• If the required ZEB type is unavailable
• Daily mileage needs cannot be met
• Gradeability needs cannot be met
• Delays in infrastructure construction
• A financial emergency is declared by the transit agency • In circumstances where incremental capital or electricity costs for charging cannot be offset after applying for all available funding and incentive opportunities.

Specifically, the ZEB rollout plan required to be submitted to CARB by mid-2023 must include the following components, broken down by CARB into nine sections. • Section A: Transit agency information
89 In this report, standard buses refer to 35-ft. or 40-ft. unless otherwise stated

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• Section B: Rollout plan general information
• Section C: Technology portfolio
• Section D: Current bus fleet composition and future bus purchases • Section E: Facilities and Infrastructure Modifications • Section F: Providing service in disadvantaged communities • Section G: Workforce training
• Section H: Potential Funding Sources
• Section I: Start-up and scale-up challenges

5.2 ZEB Background and Market Scan
To better provide context for the ZEB analysis, this section provides a summary of ZEB technologies, their applications, their challenges, and fleet availability. As a precursor to ZEB modeling and recommendations, the following background information aims to provide an overview of the options available when implementing ZEB technologies. While not all technologies reviewed will be applicable to BCT, a basic understanding of what is available and how the technologies work will support local expertise for informed decision-making on what will be the best fit for operations in the Beach Cities.

The last several years have seen a rapid deployment of low-emission and ZEB globally. This is primarily driven by an increasing regulatory push towards cleaner transportation, rapid advancements in bus and battery technologies, favorable fiscal incentives, and a maturing electric vehicle market ecosystem resulting in lower costs and reduced technological risks. Notwithstanding the significant advancements that have been made toward reducing the environmental footprint of diesel buses, there are many ZEB technologies available today and at various stages of market deployment that provide a cleaner alternative to diesel and CNG buses. Given various available funding programs, it is evident that the transit industry is being oriented to embrace ZEB technologies in the future.

Like many agencies in the Los Angeles region, BCT operates a fleet of CNG-fueled buses. Generally, these vehicles are known as ‘low-emissions’ particularly compared to diesel equivalents. Nonetheless, CNG vehicles still emit CO2 and other greenhouse gases (GHGs), and the production of CNG fuel can lead to environmentally harmful byproducts like methane gas. Moreover, CARB’s mandate requires a conversion of California transit fleets to fully ZEBs. Different configurations of BEBs and FCEBs are being considered today by transit agencies as a solution to replace fossil-based fuels with the goal of reducing criteria pollutant and greenhouse gas emissions (GHGs), as well as within California to comply with ICT regulations.

5.2.1 Battery-Electric Buses
BEBs function by using electricity stored in an onboard battery to propel the vehicle. The major internal component that dictates the vehicle’s range is the battery size and capacity—the larger the battery, the longer the bus can operate on a single charge.

Increasing the battery size to maximize range creates some limitations. While a bigger battery generally increases the length of vehicle operation, it is also heavier. Together with passenger loads, the bus may become so heavy that the energy required to move the vehicle reduces its operating range. To create

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buses that meet vehicle operating parameters, OEMs and agencies are trying to balance the trade-offs associated with vehicles that have larger, heavier batteries.

One way that OEMs have addressed these trade-offs is to build high-power on-route charging infrastructure. This allows them to extend the range of the BEBs by providing additional charges in short sessions at the time. With this infrastructure, buses can recharge during operating periods to extend their range. However, on-route charging is typically more expensive, as it typically occurs during electricity peak hours, and would need to be located at a City-owned location 90.

One key trade-off is the need for a bus service schedule that allows for sufficient time to recharge buses during periods of operation (5-10 minutes for every trip). This may have downstream impacts on fleet size, service frequency, operator labor, and operating and capital costs. The need to ensure that on-route chargers are functional can also restrict flexibility since BEBs need to be assigned specifically to blocks that operate on routes with charging equipment.

Depending on the battery of a BEB, these vehicles can be classified as follows:
• Short-Range BEBs: they can be equipped with smaller batteries (<300 kWh) that enable operating ranges of approximately 130 miles. The vehicles usually required supporting infrastructure along the routes to extend service.
• Standard BEBs: vehicles equipped with batteries between 440 kWh and 525 kWh for ranges of 180–210 mi. These vehicles can be operated with a single overnight charge or can also be paired with on-route charging infrastructure.
• Long-Range BEBs: vehicles with larger batteries (i.e., 660 kWh) for ranges up to 260 mi. These vehicles can be operated with a single overnight charge or can also be paired with on-route charging infrastructure.

Regardless of the battery size, the charging methodology can also be a way to classify BEBs:
• Depot-charging only: These buses are considered to only be charged in-depot at the end of their service day. The charging rate for this equipment is usually between 60 kW up to 150 kW.

The charger configuration for these buses can be either using a plug-in or a pantograph connection.
• On-route fast charging: They are ideally recharged on-route as the battery depletes during operation using fast-charging equipment 91 that has power outputs higher than 300 kW and up to 600 kW. These buses oftentimes also require in-depot recharging. The charger configuration for these buses can only be a pantograph connection for the fast on-route charging but they could also have a plug-in connection for the depot-charging (low-power) equipment. However, this means additional costs and special orders to the OEMs since two connection configurations need to be added to the bus. Also, since charging would occur during peak- hours, electricity costs would be higher.

Table 5-2 lists transit BEB models currently available for US transit agencies. Transit agencies in the US have a broader selection of BEBs than FCEBs as the industry has historically favored BEBs. Reasons for 90 As part of future reports, modeling will determine if on-route charging is needed. Should on-route charging be a determined as a critical need for the electrification of BCT’s fleet, Stantec will identify locations suitable for implementing on-route chargers. 91 Chargers often require electrical upgrades (like transformers and switchgears) which are discussed, as applicable to BCT, in TSS 3.

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this include the relatively lower capital costs for BEBs versus FCEBs (especially for smaller-scale deployments) and the lack of readily available, reliable, and affordable hydrogen as a fuel source in most parts of the country.

Table 5-2: Non-exhaustive List of Available Transit BEBs, Battery Capacities, Range, and Fuel Economy.

OEM Propulsion
Type Length(s) (ft) 92 Battery Capacity (kWh)
OEM Stated
Range (mi)
Fuel economy
(kWh/mi) 93
BYD
BEB – Long
Range (with
optional onroute charging)
30, 35, 40, 60 215-578 150-220 1.45-2.65
New Flyer BEB – Fast
Charge 35, 40, 60 160-320 55-115 2.78-2.86
New Flyer BEB 35, 40, 60 311-466 135-22 2.08-2.33
Nova BEB – Long
Range 40 594 210-290 2.03-2.82
Proterra 94 BEB – Long
Range 35, 40 220-738 95-330 95 1.59-2.8 96
GreenPower BEB 30, 35, 40 210-320 85-175 1.21-1.72
Gillig BEB 40 450 180-200 1.80-2.20
BEB charging equipment has two main components: the power cabinet and the dispenser, in addition to any supporting electrical equipment such as transformers and switchgear. The power cabinet can have different power rates, depending on the number of modules that are combined. The charger module is the inner power module for DC charging stations (piles) and converts AC energy into DC in order to charge vehicles. For example, a power cabinet can have one module of 60 kW or two modules for a total of 120 kW power rate. The charging equipment can be categorized based on power output as follows:
• Standard charging: between 60- to 150-kW power rates. Can be provided by any type of dispenser.
• Fast charging: for power rates above 300 kW and a maximum of 600 kW. Only pantographs can provide these high-power capacities.
• Centralized: new centralized solutions are grouping the charging modules in a single unit capable of distributing up to 3 MW among several modular dispensers. The dispensers connected to a centralized unit can be either plug-ins or pantographs. 92 New Flyer has quoted prices of $920,000 to $1 million for 35-ft BEBs, $930,000 to $1.1 million for 40-ft BEBs, and $1.6-1.8 million for 60-ft BEBs. Proterra has quoted prices of $930,000 to $1.1 million for 35-ft BEBs, and $940,000 to $1.2 million for 40-ft buses. 93 The fuel economy ranges quoted here are from OEMs. However, expected operational fuel economies will differ between agencies and communities based on topography, ridership, climate, and other factors. 94 At the time of writing, the future of Proterra is uncertain as they move through Chapter 11 bankruptcy filings.

Mention of Proterra is maintained as reference information. 95 With Duopower drivetrain; https://www.proterra.com/vehicles/catalyst-electric-bus/range/ 96 With Duopower drivetrain; https://www.proterra.com/vehicles/catalyst-electric-bus/range/

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There are three types of dispensers, which are the actual connection between the vehicle and the power cabinet, and those are 1) plug-in, 2) pantographs, and 3) wireless dispensers. However, different installation configurations of dispensers are also possible, creating the classification shown in Figure 5-1.

Figure 5-1: Dispenser installation configurations
On a modular dispenser, one or more power cabinets can supply one or more dispensers. A modular dispenser can also be referred to as the “dispenser pedestal”. In contrast, an integrated dispenser has the power module and dispenser within the same cabinet, making it a single unit.

Wireless chargers occupy a small footprint and can be used on-route. While aesthetically more pleasing because no large external space is needed like for overhead chargers (they are built into the roadway), charging efficiency varies greater with bus alignment. Also, not all OEMs offer inductive charging and there is no interoperability among wireless charger providers.

For the overhead inverted pantograph configuration, a charging head is lowered onto a set of DC charging rails on the top of the BEB. All BEB manufacturers have aligned with universal high-power opportunity chargers from companies such as Siemens and ABB. Additionally, interoperability is currently being tested. Pantograph chargers can be installed on-route for fast charging or in the depot for overnight charging at lower power rates, depending on the power cabinet configurations.

Table 5-3 presents images and examples of the different dispenser installations and configurations.

Dispenser
GroundMounted
Plug-in
Wall/pedestal
modular
Integrated
Wireless Inductive
Overhead
Plug-in Modular
Pantograph
Bus-mounted
Inverted

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Table 5-3: Examples of Dispenser Installation Configurations Ground-Mounted Dispensers
Modular Plug-in Dispenser Integrated Plug-in Dispenser
Wireless Inductive Charger
Overhead Dispensers
Overhead Plug-In Inverted Pantograph

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Because they require fewer alterations to a facility, plug-in chargers tend to cost less than overhead and inductive chargers in terms of purchase costs and installation. Nevertheless, plug-in chargers require more space compared to overhead and are subjected to increased wear and tear, relative to other charger types in a transit setting. Inductive chargers may not be suitable for depots with constrained space.

Regardless of the charger type utilized, electrical upgrades are often required to provide the electrical capacity needed for bus charging. These “before the meter” or provider-side upgrades can include a transformer (Figure 5-2) and switchgear. While an important space and easement consideration, providerside upgrades are often paid for by the utility when using a program like Charge Ready Transport from SCE. Further discussion and technical specifications will be included in TSS #3.

Figure 5-2: Upgraded Service Transformer from Roaring Forks Transportation Authority

5.2.2 Fuel Cell-Electric Buses
FCEBs are also electric buses, however, their energy is stored not only in onboard batteries, but hydrogen is also used as an energy carrier. Hydrogen in this sense works as any other fuel (e.g., gasoline, diesel, CNG, etc.), but instead of an ICE (reciprocating engine) to convert the energy into mechanical work, a fuel cell converts hydrogen’s internal energy into electricity. Figure 5-3 shows a technology comparison between BEBs and FCEBs to highlight how hydrogen is the source of energy for the FCEBs.

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Figure 5-3: Technology Overview of a BEB versus a FCEB 97.

FCEBs can be fueled more traditionally and have a longer range. Due to the onboard power generator (the fuel cell), FCEBs are fueled similarly to CNG or diesel buses. The onboard energy source allows onboard electricity generation and therefore permits FCEBs to travel greater distances than BEBs, which need to recharge their batteries using an external charger. The range of FCEBs is between 240–325 mi, depending on the hydrogen tank size 98.

FCEBs provide operational advantages over BEBs including short refueling times, driving range comparable to fossil fuel buses, and reliable service in cold weather conditions.

Early deployments of this technology struggled to find economic benefits due to the high cost of hydrogen production and the expensive nature of FCEBs themselves. However, as hydrogen becomes more economical to produce and fuel cell prices drop, the economics for FCEB will improve especially for longer bus routes requiring faster re-fueling times. While FCEBs have been in the market for over 10 years, only a few manufacturer options are currently available in the US. Table 5-4 presents a list of a sample of available FCEB models and manufacturers in the US.

Table 5-4: Non-exhaustive List of Available Transit FCEBs, Battery Capacities, Range, and Fuel Economy OEM Propulsion
Type
Length(s)
(ft)
Fuel Cell
Power
Battery
Capacity
(kWh)
Tank
Size
(kg)
OEM
Stated
Range
(mi)
Fuel
economy
(mi/kg)
New Flyer 99 FCEB 40, 60
160 kW
rate motor
power; 85
kW (net)
100, 150 37.5 >340 5.8 - 7
ElDorado
National FCEB 35, 40
160 kW
rate motor
power
11 60 >350 6.5 - 8
97 Source: CTE 98 Fuel economy of 6.8 mi/kg was assumed for example purposes only. Current hydrogen tank configurations are 37.5 kg and 50 kg capacity and assuming 95% tank consumption.
99 New Flyer quoted purchase prices for 40-ft FCEB ~$1.01M and 60-ft FCEB ~$1.46M.

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Hydrogen refueling station (HRS) is a term used to refer to the equipment required to transfer hydrogen from static storage tanks to onboard vehicle storage. The refueling process of an FCEB is similar to that of a CNG or diesel bus in that a hose is connected to the fuel gauge until the tank is full (the current standard for heavy-duty vehicles such as buses is 350 bar). This lower-pressure option of 350 bar is financially advantageous as the costs of the required storage vessels and HRSs are significantly lower for 350 bar fueling than for higher-pressure fueling options (e.g., 700 bar used in light-duty vehicles). Figure 5-4 below shows a generalized schematic of an HRS.

Figure 5-4: Generalized Schematic of a Hydrogen Infrastructure Facilityf 100
Hydrogen can be stored and transported as a liquid or as a compressed gas; however, hydrogen liquefaction is an energy-intensive process that can erode some of the cost benefits if used for low hydrogen demands. Onsite hydrogen fueling via an onsite HRS thus can be better justified financially for larger fleets.
100 M. Faltenbacher, K. Stolzenburg, S. Eckert, and M. Gallmetzer, “JIVE-Joint Initiative for hydrogen Vehicles across Europe Deliverable 3.1 MEHRLIN-Models for Economic Hydrogen Refueling Infrastructure Activities 2.4, 3.1 and 3.2 Performance Assessment Handbook,” 2018.

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Figure 5-5: Liquid Hydrogen Fueling Station Equipment (storage tank, left, and vaporizer and compressor, right) at OCTA
If liquified hydrogen is selected as the delivery method, then the cold liquid (-430°F) will be stored in liquid hydrogen tanks (Figure 5-5) at between 50 and 150 PSI. Upon demand from the hydrogen dispensers, the liquid could then be pumped by triplex reciprocating pumps or compressors (3.94 kg/min. or 14.7 gal./min. at 5,000-6,000 PSI per pump) through vaporizers so that the hydrogen is warmed and becomes gaseous and near-atmospheric temperature. Finally, the gaseous hydrogen is routed through a chiller or other precooling system to increase its density, and then to the high-flow gas hydrogen dispensers, which will fill the buses to 350 bar (about 5,000 PSI). If no bus is connected to a dispenser or all buses are full, the gaseous hydrogen from the pumps and vaporizers are then directed to a buffer-storage array, as needed to allow the pumps to run during a typical 2.5-minute exchange time between sequential-bus fills.

The buffer-accumulator both reduces the number of start-stop cycles of the pumps and also improves fueling speed and efficiency, as the accumulated gaseous hydrogen is then utilized at the start of the next dispensing cycle. Figure 5-6 presents the layout of a liquid hydrogen fueling station.

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Figure 5-6: Layout of Liquid Hydrogen Refueling Stationf 101
The footprint of hydrogen stations can usually be accommodated by the space designated for CNG refueling stations if this currently exists at the facility. The use of pumps for the hydrogen refueling station will likely increase the power requirements at each division when transitioning away from diesel. As such, an important consideration is the power and energy requirements for the pumps and related equipment for onsite hydrogen dispensation.

As mentioned above, hydrogen fueling is similar to that of CNG vehicles, and should BCT opt for FCEBs, off-site fueling could be explored as is currently done with CNG vehicles, as space constraints at the current site would make an onsite HRS challenging. Off-site fueling would require considerations for additional deadhead and time to fuel built into contracts with operators. The fueling of hydrogen is done in a gaseous state similar to that of CNG but would require additional safety training for fueling operators.

Fueling times depend on the size of the tank and fueling technology, but generally range from 10-25 minutes; fueling speed is seen as an area with high potential for advancement.

Figure 5-7 shows current hydrogen fueling facilities in the South Bay, both online and under construction. 101 Publication available at https://www.researchgate.net/figure/Layout-of-hybrid-station-with-gasoline-and-liquidhydrogen-supply-systems-21_fig9_285044628

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Figure 5-7: Hydrogen Fueling Facilities in the South Bay, Hydrogen Fuel Cell Partnership 102 The South Bay has three public hydrogen fueling facilities online, as well as one proposed commercial hydrogen fueling station. It should be noted that the fueling station in Torrance on 190th St. operates from a pipeline source of 100% renewable hydrogen. This facility would provide uninterrupted fuel at 35/70 MPa whereas other stations source hydrogen via delivery, presenting potential for disruption. It should also be noted that unless the facility is purpose-built for heavy-duty vehicles, it is unlikely that the facility will have sufficient supply to fuel transit buses and the other vehicles used in BCT’s fleet.

If, after modeling, it is determined that an FCEB fleet is the preferred option for BCT, these opportunities for offsite fueling will be explored in greater detail to determine if their daily supply of hydrogen is sufficient for BCT’s needs.

5.2.3 ZE Cutaways and Vans
ZEBs were first developed in the standard (35-ft., 40-ft., and 60-ft.) bus sizes, but as transit agencies continue to transition their entire fleets to ZE, there is an increasing demand for ZE options for different bus sizes, including cutaways for demand response and paratransit services. Indeed, BCT operates cutaways for the WAVE service and generally operates smaller heavy-duty buses (30-ft.) for fixed-route service.

Some of the main challenges associated with cutaways for the ZEB market include their shorter design life and most of the smaller cutaway units are based on a van chassis from a major automotive manufacturer with a body mounted on it from the bus manufacturer. The power train is what comes with 102 Stations Map | Hydrogen Fuel Cell Partnership (h2fcp.org)

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the chassis and is not purpose-built for bus operation or layout. By comparison, the heavy-duty full-sized bus is built ground up with the power train components purchased, configured, and installed by the OEM.

Perhaps most importantly, being smaller vehicles, there is less space for the ZE apparatus (batteries and/or fuel tanks) and passenger space may be affected if it cannot be accommodated on the roof of the vehicle. This also affects the overall weight of the vehicle; axle capacities are limited and the passenger load, which needs to make provision for battery/electric powered mobility aid devices, can be diminished by the weight of the ZE equipment, be it batteries or hydrogen cylinders, etc. If an insufficient amount of this equipment is installed, the operating range will be proportionately less.

Accessibility of many ZEB vehicles designed for DAR presents issues for customers with mobility challenges. Whereas BCT has transitioned all their DAR vehicles to ramp entrances, currently available ZEBs have step and lift entrances. High and narrow steps are difficult for senior and/or disabled passengers to navigate. It will be important for BCT to procure vehicles with easily accessible ramps.

Despite these challenges detailed above, there have been some products that are suited for transit bus applications at this point; however, the current product and technology state in North America is very much still evolving. A few examples are as follows:
• A Quebec, Canada firm, Lion Bus, has developed a line of electric conventional type C school buses. Evolving from this is a purpose-built small electric low-floor bus offered in both school bus and transit bus versions. It resembles a flat front type D school bus and is approximately 26-ft. with a capacity of up to 31 passengers. A 75-mile range is claimed with one battery but adding an optional second battery doubles the range 103.
• A third vehicle design from Holland is the UMS Mission bus (Figure 5-8). It starts with a strippeddown ProMaster chassis and uses an all-composite body with contemporary electrical componentry. A prototype unit in Canada is expected to undergo Canadian Motor Vehicle Safety Standards certification soon and then pursue US approvals 104. 103 https://thelionelectric.com/en/products/electric_minibus 104 https://urbanmobilitysystems.nl/solutions/mission/

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Figure 5-8: UMS Mission Zero-Emission Cutaway Bus
• A partnership between Proterra and Optimal-EV announced in June 2020 the development of a battery electric low-floor cutaway bus for North American markets (Figure 5-9). The Proterra 105 battery system will feature 113 kWh of energy capacity with a range of up to 125 miles on one charge. According to the OEM, the vehicle can fully charge in two hours and does not have a reduced carrying capacity due to the onboard battery. The vehicle debuted at the American Public Transportation Association EXPO 2021 and became available for purchase beginning in 2021. Optimal-EV has noted that this is the first vehicle in a line of multiple ZEBs for a variety of applications 106.
105 Considering Proterra’s Chapter 11 bankruptcy filing, Optimal-EV may need to obtain an alternative battery system partner.
106 https://www.metro-magazine.com/10122170/optimal-electric-vehicles-proterra-partner-to-produce-all-electric-lowfloor-cut

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Figure 5-9: Optimal-EV Low-Floor Cutaways Bus Using Proterra Battery System Finally, US Hybrids has recently announced the production of a hydrogen fuel cell plug-in shuttle bus. The vehicle is 30’ and features a capacity for up to 25 seats and is ADA-compatible. The vehicle has a hydrogen storage capacity of 9.78 kg of usable hydrogen with a 28.4 kWh battery. US Hybrids states a range of 125 miles with an additional 15 miles using the battery capacity. It is unclear when these will be on the market or what the estimated purchase price will be.

Table 5-5 provides an overview of current and emerging ZE cutaways on the North American market, including some of the vehicles discussed in greater detail above.

Table 5-5: Summary of Zero-Emission Cutaway Options
Lightning Systems E450 Shuttle Bus
Chassis Ford E450
Wheelchair
Access
Unknown
Dimensions
L x W x H roof
Unknown
Seating
Ambulatory
(Wheelchair)
Varies
Range 80-120 miles
Battery size 86 kWh or 129 kWh
LionM
Chassis OEM
Wheelchair
Access
Side Ramp
Dimensions
L x W x H roof
313” x 95” x 111”
Seating
Ambulatory
(Wheelchair)
22 (6)
Range 75-150 miles
Battery size 160 kWh

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UMS Mission
Chassis ProMaster
Wheelchair
Access
Side or Rear Ramp
Dimensions
L x W x H roof
295” x 87” x 106”
Seating
Ambulatory
(Wheelchair)
16 (1)
Range Unknown
Battery size Unknown
Optimal-EV S1LF
Chassis Ford E450
Wheelchair
Access
Side Ramp
Dimensions
L x W x H roof
Unknown
Seating
Ambulatory
(Wheelchair)
12 (3)
Range 125 miles
Battery size 113 kWh
Phoenix Motorcars Zeus 400 Shuttle Bus
Chassis Ford E-series
Wheelchair
Access
Rear lift
Dimensions
L x W x H roof
Variable
Seating
Ambulatory
(Wheelchair)
23 (2)
Range 160 miles
Battery size 150 kWh
Overall, the current ZE cutaway market is more limited than the ZEB market for standard transit buses.

While there are several battery-electric cutaways available, there are currently no hydrogen alternatives on the North American market (though there are smaller hydrogen vans discussed below). However, demand for ZE cutaways is increasing as transit agencies look to transition demand response and dial-aride fleets to ZE fleets, and the industry is responding by providing more options. It will be important to continue to monitor the market as new options become available that feature longer ranges as the technology continues to evolve, as well as more hydrogen options.

In addition to cutaways, there are also several smaller EV passenger vans on the market. Unlike cutaways, there are currently both battery-electric and hydrogen options for vans available on the US market, though there are more battery-electric options. So far, these ZE vans tend to be built on the Ford Transit passenger van platform.

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Table 5-6: Zero-emission Vehicle Options for Paratransit use Lightning Systems Transit Passenger Van
Chassis Ford Transit 3500
Wheelchair Access Unknown
Dimensions
L x W x H roof
Unknown
Seating
Ambulatory
(Wheelchair)
15 Range 60-120 miles
Battery size 86 kWh – 105 kWh
GreenPower EV STAR ADA
Chassis OEM
Wheelchair Access Side Lift
Dimensions
L x W x H roof
300” x 80” x 106”
Seating
Ambulatory
(Wheelchair)
16 (2)
Range <150 miles
Battery size 118 kWh
US Hybrid Hydrogen Paratransit Van
Chassis Ford Transit 350 HD
Wheelchair Access Ramp (low-floor)
Dimensions
L x W x H roof
263” x unknown x 107”
Seating
Ambulatory
(Wheelchair)
Multiple configurations,
up to 3 wheelchairs
Range 250 miles
Battery size 40 kWh

12.8 kg of usable H2
Lightning Systems has developed a range of new electric product offerings based on the Ford Transit and Ford E450 chassis. The company is also developing a larger bus based on the Ford F550 chassis. The range is between 60-120 miles depending on the vehicle configuration. The company is based in Colorado but has an office in San Diego to accommodate the demand within the California ZE vehicle market. The company also offers charging infrastructure and a data analytics platform to improve fleet operations. Their vehicles have been CARB-certified.

The Antelope Valley Transit Authority (AVTA) recently procured six of the GreenPower EV STAR ADA vehicles at a cost of $95,780 per vehicle. The cost is inclusive of the HVIP grants of $100,000 per vehicle, which these vehicles are eligible for as they are based on an OEM chassis. The cost is exclusive of sales tax and charging infrastructure. This vehicle is also Altoona-tested and Buy America-approved.

US Hybrid has recently produced a hydrogen passenger van for the Stark Area Regional Transit Authority (SARTA) in Ohio for use in their paratransit service. The vehicle has 250 miles of range utilizing 12.8 kg of usable hydrogen with a 40-kWh battery and the manufacturer reports an estimated fuel economy of 17- 20 mi/kg. The vehicle can seat up to 15 ambulatory passengers or up to three wheelchairs and three ambulatory passengers with different seating configurations. The vehicles have a manufacturer’s suggested retail price of $220,000. US Hybrid has also reported developing four hydrogen paratransit vans for SunLine Transit with a range of up to 300 miles. The vehicles are not currently Altoona tested but testing is planned to be forthcoming.

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5.3 Fleet Review
BCT’s fleet is currently comprised of 20 vehicles used for WAVE and fixed route service, specifically, one 17’ van and five 25’ cutaways for WAVE service, and a combination of 25’, 33’ and 42’ buses and cutaways for fixed route service, with the 42’ bus utilized for school trippers on Line 102 where the extra capacity is required (Table 5-7). With the exception of the 42’ bus, which has undergone refurbishment, all vehicles have gone into service between 2011 and 2020.

BCT currently has multiple bus procurements in progress to replace vehicles that have reached or are approaching the end of their useful lives 107:
• Three 32’ buses to replace 2011 El Dorados: approved by City Council in April 2021 and was put in service in January 2023.
• Five 32’ buses to replace 2013 El Dorados: approved by City Council in December 2021 with an expected delivery date of July 2023.

BCT has future planned bus procurements:
• Order 40’ replacement in FY2024 for a 30’ bus, with estimated delivery in FY2025. • Order 30’ replacements for 2015 El Dorados in FY2025 with estimated delivery in FY2026. • All cutaway replacement procurements will begin after 2028. • BCT will likely begin acquiring ZEBs starting in 2030, to align with the ICT regulation, completion of a new OMF, and BCT’s fleet management plan.

Table 5-7: BCT Fleet Compositionf
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Model year Service year Quantity Make Length (ft) Fuel type Service type 2003 2005 1 El Dorado 42 CNG Fixed route
2011 2011 3 El Dorado 33 CNG Fixed route
2013 2013 5 El Dorado 33 CNG Fixed route
2015 2015 1 El Dorado 24.5 CNG Fixed route
2015 2015 2 El Dorado 33 CNG Fixed route
2019 2019 2 Ford 25 CNG Fixed route
2014 2018 1 Mobility Ventures 17 CNG WAVE
2019 2019 2 Ford 25 CNG WAVE
2020 2020 3 Ford 25 CNG WAVE
All of BCT’s fleet uses CNG, and fueling currently occurs offsite at three different locations: the Redondo Beach Public Works yard, fuel station at LAX (for Line 109), and a fuel station in Torrance are used as a backup in case fueling at the Public Works yard is unavailable.

In order to effectively operate and maintain a ZEB fleet, the operating facility must be able to support the required infrastructure. Currently, the maintenance facility located at 1521 Kingsdale Blvd has exceeded its useful life and does not meet the basic needs required for administration, operation, bus and employee 107 Data source: City of Redondo Beach
108 Data source: City of Redondo Beach

Existing Conditions Review – Zero-Emission Bus Planning Beach Cities Transit – Transit Services Study 155
parking, and maintenance of BCT and the BCT fleet, and the facility will need to be expanded to accommodate future ZEB fleet and related charging infrastructure. Following the identification of the preferred ZEB fleet composition, we will identify the required facility and infrastructure needs and modifications to support the ZEB fleet.

5.4 Operational Review
It is important to understand how BCT’s vehicles are operated throughout the day, and specifically when these vehicles are in and out of service to understand constraints and opportunities in regard to potential charging schedules and to help inform preliminary energy and power requirements.

Vehicle requirements for a typical weekday 109 for fixed route services are shown in Figure 5-10.

Figure 5-10: Hourly Vehicles in Operation 110
Figure 5-10 shows that peak vehicle requirements occur at 4 pm with 11 vehicles in operation. The majority of BCT’s vehicles are in operation for most of the day, with the exception of a few vehicles that operate during the AM and PM only for Line 102 school tripper services. Typically, four vehicles operate on Line 109 and five operate on 102, with an additional three vehicles for trippers. Extra vehicles follow the trippers in the morning to pick up students after the bus meets capacity. According to NTD data, BCT has 20 vehicles available for maximum service and uses 14 vehicles in maximum service which equates to a 42% spare ratio 111.

BCT blocks its vehicles so that most vehicles complete an AM block and a PM block. In most cases, the vehicle immediately begins the PM block after completing the AM block, which would minimize the ability to return to the yard for midday charging. Because limited operating ranges are currently one of the main constraints of some ZEB technologies, it is important to first understand how long BCT’s blocks are and 109 A representative weekday of Thursday, October 3, 2019 was chosen to represent a full service schedule. 110 Data source: City of Redondo Beach
111 https://www.transit.dot.gov/sites/fta.dot.gov/files/transit_agency_profile_doc/2020/90214.pdf 2 8
10 8 8 8 8
7 7
10 10
11 8 8 8
7 4
2 0
2 4
6 8
10 12
Number of vehicles in operation
Vehicles in operation by hour of day

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then to pivot to the vehicle level (according to the scheduled vehicle assignments for example service day chosen) to understand the distance vehicles travel on an average day.

Figure 5-11: Block Frequency by Daily Service Milesf
112
Figure 5-11 shows the distribution of blocks by distance (inclusive of revenue and deadhead miles) that BCT’s fixed route vehicles are assigned to on an average Thursday. For example, one block is between zero and 10 miles, seven blocks are between 10 and 20 miles, and so forth. Given that the average operational range of a standard BEB is between 120 and 150 miles, all blocks are comfortably within current BEB ranges, with a maximum block length of 100 miles. However, we know that vehicles complete multiple blocks in a day, so block lengths must be combined at the vehicle assignment level to understand the full distances vehicles travel in a day. 112 Data source: City of Redondo Beach
1 7
2 3
5 2
4 0%
20%
40%
60%
80%
100%
0 1
2 3
4 5
6 7
8 0-9 10-19 40-49 60-69 70-79 80-89 90-100
Daily block mileage
Number of blocks Cumulative %

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Figure 5-12: Vehicle Frequency by Daily Service Miles 113 Figure 5-12 shows that when blocks are combined at the vehicle assignment level, vehicles can travel over 175 miles in a day; specifically, up to 179 miles. While this is still close to the current stated BEB range as discussed in Section 5.2, some reblocking may need to be completed to accommodate the current fixed route service with BEBs, ensuring that blocks are grouped in a way that daily service can be completed or there is sufficient time between blocks to recharge.

On average, four or five vehicles are used daily for WAVE operations. To capture the variability of the distance vehicles can travel in a day under demand response systems, daily miles traveled per vehicle were analyzed for weekdays in October 2019.
113 Data source: City of Redondo Beach
0 2
1 0
2 2
1 3
0%
20%
40%
60%
80%
100%
0 1
2 3
0-24 25-49 50-74 75-100 100-124 125-149 150-174 175-199 Vehicle frequency by daily service miles
Number of vehicles Cumulative %

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Figure 5-13: Daily Mileage for WAVE Vehicles 114 115
The box and whisker plot in Figure 5-13 is designed to show the variation in daily vehicle mileage. Each vehicle entry in the plot shows different statistics regarding mileage per day: the minimum (bottom whisker), first quartile (bottom of the box), median (line within the box), third quartile (top of the box), and maximum (top whisker). Outliers are displayed as the dots above and below each entry (defined as number below the lower and upper limits as determined by the interquartile range) and the X in the middle of each box is the mean for that dataset.

While during the month of October, vehicles traveled an average of 64 miles a day, this varied between a minimum of six miles and a maximum of 145 miles. While there are some distances that may exceed the ranges of ZE cutaways currently on the market, the majority of daily WAVE service seems to be easily convertible to ZEBs based on this data alone.

5.5 Key Considerations for BCT’s ZEB Transition
While a fuller analysis and development of recommendations and strategies will be delivered in a later phase of the TSS project, we note some key considerations and implications of the ZEB transition for BCT.
• BCT’s fleet is small and unlikely to expand significantly in either size or vehicle type due to demand realities. Based on the vehicle types that BCT operates, BEB equivalents are more readily available than FCEB equivalents.
• BCT’s maintenance and operations facility has limited space. If an FCEB fleet is envisioned, the lack of space makes shoehorning a hydrogen storage and fueling facility highly unlikely, and BCT would need to identify proper offsite fueling, similar to its current arrangement for CNG fueling.

For a BEB, strategic placement of chargers and charging dispensers will be needed to minimize their footprints and space consumption.
114 Vehicle 547 completed one day of service and traveled 22 miles on that day. 115 Data source: City of Redondo Beach

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• Charging infrastructure for BEBs includes before-the-meter and customer-side electrical upgrades that require significant investment and planning. Participation in utility-operated infrastructure programs, like Charge Ready Transport from SCE can help offset the majority of charging equipment costs including transformers and switchgear. • BCT’s operating range per vehicle approaches the current threshold of BEB vehicles and may require restructuring of blocks and vehicle assignments, but is within the threshold of FCEB vehicles.
• Regionally, most agencies with ZEB plans, including Metro and Long Beach Transit, are trending towards BEBs.
• BCT’s major capital spending has been, historically, for bus replacements and has leveraged some federal funding and local sources. With the adoption of ZEBs, the larger capital outlays required will need not only increases in budget but also the exploration of competitive grant programs to cover these costs. It will be challenging to utilize Local Match for Federal funds as new and ongoing operations and capital expenses utilized on an annual basis for the new Transit Center erode Local Match funds. In addition to Proposition A, other Local Return funds should be utilized.

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6 ENGAGEMENT AND STAKEHOLDER OUTREACH116
A variety of engagement activities took place between May and August 2022 to promote the study and encourage
participation and feedback. During this time, an online survey was open for BCT riders, WAVE riders, and nonriders to understand community priorities in transit service provision and opportunities to craft a more attractive
service. A variety of other events, including a combination of virtual and in-person events, were conducted to reach as wide an audience as possible.

In-person events included pop-ups throughout the BCT
service area at transit hubs and community events such as farmer’s markets and community fairs. These pop-ups
were conducted to receive feedback on BCT, promote
awareness of the study, and encourage survey participation.

Three virtual focus groups were held with targeted groups (such as businesses, employers, riders, senior services groups, WAVE riders, and community members) to gather in-depth feedback about the current strengths and opportunities of BCT services, and how services can be improved. A technical working group was held with representatives from Beach Cities municipalities and partner transit agencies operating in the region. A summary of all outreach activities conducted to date is found in Table 2.

Table 6-1: Details of Direct Engagement Activities
Date Event Engagement Purpose
Friday
5/20/22
Manhattan Beach Senior
Fair
7 comment cards Promote the BCT survey and engage with
Beach Cities residents.

Tuesday
7/12/22 Focus Group #1 5 attendees Engage in a robust discussion with businesses, employees, and commuters.

Thursday
7/14/22
Pop-up: Douglas C Line
Station
88 comment cards
& reactions
Promote survey responses and engage with
transit users.

Tuesday
7/19/22 Focus Group #2 7 attendees Engage in a robust discussion with seniors, students, parents, and caregivers.

Wednesday
7/20/22
Redondo Beach Senior
Open House @ Veterans
Park
1 comment card Promote the BCT Survey and engage with
Beach Cities residents.

Thursday
7/21/22
Pop-up: Redondo Beach
Farmers Market
74 comment cards
& reactions
Promote the BCT Survey and engage with the
Beach Cities residents.

Friday
7/22/22
Hermosa Beach Farmers
Market 21 comment cards Promote the BCT Survey and engage with Beach Cities residents.

Tuesday
7/26/22 Focus Group #3 8 attendees
Engage in a robust discussion with
community-based, faith-based, and non-profit
organizations.

Wednesday
7/27/22
Pop-up: Redondo Beach
Senior Open House @
Perry Park
7 comment cards Promote the BCT Survey and engage with
Beach Cities residents.
116 For more information please see Appendix A: Public Summary Outreach Report

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Date Event Engagement Purpose
Wednesday
8/10/22 Technical Working Group 14 attendees Discuss proposed service recommendations with transit partners.

Thursday
8/11/22
El Segundo Farmers
Market 8 comment cards Promote the BCT Survey and engage with Beach Cities residents.

Saturday
4/15/23
Redondo Beach Springfest
2023 (in lieu of public
meeting)
91 comments &
reactions
Solicit public feedback to the final
Recommendations
Advertising for the TSS and the accompanying survey included digital methods as well as traditional advertising. Interested parties were directed to the BCT Services Study website (via direct link or QR code) which provided information about the study and meeting details and was the host for the surveys.

Digital promotion focused on direct emails (to 109 city partners, a Redondo Union High School student eblast, and the Community Services email list), digital ads on Easy Reader throughout June, and Community Services Instagram ads with supporting tweets from the BCT Twitter account. Physical materials included advertising on BCT buses and a full-page ad in the Easy Reader during June.

Upon completion of the draft service plan and design of the recommendations, a subsequent outreach/consultation event will be conducted to inform stakeholders and the public about the proposed plan.

6.1 Survey
From June through August of 2022, an online survey was conducted to gather responses and insights from BCT riders of fixed-route and the WAVE dial-a-ride service, as well as from non-riders in the South Bay. Surveys were advertised in several ways, including digital media placements and direct emails to known stakeholders, as well as during eleven in-person engagement events across the South Bay.

Participants accessed the survey via a single link but were directed (through a logic tree) to one of three surveys that best suited their ridership profile; multiple surveys were also possible for people who ride both WAVE and fixed-route services. Of the 295 surveys collected, a total of 280 valid (completed) surveys were analyzed. Survey response counts are seen in Table 30. Slightly more than half of the respondents were BCT riders of the WAVE or fixed-route service, with the remaining respondents not BCT riders. Of the total rider responses, 143/154 or 93% were fixed-route and 7% were WAVE riders, which mirrors the breakdown of ridership across the two modes (97% of ridership in 2021 was on fixedroute, and 3% was on WAVE).

A detailed breakdown of all survey responses is provided in Appendix A: Full Survey Results.

Table 6-2: Survey Responses by Survey Type
Survey Type Count
Percent of
total surveys
Fixed-route rider survey responses 143 51%
WAVE survey responses 11 4%
Non-rider survey responses 126 45%
Total survey responses 280 100%
Total administered surveys 295 117
117 After validating survey response, not all surveys administered were included due to incomplete or partial responses. Of the 295 surveys administered, 15 were determined invalid for a total of 280 surveys included in analysis.

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Overall respondent demographics skewed female (60%), white or Caucasian (63%), and over 35 years old with under 35 (Under 18, 18-24, and 25-34) making up only 21% of respondents. Respondents overwhelmingly indicated household incomes greater than $75,000 with only 15% indicating a household income below $75,000. This largely aligns with the demographics of the overall service area, where the majority of South Bay residents are over 35 years of age (with a median age of 40), 66% of residents identifying as white or Caucasian, and median household income above $75,000 (specifically $125,000).

6.1.1 Survey Takeaways
Collecting over 280 detailed opinions from the Transit Services Study Survey, and many more in-person and virtual impressions, 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 at 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 pertaining to 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. Strategies to address this are discussed in greater detail in Section 7.3.4.

Those without access to a vehicle are more likely to take the bus. While this is to be expected, it bares pointing out that all non-riders indicated they had access to vehicles, whereas 12% of riders did not have access. BCT provides essential services to South Bay community members. Additionally, WAVE users (all who had access to a vehicle) indicated they used transit only when unable to drive due to an injury or some other reason.

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.

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.

Overall, while BCT provides services that are valued and perceived as high quality by its riders, gaps are still present. Addressing the need for connecting the general public to information sources as well as riders will go a long way in reinforcing BCT’s services. This coupled with service modifications and improvements to better suit the desires of current riders could heighten the overall profile of BCT.

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6.2 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.

6.3 Focus Groups
Three virtual focus groups were held to solicit feedback from different groups and populations throughout the Beach Cities community. Focus groups were designed to gain a more nuanced understanding of how South Bay community members and stakeholders interact with BCT services. Focus groups were broken down into three sections: introductions and an overview of the project, an overview of the BCT services with preliminary survey results, and an in-depth discussion of participants’ experiences and opinions regarding BCT.

Discussions were initiated with a series of response-provoking questions tailored to the stakeholders of the different sessions. As part of this discussion, JCL staff engaged with participants, asking clarifying questions and furthering the discussion. Utilizing feedback from focus groups and discussions with BCT staff, service plan proposals were developed by Stantec, and incorporated into subsequent focus groups as questions to solicit preliminary feedback. Participants were asked to provide opinions on proposed service changes, helping to refine service proposals for BCT’s fixed route and WAVE services.

Focus group #1 was geared toward businesses, employees, and commuters and was held on Tuesday, July 12, 2022. Attendees included community members, and representatives from Los Angeles World Airports Rideshare Program, South Bay Workforce Investment Board, and LA Metro. Notable discussion points included:

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• 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 with one participant noting the service gap on Line 102 on Sunday afternoons.
• 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, held on Tuesday, July 19, 2022, 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. • 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 clearly look 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 on a regular basis 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 was held on Tuesday, July 26, 2022, and 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.

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• 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.

6.4 Technical Working Group
A technical working group was held to discuss challenges and opportunities to improve mobility throughout the South Bay and Beach Cities. Held virtually on Wednesday, August 8, 2022, attendees included representatives from Redondo Beach, Manhattan Beach, Hermosa Beach, El Segundo, Torrance Transit, Metro, GTrans, and Palos Verdes Peninsula Transit Authority (PVPTA). Redondo Beach Council Member Christian Horvath also participated. A summary of the discussion grouped by discussion topic is presented below.

Fixed route key discussions
• Considerations for alternate routing of Line 102 were discussed to route trips leaving RBTC along Ripley past Adams Middle School. Ripley was determined to not be an ideal street for transit as it is a hilly residential collector. The Redondo Beach Council Member did indicate support for the proposal and support from constituents in that area.
• 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 considering ridership levels and the benefits of streamlining the overall route, with the general consensus being that the positives of streamlining the route outweigh the negatives of removing these underutilized stops. • Additional context for the origins of the Line 109 detour along Rosecrans was provided by the Manhattan Beach representative. Originally requested to provide direct service to the Manhattan Village Mall and near the senior community on Parkview Ave, there was a consensus that the streamlining and elimination of this detour was warranted. • Service recommendations 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 were proposed in this technical working group. The representative from Torrance Transit shared their operational experiences with multiple buses serving the pier. Due to limited curb space at the pier, Torrance Transit experiences challenges with Lines 3 and 7 buses needing to maneuver within the limited space. Discussion of dedicating additional red curb was brought up as well as the operational importance of proper scheduling. Further explanation of this service change can be found in Section 5.1.2.

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• The proposed addition of an east-west route focused on beach service was discussed with this group. Generally well received, the idea of a pilot with the potential for a permanent route was discussed. The service recommendation for this route can be found in Section 5.4.

WAVE key discussions
• Outreach and marketing of WAVE services were discussed at length in this working group. 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. Uncertainty of key partnerships between BCT/WAVE and organizations like Beach Cities Health District to promote LA Metro’s On the Move Riders Program was brought up. Discussion of outreach and engagement with WAVEeligible residents can be found in Section 5.3.1 with further elaboration in Section 6.4. • Considerations for expanding WAVE service to the general public as a late-night service were proposed. A representative from Hermosa Beach noted that an on-demand service would likely be popular on nights and weekends in downtown Hermosa Beach as a way to get home safely after a night out. The representative from PVPTA pointed out that evening service could avoid the challenges other all-day on-demand services have run into with high demand from students after school. Further discussion of WAVE service considerations can be found in Section 5.3.2.

6.5 Redondo Beach Springfest
The final public engagement occurred on April 15, 2023, at the 40th Annual Springfest put on by the North Redondo Beach Business Association near the Performing Arts Center along Manhattan Beach Blvd in Redondo Beach. Three display boards (Figure 6-1 and Figure 6-2) displayed information regarding BCT services, an overview of the Transit Services Study with findings and recommendations, and a map-based explanation of the primary service changes.

Generally, to notify stakeholders of the opportunity for public engagement or online comment, notifications were sent via eblast and posted to Twitter.

In-person, to incentivize participation and engagement with display boards, the pop-up booth included a prize wheel and a “selfie” photo station, offering fun giveaways to festival goers.

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Figure 6-1: Transit Services Study Description Display Boards 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. Stakeholders were supportive of the recommendations with most dots in Figure 6-2 green, indicating support.

Figure 6-2: Transit Services Study Display Board with Community Feedback Each recommendation and how it was received by the public is summarized below. • 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.

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• 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 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.

A total of 91 written comments and reactions were captured at the final public event. Most of these comments were unrelated to the specific service proposals, and major themes are summarized in the last section of Appendix A: Public Outreach Summary Report. Several hundred more visitors were exposed to BCT’s services and anticipated improvements. Final recommendations were posted to the project website for public comment. Overall, these responses show a high level of support and excitement for implementing the proposed recommendations, while reactions to Recommendation E present an opportunity for more targeted outreach regarding the WAVE to understand specifically why there is more opposition to this recommendation compared to the other recommendations.

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7 SERVICE CONCEPTS DEVELOPMENT

7.1 Goals and Objectives
By assessing feedback from community and stakeholder outreach, our analysis of existing conditions, and through workshops with City of Redondo Beach staff, goals have been identified that will shape the service plans and create a unified future vision for BCT services in both the short- and long-term. Within each goal, more specific objectives and action items have been identified that will help to achieve these goals, including both short- and Long-range service options and supporting recommendations that help to achieve these goals and improve the overall customer experience.

BCT will provide transit service that:
o Aligns and grows with changes in the South Bay and prepares BCT for the future, o Enhances regional connectivity,
o Grows ridership, and
o Increases the public awareness of BCT.

These goals, along with specific objectives and action items, are presented in Table 7-1.

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Table 7-1: BCT Goals and Actions

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Goal 1 is related to the many transportation, land use, and development projects that are underway in the South Bay. Over the next decade, the South Bay will see many large-scale transportation projects such as the extension of the Metro C Line to Torrance, the opening of the Automated People Mover at LAX, and the new Airport Metro Connector station at LAX, along with land use and development projects like the South Bay Galleria redevelopment. This goal also addresses other ways that BCT can set itself up for long-term success, such as through planning for zero emission buses, construction of a new operations and maintenance facility to set BCT up for long-term success, and exploring the viability of regional partnerships to implement transit priority measures.

Goal 2, enhance regional connectivity, speaks to BCT’s role as one of many transit operators in the South Bay. The Los Angeles region is made up of a patchwork of different municipal operators, along with Metro providing regional bus and rail services. As such, BCT needs to continue to work with other operators to make sure that service coverage is maximized, and duplication is minimized. To further enhance regional connectivity, it is important that BCT continues to serve local transit hubs and make sure that transfers between BCT and other services are well-timed to facilitate interagency transfers.

Goal 3 action items include strengthening existing services and exploring new routes, exploring opportunities to grow WAVE ridership, expanding existing service design guidelines, and improving the customer experience at bus stops. Like all agencies across North America, BCT saw ridership decline during COVID-19. While ridership is rebounding and continues to grow, it is important for BCT to explore other ways to grow ridership and improve the customer experience.

Goal 4 focuses on strategies to increase public awareness of BCT, including maintaining and implementing a strategic marketing plan and strategies to grow community awareness, such as through strengthening digital communications, enhanced outreach to target communities, and partnerships with local businesses and events to advertise BCT. A major theme heard throughout the public engagement process was a general lack of awareness of BCT services, or some knowledge of BCT but not enough to feel comfortable using the service. A major opportunity for BCT is to grow public awareness to position BCT as an important and valued community service.

7.2 Service Plans
In the following sections, service plans for each line or service are proposed. The service plans are presented across three timelines: immediate service plan (to be implemented between fall 2022 and the beginning of 2023), short-range service plan (to be implemented over a five-year timeframe beginning in FY23-24), and long-range service planning options to be implemented past the five-year planning timeframe.

The recommended service plan for each line considers the major issues driving changes in each line; not only the transportation, land use, and development projects that the line needs to respond to and serve, but also other service changes that can make BCT more efficient and attractive stemming from the technical analysis and public and stakeholder feedback. Each service plan also considers the other transit operators in the area to avoid or minimize service duplication when possible and ensures that each line has a distinct purpose.

To improve ridership and attract more non-riders to use the service, service expansion (in terms of more frequent service and addition of new services) is considered. Acknowledging that more service means more operating resources, the operational considerations for implementing the recommended service plans have also been analyzed. We understand that transit agencies operate with limited resources, so expansions of service have been strategically phased in over time to incrementally improve service levels in a more realistic manner.

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7.2.1 Line 102
Service provided by Line 102 spans the City of Redondo Beach from the Redondo Beach Pier to the South Bay Galleria and north to the Redondo Beach C Line Station with notable stops at RUHS, Beach Cities Health District, and major aerospace industry parks. Line 102 connects with Line 109 at Catalina/Emerald, just before its terminus at the Redondo Beach Pier.

Weekday ridership along Line 102 remains approximately 21% below pre-pandemic levels 118, but weekend service has shown ridership numbers 29% higher than the 2019 average. During the school year, most riders are students (46%), and cash fare is the predominant fare type when school is not in session. Providing school tripper service to RUHS, students are a major source of ridership along Line 102. State-mandated changes to middle and high school bell schedules starting fall 2022 required adjustments to the school tripper service provided by BCT.

Opened in early 2023, the RBTC provides improved connections and services to transit riders in the South Bay. The addition of a stop at RBTC will improve Line 102 connections with Torrance Transit, GTrans, and Metro Bus. However, the operational impact of serving the RBTC adds approximately 10 minutes to each trip (entering the transit center, aligning at a bus bay, dwelling for passenger activity, and exiting the transit center). The opening of RBTC is the first of several major developments that will affect this line including the South Bay Galleria Redevelopment, and, in the long-term, the Metro C Line Extension, with an expected opening between 2030 and 2033.

7.2.1.1 Immediate Service Plan
The adjustments to school tripper service stem from a California State Law 119 mandating that high schools cannot start before 8:30am. At RUHS, this translates to a two-schedule system with Monday classes starting at 9:25am and an 8:30am start Tuesday-Friday; classes end at 3:30pm every school day.

BCT has adjusted their school tripper schedule to reflect this change including two different schedules for Mondays and Tuesday-Friday with three school tripper runs every five minutes at morning and afternoon bells. Monday runs start at 8:25am, arriving at RUHS at 9:07am and Tuesday-Friday runs start at 7:20am and arrive at the Diamond & PCH stop at 8:02am (Figure 7-1 & Figure 7-2). 118 Data source: City of Redondo Beach 119 SB328, 2019

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Figure 7-1: School tripper Schedule Starting Fall 2022, Monday Only 120 Figure 7-2: School tripper Schedule Starting Fall 2022, Tuesday-Friday 121 Afternoon school tripper service is the same every school day with buses leaving Diamond and PCH at a five-minute frequency starting at 3:35pm, except for minimum school days, where after-school trippers start earlier. To maintain headways and reduce total travel times, school trippers will not stop at the RBTC.

The opening of the RBTC is a major project that will also affect Line 102 operations in the immediate timeframe. The RBTC is a modernized, multimodal transportation facility that will house five bus operators across eleven bus bays (Figure 7-3): BCT (Line 102), Torrance Transit (Line 3), GTrans (Line 3), 120 Source: https://www.redondo.org/civicax/filebank/blobdload.aspx?t=41381.28&BlobID=42046 121 Source: https://www.redondo.org/civicax/filebank/blobdload.aspx?t=41381.28&BlobID=42046

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Lawndale Beat, and Metro (lines 40, 210, and 211). Located at 1521 Kingsdale Ave in Redondo Beach, RBTC replaces the old South Bay Transit Center adjacent to the South Bay Galleria.

Figure 7-3: Redondo Beach Transit Center Bus Bay Schematic 122 To maintain a 30-minute frequency during weekdays, the following changes to Line 102 were considered:
• Eliminating the loop around the South Bay Galleria to provide service only to the RBTC. This alignment would have Line 102 (for both directions) turning onto Kingsdale Ave. from Artesia Blvd and eliminating service along Hawthorne Blvd and 182nd St. This adjustment would consolidate service and connections at the RBTC but ignore the productive Hawthorne/Artesia stop as well as the free-standing shops on the south portion of that block. Additionally, site plans for the South Bay Galleria Redevelopment show the bulk of housing located on the corner of Artesia Blvd and Hawthorne Blvd with limited access to bus services under this considered alignment. Ultimately, the loop along Hawthorne Blvd provides necessary access to transit services and is important to maintain. Thus, removing this portion was not considered viable. • Adjustments to the number of stops along sections of Line 102 may produce some additional time to make up for the transit center stop. Currently, BCT stops only at stops with people actively waiting for the bus, so unproductive stops are already passed over. It is unlikely that significant time improvements will be made through bus stop balancing. • A review of operating schedules identified that the layover or recovery time at the Redondo Beach Pier is long (sometimes, longer than 10 minutes). BCT should investigate if the layover can be shortened to reinvest that time into maintaining a 30-minute headway (or close to 30- minute) on Line 102 while maintaining consistency with state-mandated breaks. 122 Source: City of Redondo Beach

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• Adding additional buses to Line 102 to maintain a 30-minute headway. This is the least preferred option by BCT because of additional labor needs, as well as the potential need to expand the fleet.

In the immediate term, it was determined that the options presented above were not operationally feasible and that Line 102 service serving the RBTC would proceed with headways of around every 40 minutes all day. Instead, the short-range service plan explores options to improve service and reduce headways that are closer to every 30 minutes.

In addition to maintaining 30-minute headways during weekdays and serving the RBTC, another immediate need and recommendation is to improve Sunday service. Currently, Line 102 operates on Sundays from 9am-7pm with service every 40 minutes, but there is a gap in service from 12pm-3pm. The recommendation for the immediate service plan is to fill in this gap and provide 40-minute service consistently from 9am-7pm on Sundays 123.

7.2.1.2 Short-Range Service Plan
In the short-term, between FY23-24 and FY27-28, the main development that will have an impact on Line 102 is the redevelopment of the South Bay Galleria. Currently, the Galleria is a traditional mall in with an indoor shopping center, featuring a wide range of retail shops, restaurants, and a movie theater. The redevelopment of the space will take a phased approach to modernize the Galleria and make it a more useful and lively space. A rendering of the redevelopment is shown in Figure 7-4.

Figure 7-4: South Bay Galleria Redevelopment Rendering 124 123 This change to the Sunday schedule was made in February 2023. 124 Source: South Bay Galleria redevelopment (design of residential building has changed and does not reflect what is shown here).

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The redevelopment will also feature the construction of 300 apartments, with 25% designated as affordable. Three hundred parking spaces for the apartments will also be included. The apartments will be located on the northeastern corner of Artesia Blvd and Hawthorne Blvd and will be a mixed-use development with the inclusion of ground-floor retail. A 150-room hotel is planned for the northwestern corner of the space at Artesia Blvd and Kingsdale Ave. The redevelopment will retain some aspects of the original Galleria, such as the movie theater and some anchor stores (Macy’s and Kohl’s), but will utilize adaptive reuse to convert the space currently occupied by Nordstrom to include offices, a fitness center, and more restaurants, with the intent to transform the space into a 24/7, mixed-use destination (site plan shown in Figure 7-5).

Figure 7-5: South Bay Galleria Redevelopment Site Plan 125 The redevelopment will also take steps to move programming towards the street edge to make it more pedestrian-friendly. This programming will take place along the Artesia Blvd side of the Galleria and will include sidewalk widening, grass and public green space, and reconfiguring the space to make it an open-air, outdoor mall, similar to the Grove in Los Angeles 126 or Americana at Brand in Glendale 127.

The redevelopment will happen in phases and is scheduled for full completion in 2026. Artesia Blvd activation will be completed first, followed by adaptive reuse of the old Nordstrom building. The last phase 125 Source: https://www.redondo.org/civicax/filebank/blobdload.aspx?BlobID=39934 126 https://thegrovela.com/ 127 https://americanaatbrand.com/ North Hawthorne Blvd.

Kingsdale Ave.

Artesia Blvd.

W 177th St.

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of the project includes the construction of the apartments and hotel. The mall is scheduled to remain open during all phases of construction.

The redevelopment of this space will likely increase travel demand to and from the Galleria, which may translate to higher ridership on Line 102. No changes are needed to the current Line 102 alignment in response to the Galleria redevelopment, as maintaining the existing stops at Artesia Blvd/Kingsdale Ave. and Hawthorne Blvd/Artesia Blvd are already planned.

As discussed in greater detail in Section 7.2.2, a recommended routing change to Line 109 will impact Line 102. It is recommended that Line 109 terminate at the Redondo Beach Pier instead of Riviera Village. Since it is important to maintain service to Riviera Village, the portion of the route between the pier and Riviera Village will be absorbed by Line 102. This change allows for better connections between lines 102 and 109 at the Pier and also positions Line 102 as the BCT line that provides access within and around the city of Redondo Beach (whereas Line 109 provides connections between the Beach Cities and access to the beaches). BCT will need to work together with the City of Redondo Beach and Torrance Transit to ensure that enough red curb space is provided to facilitate transit operations.

Furthermore, enforcement is needed to reduce the number of scofflaws who illegally park in the red curb area that inhibits bus operations, as seen in the image in Figure 7-6. Figure 7-7 shows Line 102 shortrange alignment changes. No changes are recommended for the Line 102 tripper service.

Figure 7-6: Illegally Parked Vehicles in the Space Reserved for Transit Vehicles at the Pier 100% of Springfest
survey respondents
support this
recommendation

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Figure 7-7: Line 102 Short-range Changes

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To achieve goals of increased ridership, to support increased activity at the South Bay Galleria stemming from its redevelopment, and to facilitate better connectivity between operators at the RBTC, it is recommended that incremental improvements in service span and frequency are implemented during the remaining years of the Short-range service planning period. • In FY24-25 (plan year 2), it is recommended to decrease weekday headways from current headways to around every 33 minutes for most of the day. The increase in revenue hours is also inclusive of the additional mileage needed to absorb the southern portion of Line 109 between the Redondo Beach Pier and Riviera Village. As an additional vehicle is needed to operate this longer route, frequencies were maximized (headways minimized) to provide as frequent service as possible with this one additional vehicle.
• A major finding from the review of existing conditions is that while weekday ridership on Line 102 has not reached pre-COVID-19 levels, FY21-22 weekend ridership has exceeded pre-pandemic ridership levels. In response to this, it makes sense to improve weekend service to further increase ridership and provide a better rider experience. In FY25-26 (plan year 3), it is recommended to 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.

A summary of the existing and proposed service spans and frequencies for Line 102 are presented in Figure 7-8.

Figure 7-8: Existing and Proposed Service Spans and Frequencies for Line 102 (at full plan implementation) Table 7-2 presents year-by-year operational considerations. 77% of survey
respondents support a later
end time for the Line 102
on Sundays.
75% of survey
respondents would
ride more often if
the bus ran more
frequently.

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Table 7-2: Line 102 Short-Range Operational Considerations Year Proposed changes
Baseline
revenue
hours
(annual)
Proposed
revenue
hours
(annual)
Difference
FY23-24
Routing changes to absorb the portion of Line
109 between Redondo Beach Pier and Riviera
Village. Weekday service around every 33
minutes. 14,269
19,198 +4,930
FY25-26 Sunday service schedule was altered to match
Saturday service. 20,342 +1,144

7.2.1.3 Long-Range Service Plan Outlook
In the long range, the Metro C Line extension will have a major impact not only on Line 102 but will help to transform the transportation landscape of the South Bay by extending the current light rail line from its current terminus at the Redondo Beach C Line station, through Redondo Beach, to terminate in Torrance at the Torrance Transit Center 128.

Two different alignments are currently being considered, one that takes advantage of the Metro-owned freight rail ROW (Alternative 1) and one that follows Hawthorne Blvd (Alternative 2). The current C Line with the two alternative options is shown in Figure 7-10. The C Line extension is expected to become operational sometime between 2030 and 2033.
128 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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Figure 7-9: Metro C Line Extension Alternatives 129

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Figure 7-9 shows that Alternative 1 would stop at the RBTC, while Alternative 2 would have a stop at Hawthorne Blvd and Artesia Blvd, near the South Bay Galleria. While a preferred alignment has not yet been chosen by Metro, it will be important for BCT to serve the station regardless of alignment.

If Alignment 1 is chosen, no change will be needed for Line 102, as the rail station will be at the RBTC.

Similarly, it has already been determined that it is important for BCT to continue to serve the South Bay Galleria directly, so BCT is well-positioned to serve the C Line extension station regardless of the chosen alignment. It will be important for BCT to continue to monitor progress on the C Line extension as the planning and construction process continues to move forward.

7.2.2 Line 109
Line 109 serves the Beach Cities from Riviera Village in South Redondo to LAX, providing service through Redondo Beach, Hermosa Beach, Manhattan Beach, and El Segundo. Through the Beach Cities, the line operates along Catalina Ave., Hermosa Ave., Manhattan Ave., and Highland Ave. to avoid service duplication with Metro’s Line 232, which mainly operates along the Pacific Coast Highway through this area and provides weekday service around every 30 minutes.

Line 109 sees strong ridership transfers to Metro rail stations, including the Douglas C Line station and Aviation/LAX C Line station. Compared to Line 102, Line 109 sees lower average daily ridership and lower boardings per hour, though ridership is more consistent year-round.

There is an opportunity to make small but impactful changes to this line to make it more direct and achieve a more well-defined purpose. Currently, the line is quite long (approximately 18 miles one-way), and long trip lengths can be discouraging to potential riders. Furthermore, long bus alignments can negatively impact reliability as small issues compound into larger issues throughout a route’s operation and over the course of a day.

The changes proposed here make Line 109 more streamlined and give it a more focused purpose:
connecting major trip generators in the other Beach Cities to Redondo Beach, and providing an attractive transit option to travel to LAX, to use to transfer to Metro Rail stations, or to reach many of the recreational and entertainment destinations that the Beach Cities has to offer. Because of the destinations it serves, there is an opportunity to make the line more attractive to new population sectors, such as local residents who may not be aware of BCT
(recommendations around marketing and public awareness are discussed more in Section 7.3.4), visitors, and tourists. These potential riders could use Line 109 to reach recreation, entertainment, and commercial destinations throughout the Beach Cities, such as Redondo Beach Pier/King Harbor,
downtown Manhattan Beach, and Hermosa Beach Pier.

Changes that straighten out the physical alignment and provide a more frequent service both address this opportunity.

The service proposals also help to facilitate better internal transfers between lines 102 and 109 and easier transfers to Torrance Transit. Finally, the Line 109 proposed service plan integrates the changes taking place at LAX, mainly considering the LAX Automated People Mover (APM) and Airport Metro Connector (AMC) station.

The APM is an electric train system on an elevated guideway that will connect LAX’s terminals with offsite parking, car rental, and transit facilities. The project is expected to become fully operational in 2024. The 129 Source: https://www.metro.net/projects/green-line-extension/ Traveling to entertainment
and for recreational purposes
were the top two trip purposes
for using BCT among survey
respondents.

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APM will connect with the AMC, which itself will connect regional transit services to LAX at Aviation Bl./96th St. It is expected to be fully operational by 2024 (Figure 7-10). The AMC will include a K Line light rail station, bicycle parking, passenger pick-up and drop-off area, as well as a bus plaza that is slated to host bus service from BCT, Santa Monica Big Blue Bus, Culver City Bus, Torrance Transit, and GTrans.

Figure 7-10: LAX Automated People Mover and Airport Metro Connector Station 130

7.2.2.1 Short-Range Service Plan
Several short-range routing alignment changes are proposed for Line 109, which achieve goals of making the service more direct, responding to changes and new transportation projects at LAX, and giving Line 109 a more defined and focused purpose.

Routing changes include:
• Adjusting the routing around LAX to serve the AMC so that riders can directly connect to the APM and LAX. Service along Century Blvd will be maintained. From Century Blvd, Line 109 will utilize Airport Blvd and W 98th St. to reach the AMC at Aviation Blvd and 96th St. Line 109 will no longer serve the current LAX bus center, as bus connections at LAX will be moving to the AMC station. This change should be implemented when the AMC opens, which is currently scheduled to happen in FY24-25.
130 Source: https://www.metro.net/projects/airport-metro-connector/ 92% of
Springfest survey
respondents
support this
recommendation.

184
• Re-route Line 109 around Manhattan Village Mall and Plaza El Segundo. This will help to make Line 109 more direct. The line will continue to serve the Douglas C Line station. This removal reduces route length and travel time. Changes to
the Manhattan Village Mall complex along
Rosecrans Blvd over the past few years have
reduced the need to route Line 109 to Village
Drive and Parkview Avenue, as there are now
more entrances to the complex from Rosecrans Blvd It is recommended to implement this change in FY23-24, at the same time other routing adjustments will take place between the Redondo Beach Pier and Riviera Village.
• Statistics show ongoing regular low ridership at these BCT bus stop locations. Passenger boarding information was collected between February and April 2019. During that time, the stop at Manhattan Village Mall at Parkview Avenue and Village Drive recorded one boarding and one alighting, and the stops at Plaza El Segundo saw one passenger boarding and two passenger alightings. Changing the Manhattan Village Mall bus stop to share an existing bus stop with Metro at Rosecrans Avenue and Village Drive allows for continued service to Manhattan Village Mall.

While on the surface, it makes sense to directly serve these two large shopping and retail centers, a closer look shows that their design is very automobile-oriented and not transit-friendly.

Figure 7-11 shows Plaza El Segundo in relation to the current Line 109 stops, shown in yellow.

This shows that the current path between the bus stop and most of the destinations is not pedestrian-friendly and has limited sidewalk access. The second image shows the current BCT stop at Manhattan Village Mall in relation to the mall and senior apartment complex. The driveway access from the apartment complex to Parkview Avenue does not include a sidewalk, and the path is uphill, which is difficult for seniors with ambulatory issues. Until the area adopts a more transit-friendly design, rather than serve these destinations directly, BCT should instead invest in areas with more ridership and transit potential.
100% of Springfest survey respondents
support this recommendation.

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Figure 7-11: Plaza El Segundo and Manhattan Village Mall in Relation to Current Line 109 Stops 131 131 Source: Google Maps

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• The final route change proposal involves terminating Line 109 at the Redondo Beach Pier, as opposed to traveling south to Riviera Village. The Line 109 portion between the Redondo Beach Pier and Riviera Village would be absorbed by Line 102.

An analysis of person trips using LOCUS data from the Metro Next Gen study shows that the majority of travel in South Redondo is within South Redondo—that is, most trips that begin in South Redondo also end in South Redondo, and few trips travel north to the other Beach Cities or other destinations that Line 109 serves (Figure 7-12).

Senior
Apartment
Complex
100% of Springfest
survey respondents
support this
recommendation

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Figure 7-12: Travel patterns in South Redondo 132
This routing change has other benefits, including:
o Line 109 terminating at the pier enables easier access to the pier, King Harbor, and other potential trip generators like the Redondo Beach Farmer’s Market and Veterans Park Senior Center. Further, the presence of more BCT vehicles within the Coral Way loop can help to increase public awareness of BCT services.
o Helping to facilitate transfers between lines 102
and 109, and create easier transfers between
Line 109 and Torrance Transit Line 7. Potential
challenges of this change are the constrained
space within the Coral Way loop, conflicts with
large vehicles (delivery trucks, tour buses),
conflicts with smaller vehicles (taxis, Uber/Lyft, and personal vehicles), and increased traffic on event days, such as during the Farmer’s Market. Coordination between BCT and Torrance Transit will be required to ensure that buses have sufficient space to layover at the same time. This may require communication of where it is illegal for nontransit vehicles to park. o Helping to further define the purpose of each of BCT’s lines, where Line 109 operates through the Beach Cities and Line 102 predominately operates within the city of Redondo Beach.

These routing changes are shown in Figure 7-13.
132 Source: LOCUS Aggregate Person Travel Dashboard.
59% of survey respondents
use at least one other transit
service in addition to BCT.

188
Figure 7-13: Line 109 Short-Range Changes

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Following the proposed routing changes, it is recommended that Line 109 frequencies be modestly improved over the remainder of the 5-year planning period. While it is not always operationally feasible to operate on clockface or consistent headways throughout the day, BCT should strive for this as much as possible because it is easier to understand from a customer's point of view. • In FY23-24 (Plan Year 1) it is recommended to implement routing changes where Line 102 will absorb the portion of Line 109 between the Redondo Beach Pier and Riviera Village, with Line 109 terminating at the Pier. This reduction in cycle time is not significant enough to reduce the number of vehicles required to operate Line 109; thus, it is recommended to maximize the frequency of service with the existing four vehicles, increasing weekday service to around every 41 minutes. Due to this, revenue hours do not change.
• Beginning in FY26-27 (Plan Year 4), it is recommended to improve headways to 35-minute service on weekdays during the AM and PM peak periods, where 7am-9am is the AM peak and 4pm-6pm is the PM peak. Not only will more frequent service attract more ridership, but this will provide a better experience for existing customers, helping to retain customers in the long-term, acknowledging that many Line 109 riders use the service to get to and from the C Line Douglas Station during peak commuting hours.

A summary of the existing and proposed service spans and frequencies for Line 109 is presented in Figure 7-14.

Figure 7-14: Existing and Proposed Service Spans and Frequencies for Line 109 (at full plan implementation) A summary of all of the proposed Short-range changes for Line 109 with operational considerations is outlined in Table 7-3.
75% of survey
respondents would
ride more often if
the bus ran more
frequently.

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Table 7-3: Line 109 Short-Range Operational Considerations Year Proposed changes
Baseline
revenue
hours
(annual)
Proposed
revenue
hours
(annual)
Difference
FY23-24
Routing changes around Manhattan Village
Mall and terminating alignment at Redondo
Beach Pier. Weekday service increased to
around every 41 minutes. 20,918
20,918 0
FY24-25 Routing changes to serve the AMC and APM at
LAX. 20,918 0
FY26-27 Implement 35-minute service during AM and
PM peak periods. 21,677 +759

7.2.2.2 Long-Range Service Plan Outlook
Looking at a longer-term timeline, it is recommended that BCT monitor performance on Line 109 to understand if the changes implemented during the short-range timeline have resulted in improved ridership. It will also be important to collect rider feedback on the changes after they have gone into effect and respond to that feedback, as necessary.

Similar to the process taken for the Short-range Service Plan, BCT should continue to monitor the transportation, planning, and development landscape of the Beach Cities and the South Bay.

Transportation and land use and development projects that could influence Line 109, or that should be served by Line 109 should be inventoried and necessary routing changes should be executed when these come online.

BCT should also continue to monitor and be aware of route schedules and any service changes of the other transit services that Line 109 interacts with, and adjust as appropriate. For example, Line 109 routing should remain aware of any C Line schedule changes or Torrance Transit changes to make sure transfers continue to be well-timed and convenient for riders.

As BCT moves forward with its transition to zero-emission buses as required by the California Air Resources Board Innovative Clean Transit mandate, a good location to deploy ZEBs is along Line 109.

Specifically for Line 109, BCT can explore if shared charging infrastructure will be installed at any shared regional bus facilities, such as the AMC station. These opportunities can help facilitate on-route vehicle charging if this will be required based on the results of associated predictive power and energy modeling.

Any on-route charging will need to be accounted for in schedules in case layover times will need to be adjusted.

Finally, using more robust service standards proposed in Section 7.3.3, BCT should track service and monitor performance. If Line 109 performance improves such as increased average daily boardings, boardings per revenue hour, vehicle loads, etc., enough, more frequent service should be introduced based on these service standards (for example, 15-minute service during peak weekday periods if it is warranted by ridership demand).

7.2.3 The WAVE
The WAVE provides DAR service to residents of Hermosa Beach and Redondo Beach who are seniors (62+) and individuals with impairments or disabilities. The WAVE service area includes Hermosa Beach and Redondo Beach, with additional designated satellite locations served in Torrance, Manhattan Beach, and Lawndale.

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High concentrations of seniors exist throughout all of BCT’s service area (Figure 7-15) but specifically within the South Bay Cities, as well as in Gardena and Lawndale. There are nine senior housing complexes that are located within Redondo Beach and Hermosa Beach; a full list is provided in Appendix B: List of Senior Housing Complexes Within Redondo Beach and Hermosa Beach. The WAVE has clients that live at several locations.

Currently, over 1,500 Redondo Beach residents and 120 Hermosa Beach residents are registered for the WAVE. This represents 12% of the eligible population of Redondo Beach 133. As the population continues to age, it will be important to continue to understand how to engage with senior populations around transit use.

Figure 7-15: Senior Population Density (2019) 134
133 Data source: City of Redondo Beach. 134 Data source: 2019 ACS 5-year estimates.

192
Following the COVID-19 pandemic, ridership on the WAVE remains low with 542 monthly trips in December 2021; 58% of December 2019 ridership. Additionally, the seasonal influx of ridership seen prepandemic has not returned as FY21-22 ridership remains relatively flat (Figure 7-16). As further discussed below, opportunities in the short term to improve ridership focus on marketing and engagement with target populations but also include technology improvements for fare payment and dispatching software.

Figure 7-16: WAVE Ridership Comparison 135
As part of this study, engagement efforts focused on WAVE users as well as potential users. Workshop participants who would qualify for WAVE services indicated they were unaware or underinformed about the service and available destinations. There was a consensus that the senior populations in Hermosa Beach and Redondo Beach could be better informed about BCT and its services. Overall, outreach efforts identified a need for better engagement and marketing of WAVE services, particularly to senior populations.

7.2.3.1 Short-Range Opportunities

7.2.3.1.1 Outreach & Engagement
WAVE marketing and awareness were identified during community workshops to be an area where BCT could improve significantly. To interface with likely WAVE customers more directly, it is recommended that BCT develop and initiate a Marketing and Engagement Plan. This could take the form of direct outreach like pop-ups but also include a more robust travel training program for seniors and individuals with disabilities.

As the Beach Cities population continues to age in place, the importance of leveraging organizational partnerships to meet potential and less frequent riders where they are will increase. The Beach Cities Health District is a key part of healthcare in the South Bay as well as a resource for senior populations. Strengthening BCT’s position as a means of dependable transportation to and from this facility was identified in outreach as an area needing improvement. Additionally, senior centers and senior housing 135 Data source: City of Redondo Beach
0 200
400
600
800
1,000
1,200
1,400
Aug Sept Oct Nov Dec Jan Feb
Boardings
Monthly WAVE Ridership FY19-20 & FY21-22
FY19-20
FY21-22
71% of WAVE
rider survey
respondents use
WAVE once a
month or less.

These
opportunities can
improve the rider
experience and
encourage them to
use the service
more frequently.

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Beach Cities Transit – Transit Services Study 193
complexes in Hermosa Beach and Redondo Beach could benefit from programming and materials provided by BCT around travel training and transit options.

Finally, building awareness of WAVE services through travel training and information sessions at senior housing complexes and in communities with disabilities should be part of marketing and awareness.

Partnering with an organization like the Friendship Foundation, an organization for Parents and Families with Special Needs, (identified during outreach activities) to build skills with its clients in navigating transit and understanding travel options within the South Bay could help promote WAVE ridership.

More discussion of marketing and travel training can be found in Section 7.3.4.

BCT currently promotes group trips by providing a reduced WAVE fare ($0.75 compared to $1.00) for parties of 3 or more traveling to and from the same destination. Marketing efforts like this and promoting social trips using the WAVE could be expanded. This could emphasize access to non-medical satellite locations like the Torrance YMCA as well as popular destinations within Hermosa Beach and Redondo Beach, such as farmer’s markets. Metro’s On the Move Riders Program provides an example and resource of social-focused outings oriented toward seniors; additional details are discussed in Section

7.3.4. 7.2.3.1.2 Technology Improvements
Access to high-quality data is key to making informed decisions but requires investment in the right tools. New scheduling and dispatching software could open opportunities for more advanced service delivery. While WAVE offers same-day and reservations as little as 30 minutes ahead of the trip, riders are increasingly seeking less planned, more spontaneous travel. Investing in new software could update the WAVE as a more rapid and efficient service.

As part of BCT’s current agreement with Transportation Concepts, in-house scheduling and dispatching software, Simpli Transport, is used for client management, trip-booking, and scheduling as well as driver-dispatch communications via a Mobile Data Terminal. This system, while providing for a variety of trip types (now, same day, reservation, and subscription), has been retired by its developers. Already performing poorly without the ability to export high-quality data into Excel, the retirement includes the elimination of all technical support.

High-quality data also comes from fare collection. Currently, WAVE fares cannot be paid with a TAP card 136. Apart from providing a simple and consistent way to pay for transit, TAP cards offer access to valuable data on ridership. Accepting TAP stored value for fare payment on the WAVE vehicles will complement cash as an acceptable form of payment.

7.2.3.2 Long-Range Considerations
The WAVE provides high-quality service that is currently underutilized but highly valued by its riders.

Long-term considerations for how BCT delivers on-demand service could include the revaluation of trip voucher programs with taxis or transportation network companies (TNCs) or piloting services open to the general public. As innovations in transit delivery continue to evolve, it would be advantageous for BCT to investigate options on how its successful services can be leveraged in different ways. 136 The Transit Access Pass (TAP) is a reloadable smart card used by over 25 transit agencies in the Los Angeles metro area (including BCT).

WAVE rider survey
respondents would ride
more often with technology
improvements:

Track trip on an app (27%)
Use an app or website to
book trips (27%)

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7.2.3.2.1 Taxi/TNC Voucher Program
South Bay Cities have different approaches to providing supplemental transportation services for seniors and people with disabilities. Two different types of services are provided, dial-a-ride programs like the WAVE and dial-a-taxi programs with traditional taxi companies as well as TNCs. Manhattan Beach is the only other Beach City operating a dial-a-ride program after El Segundo transitioned to a dial-a-taxi program in mid-2021, due to driver shortages. El Segundo currently contracts with the TNC Lyft for dial-ataxi service, providing a $600/month reimbursement per person.

Hermosa Beach offers a dial-a-taxi program, supplementing WAVE services with a $450/month reimbursement per person. Torrance’s dial-a-taxi program reimburses participants $13 per trip, up to $156/month.

Operating costs differ based on program design, parameters, and utilization but FAP or other state funds are not eligible for taxi/TNC transportation subsidy programs.

Torrance, which has a similar number of registered residents (1,200 compared to BCT’s 1,620 residents), spends an estimated $1 million annually ($1.2 million pre-COVID-19 and $800,000 during COVID-19) for their dial-a-taxi program. In addition to direct operating costs, Torrance spends $100,000 on staffing for dispatching and other associated managerial requirements. Comparatively, WAVE operating costs in FY 2021-22 were $530,000 and funded with FAP and Local Return funds.

Based on similar programs from Hermosa Beach, El Segundo, Torrance, and West Hollywood, BCT staff estimated costs for a taxi/TNC reimbursement program in Table 7-4. Depending on the percentage of eligible residents using the service (estimates included 4% to 7%), program costs ranged from $566,000 to upwards of $6 million for more than 7% utilization.

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Table 7-4: Example of Estimated Costs for Taxi/TNC Program 137 Eligible 65+ 9,375 9,375
Eligible Disabled 2,433 2,433
Percentage and Number of Users 4% 472 7% 827
Up to 40 rides/month @ $15 value
Monthly Value per person: $600/month $3,400,992 / Year $5,952,000 / Year Up to 30 rides/month. Avg trip value: $15
Average Monthly Value per person: $450/month $2,550,774 / Year $4,463,802 / Year Purchase up to 12 ride credits, @ $13 each
Monthly Value per person: $156/month $884,256 / Year $1,547,100 / Year Purchase up to $100 ride credits monthly value per
person
Average 10 trips/month
$200/month (with a medical condition)
$566,832 / Year $991,956 / Year
Providing a taxi/TNC subsidy program would change how to target demographics for the WAVE travel within the South Bay. Table 7-5 provides a look at how the WAVE service would compare to a taxi/TNC subsidy program. Whereas a service delivered by a taxi/TNC program would provide for more immediate trips, the quality of service delivered by the WAVE is superior to those provided by a taxi/TNC. Driver training and procedures set in place can help to ensure that riders are met with care and understanding, particularly for those with disabilities or mobility impairments. 137 Data source: City of Redondo Beach

196
Table 7-5: Comparison of WAVE Service and a Taxi/TNC Subsidy Program Delivery Area WAVE service Taxi/TNC subsidy program
Scheduling WAVE provides a minimum of 30-minute
reservation options for riders.

Taxi/TNC would allow for more immediate
service.

Travel Behavior Outreach and travel training are needed for robust on-demand transit service.

People are familiar with how to call a taxi
service and increasingly value the ease of
TNC app-based requests but barriers to
technology use may still exist among senior
and disabled populations.

Destinations
Serving any destination in Hermosa Beach or
Redondo Beach with the ability to request
satellite locations.

Taxi/TNC could provide transportation to any
destination.

Responsibility
BCT is responsible for the delivery and quality of
transportation through its contract with
Transportation Concepts.

Taxi/TNC are responsible for the quality of
transportation.

Care
BCT/Transportation Concepts trains its drivers to
provide a higher quality of service with attention
to people with disabilities or mobility impairments
There is no guarantee of quality service with
taxi/TNC transportation.

Data BCT/Transportation Concepts have full control of
data associated with WAVE service delivery. The majority of data is held by taxi/TNC.

Costs Costs associated with WAVE delivery are known
and funded through FAP and Local Return funds.

Taxi/TNC subsidy program costs are
dependent on utilization but comparison to
similar programs put it as substantially more
expensive and BCT cannot use FAP funds to
help fund it.

Additionally, the costs associated with a taxi/TNC subsidy program are unknown but estimated to be significantly larger than current WAVE costs. Any investment in a subsidy program would be better utilized by improving or expanding WAVE services. This analysis and the work by Redondo Beach staff have resulted in the recommendation by Stantec to not pursue a taxi/TNC subsidy program.

Instead, if the goal is to provide more spontaneous travel and flexibility with a more ‘on-demand’ model, similar to taxis or TNCs, BCT should invest in deploying new technology for scheduling and dispatching as described in the short-range opportunities. With new software that enables same-day service and dynamic scheduling, BCT can maintain the same operating model but leverage more advanced technology and capabilities for the benefit of the community.

7.2.3.2.2 Considerations for the General Public
Since the onset of the COVID-19 pandemic, WAVE productivity has been significantly lower resulting in 45% fewer boardings per hour in 2021 138 compared to pre-pandemic levels. The WAVE service annually has unused revenue hours in the budget (an average of around 100 hours per month) that have historically been used to supplement fixed route hours. Moving forward, BCT can assess nominally increasing total annual service hours to allow for incremental WAVE service to the general public on the weekends without compromising the level of service and quality currently provided to its senior and disabled riders or fixed route service. BCT will need to conduct further analysis and peer research to understand when the WAVE should be open to the general public. The example below from Bakersfield, CA demonstrates how a strong 138 Data Source: NTD; August – December 2019 had 1.98 boardings per revenue hour, compared to 1.10 for that same period in 2021

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technology partner can streamline on-demand services by improving trip planning and scheduling, allowing for non-ADA trips to be scheduled when there is no demand, which can increase service efficiency and serve more passengers.

Integrated mobility can provide a host of different services while still prioritizing senior and disabled populations. Expanding WAVE services does not need to mean opening the system completely to the public. Pilots can succeed that are based on carefully considered parameters focused on areas such as specific periods where usage is low creating excess supply or specifically targeted demographics combined with meaningful and effective marketing. Moreover, ongoing operating funding needs to be identified for the pilot so that if the pilot is successful, the new service can remain in place. For an ondemand service like the WAVE, a key challenge is estimating the number of revenue hours to budget; if demand exceeds revenue hours budgeted, BCT may need to either reduce service or may need to appropriate more funding for operations. One mechanism to mitigate this risk is to develop tiered service hour ranges and costs per revenue hour in the O&M contract. For example, OCTA’s on-demand and paratransit contractor is paid a higher rate if monthly service hours fall between 8,333-16,667 hours and this rate gradually decreases for more revenue hours, helping both the agency and the contractor mitigate risk.

A series of questions in the BCT Rider Survey asked respondents to indicate the latest hour they would ride Line 102 and a separate question for Line 109. Respondents overwhelmingly indicated they would ride both Line 102 and 109 until the latest hour provided, 10pm and midnight (12am) respectively. These late hours were indicated most prominently for Friday and Saturday nights, with 50% of survey respondents noting they would ride Line 102 if service was extended until 10pm on Fridays and 57% stating they would ride if service was provided until 10pm on Saturdays. Respondents for Line 109 indicated 45% of riders would ride Line 109 if it ran until midnight on Fridays, and 56% noted they would ride until midnight on Saturdays.

On-demand services could fulfill this need, providing evening transit services from bars and restaurants along Hermosa and Redondo Beach Piers with safe, and more direct service into neighborhoods; the exact service area boundaries would need further study and determination. This service could be piloted on Friday and Saturday evenings, branded as the “Evening WAVE” to align with the current WAVE brand but emphasize the later hours of service. An example of this style of service from Ventura County is below:

Leveraging an on-demand software system, Golden Empire Transit (GET) started commingling their non-emergency transportation, paratransit, and microtransit services in late 2020. Microtransit trips fill in the gaps between booked paratransit tips. This integrated mobility solution allowed GET to prioritize paratransit services while providing other types of rides when paratransit demand is low.

ADA requirements are still met, but efficiency (passengers per vehicle hour) is up 60%.

Source: Partner Q&A: Talking integrated mobility with Golden Empire Transit - Via Transportation (ridewithvia.com)

198
When proposing evening on-demand service, a participant in the technical working group session noted that focusing on on-demand service at later hours would avoid the challenges other on-demand services have encountered with high levels of ridership from school-aged children requesting rides for school service. Limiting pick-up and drop-off locations to specific areas such as major transit hubs and rail stations and major trip generators like business districts and shopping centers can help to minimize these challenges and ensure demand does not outpace supply. Competing with real-time booking from ridehailing services like Lyft and Uber presents challenges for on-demand services. To provide real-time booking, an investment in a high-quality technology partner would be required.

Third-party software platforms such as Via 139, Transloc 140, Ecolane 141, RideCo 142, and others provide software solutions for microtransit trip planning and scheduling. Figure 7-17 shows an example screenshot from an on-request microtransit service (left) operating in the Antelope Valley. The screenshot from the Transit App (right) also in Figure 7-18 shows how microtransit services can be integrated with fixed route transit options to provide riders with a simple and easy way to use multiple modes to get to their final destination. In addition to providing a better customer experience, the use of these software to dynamically plan and manage on-demand services can help to enhance service productivity and efficiency.
139 Public mobility solutions. | Via Transportation (ridewithvia.com) 140 TransLoc - Mobility Solutions for Equitable Transit 141 Industry Leading Transit & Paratransit Scheduling Software Provider | Ecolane 142On-Demand Transit - RideCo Gold Coast Transit District (GCTD) leverages its paratransit fleet for late-night demand-response service open to the general public. Launched in 2021, Late Night Safe Rides complements GCTD’s other demand-responsive services which include two paratransit services. On-demand requests for Late Night Safe Ride service are made a minimum 1-hr in advance with a $2.00 fare. The service operates from 7pm-12am every night, utilizing the existing paratransit fleet. This service was funded via CARES Act funds.

Many of these services use the existing capacity within GCTD’s existing paratransit fleet to provide on-demand service for specific demographics and needs.

Source: ADA Paratransit and Other Demand-Responsive Transportation Services in Small to Midsized Transit Agencies. Washington, DC: The National Academies Press.

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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)
The example from the Antelope Valley described above provides a good potential model for BCT. AVTA contracted with a local transportation operator that is responsible for service delivery, as well as booking trips and scheduling trips, while the operator subcontracted with a technology company, Via, for the software used in customer-facing ride booking, as well as operator-facing scheduling, dispatching, and reporting. Using this approach can also help reduce the burden on the operator for trip booking, as customers can book trips themselves through the app; travel training for trip booking was also highly effective for AVTA. BCT could look to replicate this approach by stipulating in future contracts that advanced software is required for WAVE service, and in the interim, could issue an RFI to gather information about on-demand apps and solicit ideas for how to integrate with existing services and contracts. In the end, several agencies have found it prudent to use advanced on-demand software for scheduling traditional “dial-a-ride” services and on-demand services as it streamlines approaches, reduces the need for training on multiple platforms and designs-in advanced features that can be enabled (on-request trips) when the agency has capacity.

The next steps when considering on-demand viability will include a more detailed data analysis of hourly vehicle utilization to understand periods of low use. This analysis will give insights into where the service could be expanded as well as consider implementing additional services to the general public without negatively impacting existing WAVE services and riders. In addition, operational and cost considerations should be assessed in greater detail. Expanding service hours will require dispatch and maintenance personnel to work longer hours, and additional drivers may need to be hired to provide extended service, which may be challenging given national issues with transit operator shortages. Understanding potential O&M contractor cost increases will be important in determining the feasibility of implementing this service delivery model.

200

7.2.4 Options for Service Manhattan Beach Blvd
With multiple different service operators providing service in the Beach Cities and South Bay area, the most effective approach is for agencies to work together and ensure that service duplication is minimized.

Agencies can collaborate to provide greater coverage in a service area across different service providers.

When an agency removes a service from a service area, this also presents a potential opportunity for another agency to fill that service gap.

LA Metro launched its Next Gen Bus Study in 2018 with the goal of implementing a new and reimagined bus system that better meets the needs of current and future riders 143. Through this process, Metro analyzed each line, and developed proposals for changing some lines, consolidating lines, and in some cases, eliminating lines entirely. Lines were eliminated when they reported very low-performance indicators, such as low ridership and low boardings per hour, in line with Metro’s Transit Service Policy 144. As a regional municipal operator, Metro has higher ridership performance standards than other transit operators.

One such eliminated line was Metro Line 126, which provided service operating mainly along Manhattan Beach Blvd, Yukon Ave., and Hawthorne Blvd between the Manhattan Beach Pier and the Hawthorne/Lennox C Line Station, also stopping at the Redondo Beach C Line Station (Figure 7-18). The service operated during weekday AM and PM peaks only, seeing an average of 13.7 boardings per revenue hour and 186 average daily boardings. The route was discontinued by Metro due to “underutilized service.” The line was discontinued in December 2020 145.

Figure 7-18: LA Metro Line 126 (discontinued) 146
When Metro discontinues a route, this presents an opportunity for other municipal operators to fill this service gap, if the municipal operator determines there would be acceptable ridership, has vehicle capacity, funding, and if it integrates into their existing service plans. As the local service provider serving the Beach Cities, BCT can choose to provide service in this area in some capacity. For example, Metro discontinued Line 130 in 2021, which was taken over by Long Beach Transit and Torrance Transit. The eastern portion of Line 130 is now operated by Long Beach Transit and the western portion of Line 130 is operated by Torrance Transit.
143 https://www.metro.net/about/plans/nextgen-bus-plan/ 144 https://www.dropbox.com/s/qmnfvhzv7mw8lat/nextgen-report-tsp-final.pdf?dl=0 145 https://www.dropbox.com/s/u8x8lczlfjm33vq/nextgen_proposals.pdf?dl=0 146 Source: https://lametro.maps.arcgis.com/apps/MapSeries/index.html?appid=8decc337ba35474ba28d0b4e9ad71647#

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In 2018, the City of Manhattan Beach adopted an updated Mobility Plan that considers mobility for pedestrians, cyclists, automobiles, and transit 147. In conjunction with the plan’s goal to build a convenient, efficient, and safe multimodal transportation network in Manhattan Beach, the plan’s transit section assessed options to provide some kind of public transit service that provides an east-west connection within the city. The plan noted that during outreach, many participants noted the need for an east-west connection in Manhattan Beach. Sepulveda Blvd bisects the city, and participants noted that this division makes it difficult to travel between west and east Manhattan Beach. Residents also voiced concern that the western parts of the city and the downtown area get very congested, especially during summer months when Manhattan Beach becomes a major destination.

The City of Manhattan Beach considered a circulator or some other type of service to fill in this gap and address this community concern. In the Mobility Plan, the city assessed the feasibility of implementing an east-west circulator route that would address these requests from the community. The city assessed both year-round and summertime circulators but found both to be cost-prohibitive, not fiscally feasible, and operationally challenging. Currently, the only transit service provided by Manhattan Beach is a dial-a-ride service for Manhattan Beach residents who are 55 years of age or older or who have a qualifying disability to destinations within city limits and specific destinations outside of city limits, such as medical facilities 148. The service is operated with a small fleet of cutaways, so it is likely that Manhattan Beach would need to either procure additional cutaways or larger vehicles to provide this service. Operating a fixed route service would require additional operational considerations, such as additional bus operators to operate the service, and potential maintenance considerations for maintaining a new vehicle type that their facility may not be outfitted to perform maintenance on. The City would also need to develop maps and other informational materials. Overall, an agency operating this service that already operates fixed route services with larger vehicles is better equipped to provide this service, and BCT operating this service, with additional operating funding from Manhattan Beach, can provide a “best of both worlds” approach that addresses the desire of Manhattan Beach city residents for this service and providing enhanced transit access to all South Bay residents and visitors.

The discontinuation of Line 126 and Manhattan Beach’s determination to not provide east-west service within Manhattan Beach presents an opportunity for BCT to fill this gap. There are many reasons why providing this service is worthwhile, including:
• Fills in a known gap in service, and provides an east-west link and east-west connections in BCT’s system.
• Responds to requests from the public and community members for service provision in this area. • Provides access to multiple major trip generators:
147 Microsoft Word - Final_Manhattan Beach_Mobility_Plan_Report_060418 2.docx 148 https://www.manhattanbeach.gov/departments/parks-and-recreation/older-adults-program/dial-a-ride Riders and non-riders
who responded to the
survey noted a desire
for service along
Manhattan Beach
Blvd., to Polliwog
Park, and to and from
summer concerts
and events.

202
o Manhattan Beach Pier
o Downtown Manhattan Beach
o Manhattan Beach Library and City Hall
o Polliwog Park
o Redondo Beach Performing Arts Center
o Manhattan Beach Art Center
o Manhattan Heights Community Center
o Aviation Park
o Connections to BCT Line 109
o Medical facilities (Torrance Memorial Urgent Care – Manhattan Beach, Providence Manhattan Beach Urgent Care, Torrance Memorial, Manhattan Dental Arts, CVS Pharmacy, UCLA Health Manhattan Beach Pediatrics)
o Grocery stores and other retail
o Redondo Beach C Line Station (depending on alignment) o Redondo Beach Transit Center/South Bay Galleria (depending on alignment) • Tackles the opportunity to generate more ridership and provide a more robust and frequent service that is more attractive to riders than the Metro Line 126 schedule. • Provides the opportunity to minimize the operational and financial burden to BCT by operating this service as a seasonal service, during summer months only. o Specifically during the summer months, this service could be seen as a very popular option to attend summer programming, such as the Manhattan Beach Concerts in the Park series at Polliwog Park 149, summer camps held at the Manhattan Heights Community Center 150, Shakespeare by the Sea at Polliwog Park 151, and the various summer events held in downtown Manhattan Beach 152.
149 https://www.manhattanbeach.gov/departments/parks-and-recreation/cultural-arts/concerts/concerts-in-the-parkbands 150 https://www.manhattanbeach.gov/departments/parks-and-recreation/special-events/summer-camp-expo/summercamps 151 https://www.manhattanbeach.gov/departments/parks-and-recreation/special-events/shakespeare-by-the-sea 152 https://www.downtownmanhattanbeach.com/events?view=calendar&month=06-2022

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BCT could serve this corridor in a number of different ways. Below, four different route options are presented along with a consideration of the trade-offs between the different options. Operating estimates (revenue hour and vehicles required) are also presented along with each route option.

As mentioned, it is recommended that this new route provide service during only the peak summer months, and the service span, frequency, and months of that service should be tailored to provide service to as many events and special summer programming as possible. This includes many events that begin in the evening and can end later in the night, as well as summer programming for youths (such as summer camps at the community center) that have an earlier morning start time. Acknowledging this, the proposed schedule for the Manhattan Beach Blvd route is:
• Operate annually during the summer, when school trippers are not in service (approximately early June – mid-August)
• Operate Monday-Thursday: 8am-8pm, every 30 minutes
• Operate Friday-Sunday: 10am-11pm, every 30 minutes
This service schedule is intended to be the baseline and present a schedule that is operationally feasible.

BCT can also pursue operational funding support through partnerships with the City of Manhattan Beach and event stakeholders to provide additional or supplemental service before and after large events, or services that are timed to align better with when events are beginning and ending. For example, the 2022 Manhattan Beach Concert in the Park series is held every Sunday evening from July 3-September 4 from 5pm-7pm at Polliwog Park. BCT can work with event organizers and the Manhattan Beach Department of Parks and Recreation to provide additional service the hour before and after the event, and coordinate routing and pick up/drop off locations, with event organizers advertising the service as a safe and convenient way to attend the concerts, without hassles to find and pay for parking.

BCT can also consider providing this service for free, to provide additional incentives to use it.

Conversely, BCT can provide the service at a rate reduced from their original fare or have other special incentives where customers can ride for free to and from special events with proof of event attendance (such as a ticket stub) as an additional way to partner with event stakeholders.

Table 7-6-Table 7-9 and Figure 7-19-Figure 7-22 present four different route alignment options to serve Manhattan Beach Blvd Each table presents a description of the route, the destinations it would serve, route-specific opportunities and challenges, and operational considerations such as an estimate of daily revenue hours and vehicles required. Each route option features the same service spans and frequencies as listed above. This section concludes with a recommendation of which route alignment is the best choice for BCT.

Table 7-6: Manhattan Beach Blvd Route Option 1 Considerations Route Option 1 – Redondo Beach C Line Station
Description
The intent of this route is to provide local, direct service along Manhattan Beach Blvd between Manhattan Beach Pier and the Redondo Beach Station. The line travels along Manhattan Beach Blvd until Redondo Beach Ave., where it also serves the Redondo Beach C Line station. This alignment provides the east-west service along Manhattan Beach Blvd while also enabling more regional travel via its connection to the Redondo Beach C Line station.
100% of Springfest
survey respondents
support this
recommendation. With 27
total responses, this was
also the most popular
recommendation.

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Route Option 1 – Redondo Beach C Line Station
Destinations served
• Manhattan Beach Pier
• Downtown Manhattan Beach
• Manhattan Beach Library and City Hall
• Polliwog Park
• Redondo Beach Performing Arts Center
• Manhattan Beach Art Center
• Manhattan Heights Community Center
• Aviation Park
• Connections to BCT Line 109
• Connections to BCT Line 102
• Medical facilities (Torrance Memorial Urgent Care – Manhattan Beach, Providence Manhattan Beach Urgent Care, Torrance Memorial, Manhattan Dental Arts, CVS Pharmacy, UCLA Health Manhattan Beach Pediatrics) • Grocery stores and other retail
• Redondo Beach C Line Station (Line 102 connection)
Opportunities
• Shortest route length.
• Most direct route.
• Does not duplicate service from other transit providers.

Challenges
• A portion of the route that operates on Redondo Beach Ave. duplicates Line 102 service.
• Does not penetrate too deeply into Redondo Beach city limits; the majority of the route is in Manhattan Beach city limits.
• Road Closures during Manhattan Beach Special Events
Route length (one-way) 3.2 miles
Revenue hours
12 daily revenue hours, Monday-Thursday schedule
13 daily revenue hours, Friday-Sunday schedule
1,230 annual revenue hours
Vehicles needed 1 vehicle per day for 30-minute headways

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Figure 7-19: Manhattan Beach Blvd Route Option 1
Table 7-7: Manhattan Beach Blvd Route Option 2 Considerations Route Option 2 – Aviation Blvd
Description
This route serves Manhattan Beach Blvd between Manhattan Beach Pier and Aviation Blvd, then serves Aviation Blvd to Artesia Blvd to loop around the South Bay Galleria and serve the Redondo Beach Transit Center.

Destinations served
• Manhattan Beach Pier
• Downtown Manhattan Beach
• Manhattan Beach Library and City Hall
• Polliwog Park
• Redondo Beach Performing Arts Center
• Manhattan Beach Art Center
• Manhattan Heights Community Center
• Aviation Park
• Connections to BCT Line 109
• Medical facilities (Torrance Memorial Urgent Care – Manhattan Beach, Providence Manhattan Beach Urgent Care, Torrance Memorial, Manhattan Dental Arts, CVS Pharmacy, UCLA Health Manhattan Beach Pediatrics, Venice Family Clinic-South Bay Family Heath Care, Soma Medical Group) • Grocery stores and other retail
• South Bay Galleria
• Redondo Beach Transit Center (Line 102 connection)
Opportunities
• More of this route alignment is within Redondo Beach city limits compared with route option 1.
• Access through Aviation Blvd, a residential neighborhood, provides more opportunities for convenient access to the route from residents of that neighborhood.

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Route Option 2 – Aviation Blvd
• Provides access to additional commercial and retail trip generators along Artesia Blvd
• Transfer opportunities at Redondo Beach Transit Center with Metro 40, 210 211, GTrans Line 3, and Torrance Transit Line 3.

Challenges
• Considerable alignment duplication with Torrance Transit Line 8 along Aviation Blvd, Artesia Blvd, and Hawthorne Blvd to the South Bay Galleria. • Alignment duplication with Torrance Transit Line 13 along Artesia Blvd between Aviation Blvd and Hawthorne Blvd
• Alignment duplication with BCT Line 102 along Artesia between Rindge Lane and Hawthorne Blvd, and along Hawthorne Blvd, W 182nd St., and Kingsdale Ave. to serve the RBTC and South Bay Galleria.
• Serves more destinations, but has a less focused intent of providing an eastwest connection along Manhattan Beach Blvd compared to route option 1.

Route length (one-way) 6.4 miles
Revenue hours
24 daily revenue hours, Monday-Thursday schedule
26 daily revenue hours, Friday-Sunday schedule
2,460 annual revenue hours
Vehicles needed 2 vehicles per day for 30-minute headways Figure 7-20: Manhattan Beach Blvd Route Option 2

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Table 7-8: Manhattan Beach Blvd Route Option 3 Considerations Route Option 3 – Vail Ave.

Description
This route serves Manhattan Beach Blvd between Manhattan Beach Pier and Aviation Blvd, then serves Vail Ave. to Artesia Blvd to loop around the South Bay Galleria and serve the Redondo Beach Transit Center.

Destinations served
• Manhattan Beach Pier
• Downtown Manhattan Beach
• Manhattan Beach Library and City Hall
• Polliwog Park
• Redondo Beach Performing Arts Center
• Manhattan Beach Art Center
• Manhattan Heights Community Center
• Aviation Park
• Anderson Park
• Connections to BCT Line 109
• Medical facilities (Torrance Memorial Urgent Care – Manhattan Beach, Providence Manhattan Beach Urgent Care, Torrance Memorial, Manhattan Dental Arts, CVS Pharmacy, UCLA Health Manhattan Beach Pediatrics, Soma Medical Group)
• Grocery stores and other retail
• South Bay Galleria
• Redondo Beach Transit Center (Line 102 connection)
Opportunities
• More of this route alignment is within Redondo Beach city limits compared with route option 1.
• Access through Vail Ave., a residential neighborhood, provides more opportunities for convenient access to the route from residents of that neighborhood.
• Provides access to additional commercial and retail trip generators along Artesia Blvd, but not as many compared to route option 2. • Transfer opportunities at Redondo Beach Transit Center.

Challenges
• Considerable alignment duplication with BCT Line 102, between Vail Ave., Artesia Blvd, and the RBTC.
• Serves more destinations, but has a less focused intent of providing an eastwest connection along Manhattan Beach Blvd compared to route option 1.

Route length (one-way) 6.2 miles
Revenue hours
24 daily revenue hours, Monday-Thursday schedule
26 daily revenue hours, Friday-Sunday schedule
2,460 annual revenue hours
Vehicles needed 2 vehicles per day for 30-minute headways

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Figure 7-21: Manhattan Beach Blvd Route Option 3
Table 7-9: Manhattan Beach Blvd Route Option 4 Considerations Route Option 4 – Inglewood Ave.

Description
This route serves Manhattan Beach Blvd between Manhattan Beach Pier and Aviation Blvd, then serves Inglewood Ave. to Artesia Blvd to loop around the South Bay Galleria and serve the Redondo Beach Transit Center.

Destinations served
• Manhattan Beach Pier
• Downtown Manhattan Beach
• Manhattan Beach Library and City Hall
• Polliwog Park
• Redondo Beach Performing Arts Center
• Manhattan Beach Art Center
• Manhattan Heights Community Center
• Aviation Park
• Connections to BCT Line 109
• Medical facilities (Torrance Memorial Urgent Care – Manhattan Beach, Providence Manhattan Beach Urgent Care, Torrance Memorial, Manhattan Dental Arts, CVS Pharmacy, UCLA Health Manhattan Beach Pediatrics, Soma Medical Group)
• Grocery stores and other retail
• South Bay Adult School
• South Bay Galleria
• Redondo Beach Transit Center (Line 102 connection)
Opportunities
• More of this route alignment is within Redondo Beach city limits compared with route option 1.
• Provides access to residential, retail, and commercial trip generators along Inglewood Ave.

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Route Option 4 – Inglewood Ave.
• Transfer opportunities at Redondo Beach Transit Center.

Challenges
• Alignment duplication with the Lawndale Beat along Inglewood Ave., though the Lawndale Beat service is currently suspended.
• Serves more destinations, but has a less focused intent of providing an eastwest connection along Manhattan Beach Blvd compared to route option 1.

Route length (one-way) 6.2 miles
Revenue hours
24 daily revenue hours, Monday-Thursday schedule
26 daily revenue hours, Friday-Sunday schedule
2,460 annual revenue hours
Vehicles needed 2 vehicles per day for 30-minute headways Figure 7-22: Manhattan Beach Blvd Route Option 4
Table 7-10 assesses the four different route options across several different criteria to determine which route option is the best fit for BCT and should be considered for future exploration.

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Table 7-10: Multicriteria Analysis of Different Manhattan Beach Blvd Route Options Criteria
Route option
1 – Redondo
Beach C Line
Station
Route option
2 – Aviation
Blvd
Route option
3 – Vail Ave.

Route option
4 – Inglewood
Ave.

Notes
Alignment
considerations
-Route option 1 has the
least amount of service
duplication, internally
among other BCT lines
and externally with lines
from other transit
agencies.
-Route option 1 is the
most direct route.
-Route options 2-4
penetrate deeper into
Redondo Beach
compared with route
option 1.

Route length
-Route option 1 has the
shortest route length.
--Route option 2 has the
longest route length.

Revenue
hours
-Route option 1 requires
the least amount of
revenue hours.

Vehicles
required
-Route option 1 requires
the fewest vehicles to
operate.

Other
considerations
-While route options 2-4
provide service to more
destinations, route option
1 has a more well-defined
purpose that is more in
line with the original
intent of this route.

Final score 2.8/3.0 1.6/3.0 1.8/3.0 2.0/3.0
Table 7-10 shows that Route Option 1 has scored the highest across the evaluation criteria. From an operational standpoint, the route is the shortest and takes the least number of resources to operate.

Route Option 1 is also the most direct route and facilitates both local travel along Manhattan Beach Blvd and provides an option for regional travel through its connection to the Redondo Beach C Line Station, which is also served by BCT, Metro Bus, GTrans, and Torrance Transit. Importantly, this route also features multiple bus transfer opportunities with the least service duplication and does not duplicate services from other agencies.

Overall, this analysis shows that different options were assessed across a number of different qualitative and quantitative categories to determine how to best serve this corridor, and found that Route Option 1 is the best overall fit. As Route Option 1 is the most cost-effective option, this alternative can show funding partners that BCT has done their due diligence in choosing the most affordable route option.

Regardless of which alignment is chosen, the success of this route hinges on close collaboration not only with the other participating municipalities, but also proactive partnerships with the organizations that

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provide programming and events, such as the Redondo Beach Performing Arts Center, Manhattan Beach Parks and Recreation, Manhattan Beach Chamber of Commerce, and the Downtown Manhattan Beach Business + Professional Association. These partnerships will be critical to effectively advertise this route as a convenient and reliable way to reach events and destinations in Manhattan Beach.

In addition to partnerships for advertising the service, BCT will need to work closely with the other Beach Cities to receive support and funding; specifically from Manhattan Beach as the service will be operating predominately within Manhattan Beach and serving many Manhattan Beach destinations. Prior to COVID19, the cost-sharing formula was set up so that each city contributed funding for operations based on the portion of route mileage within each city. It will be important for BCT to educate city partners on the importance of providing transit and the funding support that is needed to provide attractive and convenient transit that residents will see as a true alternative to driving. The best success will result from Redondo Beach’s sister cities participating as true partners to BCT, and fully committed to providing transit-viable service.

After the service is implemented, BCT should regularly solicit feedback from riders and the community to receive input on the new service and how it can be improved. BCT can use this feedback to tweak and tailor the service to better fit the needs of Beach Cities residents and visitors.

7.2.4.1 Long-Range Service Plan Outlook
In the long term, BCT should continue to solicit community feedback on the service and can consider extending the summer Manhattan Beach Blvd service to be year-round. This will be dependent on the performance and success of the line during the summertime, and the operational and financial capacity of BCT to further extend service. During the summer service period of the Manhattan Beach Blvd route, it will be important for BCT to monitor ridership, productivity, and route performance. BCT should also seek public input on whether the community would support and use the service if it were year-round. BCT would also need to work with its municipal Beach Cities partners, particularly Manhattan Beach, to understand if more funding support to extend the service would be feasible. Collecting community feedback on how this service has been helpful and fills a community transportation need can also be helpful in communicating to Manhattan Beach that this is an important community service that should be expanded.

7.2.5 Service Plan Summary
Table 7-11 presents a summary of the Short-range Service Plan by service and by year, and Table 7-12 summarizes high-level revenue hour estimates by year required to implement the changes.

Table 7-11: Short-range 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 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
Implement
routing changes
to serve the
Airport Metro
N/A
Implement 35-min
weekday service
during AM and PM
peaks.

N/A

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Plan year 1 2 3 4 5
Fiscal year FY23-24 FY24-25 FY25-26 FY26-27 FY27-28
and Manhattan
Village Mall, and
terminate the line at
Redondo Beach Pier
(January 2024).

Connector and
Automated
People Mover at
LAX.

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.

Table 7-12 presents the projected estimate of revenue hours required to implement all the changes outlined here. If all changes over the five-year planning period are implemented, this would result in an increase of 8,063 hours or an increase in revenue hours of 19% compared to the baseline in plan year 5.

Table 7-12: Short-range Service Plan Annual Revenue Hour Estimates Annual Revenue Hour Estimates
Service Baseline 153 Plan Year
1 Plan Year
2 Plan Year
3 Plan Year
4 Plan Year 5
102 154 14,269 19,198 19,198 20,342 20,342 20,342
102 School
Tripper 658 658 658 658 658 658
109 20,918 20,918 20,918 20,918 21,677 21,677
Manhattan
Beach Blvd
Line (Op. 1)
0 0 0 1,230 1,230 1,230
The
WAVE 155 6,412 6,412 6,412 6,412 6,412 6,412
Total 42,257 47,186 47,186 49,560 50,319 50,319
Percent
change
from
baseline
N/A 12% 12% 17% 19% 19%
Percent
change
from prior
year
N/A 12% 0% 5% 2% 0%
Table 7-13 shows estimates for peak vehicle requirements per line and plan year. For comparison, BCT NTD data for 2020 shows 10 fixed route vehicles operating in maximum service 156. If BCT implements 153 This baseline year assumes that the immediate-term service plan for Line 102 has been implemented (rerouted to serve the RBTC, new tripper schedules, and the gap in Sunday service has been filled). Fixed-route revenue hours in FY2019, 33,948, and in FY2020, 32,383 based on NTD reports. 154 Line 102 baseline revenue hours assumes that the immediate service plan has been implemented. 155 The WAVE service hours approximated as an average of annual revenue hours from 2017-2021 as reported to NTD. 156 https://www.transit.dot.gov/sites/fta.dot.gov/files/transit_agency_profile_doc/2020/90214.pdf

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the entire short-range service plan, this would require an estimated increase of two vehicles operating at peak hours.

Table 7-13: Peak Vehicle Requirement Estimates
Peak vehicle requirement estimates
Service Baseline 157 Plan year 1 Plan year 2 Plan year 3 Plan year 4 Plan year 5 102 158 3 4 4 4 4 4
102 School
Tripper 3 3 3 3 3 3
109 4 4 4 4 5 5
Manhattan
Beach Blvd
Line (Op.
1) 159
0 0 0 1 1 1
Total 10 11 11 11 12 12
157 This baseline year assumes that the immediate-term service plan for Line 102 has been implemented (rerouted to serve the RBTC, new tripper schedules, and the gap in Sunday service has been filled). 158 Line 102 baseline revenue hours assumes that the immediate service plan has been implemented. 159 No increase in peak vehicle requirements as the Manhattan Beach Blvd Line will only be operating when school trippers are not operating, so this new service will not increase the peak vehicle requirement.

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7.3 Supporting Recommendations
The supporting recommendations in the following sections detail the action items laid out in Section 7.1.

These action items are recommended to complement the service plan changes and help to achieve the four goals of this study, setting BCT up for long-term success.

Many of these action items are interrelated, and some are associated with the service provision while others touch on other aspects of BCT operations that can increase efficiency and attractiveness. These supporting recommendations are designed to be implemented during the short-range service planning period.

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Table 7-14: BCT goals and vision

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7.3.1 Goal 1: Align and Grow with Changes in the South Bay and Prepare for the Future
The first project goal is to align and grow with changes in the South Bay and position BCT to be wellprepared for the future. Examining developments in South Bay transportation and land use projects has been an area of focus throughout this entire planning process. BCT should continue to adapt its service to be supportive of what is occurring in the South Bay, especially as new transportation projects transform the transportation landscape. Table 7-15 summarizes the action items and supporting recommendations related to this goal.

Table 7-15: Goal 1 Supporting Recommendations and Action Items

7.3.1.1 Action Item 1A: Adjust Routes and Service Levels Strategically Over Time to Respond to Changes, Growth, and Demand
This action item is detailed in the service plans in Section 7.2. The service plan for the two existing fixed routes aims to set BCT up for long-term success by (a) adjusting fixed routes in response to new transportation projects and developments, and (b) making other routing changes to improve route directness and develop a more focused route purpose. Introducing the new seasonal service along Manhattan Beach Blvd responds to community demand and fills a regional service gap.

Similarly, other strategic improvements in service span and frequency respond to feedback from the community and existing riders for more frequent service. These changes also look toward the future, as BCT can proactively provide more service to prepare for when overall transit service will be more robust in the South Bay, such as when the C Line extension opens around 2030.

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7.3.1.2 Action Item 1B: Consider Future Land Use Developments and Transportation Projects
The link between land use and transportation is vital to a community’s success, yet it can easily be overlooked if the two elements are siloed. While the South Bay may be growing at a slower pace than many other areas of the Los Angeles region, it is still growing and diverse, and its land use advancements should be paired with equal attention to the impacts of transportation decisions at both small and large scales.

We recommend that BCT coordinate with local and regional planning entities to not only design transportation solutions but also engage in land use decisions that will move the region forward. BCT needs to work proactively with relevant planning entities to ensure that land use developments are designed with transit access in mind, and that transit is not an afterthought in the design and development process.

BCT should also continue to monitor new transportation projects that could impact BCT operations, similar to the Metro C Line extension and LAX projects discussed in the service plans, to understand how BCT will need to adjust service in response. This can also help achieve Goal 2, enhancing regional connectivity. BCT can reference service standards and guidelines (more information in Section 7.3.3.3) to make sure service changes are appropriate.

7.3.1.3 Action Item 1C: Build a More Data-Driven Approach BCT already utilizes technology to improve service and operations, such as automatic vehicle location (AVL) on all vehicles to aid with dispatching and enable real-time vehicle location services for customers.

BCT should continue to acquire technologies that can improve service and decision-making through better, more granular data.

By adding automated passenger counters (APC) across its fleet, BCT can collect detailed stop-level passenger boarding and alighting activity. This will allow BCT to accurately collect information such as the number of boardings and alightings per stop, as well as understand passenger loads and ridership by time of day. This information can help with making decisions about prioritizing bus stop improvements and service provision. APC can also modernize BCT’s ability to perform NTD data collection and move away from the manual sampling method that is currently used. When selecting an APC system, it will be important to understand the vendor’s reporting and analysis capabilities, and BCT will need to make sure that they choose an APC system that is high quality, accurate, and fits the agency’s needs.

Beyond APC, new software exists that can aid transit agencies in planning and designing services. BCT can also explore using its existing software to improve performance and service. Tracking and compiling real-time data to understand real-time on-time performance and historical data on run times and percent of trips that are early, late, and on time to pinpoint where congested areas and pinch points are that are affecting on-time performance and route efficiency. Furthermore, BCT planning staff could examine reliability issues and historical running times to write more accurate schedules based on actual running times.

Two case studies are presented below showing examples of how other agencies have used software and data to improve service.

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Finally, to improve the quality of data collected internally by BCT and well as to modernize scheduling practices, it is recommended that BCT require that their service contractor use industry-standard scheduling software for the WAVE. Currently, the operator of BCT uses an in-house scheduling and dispatching software called Simpli. Use of scheduling software commonly used in the transit industry such as Trapeze, Hastus, Optibus, RouteMatch, Via, and others can ensure that the software is updated on a regular basis and the transit agency always has access to the most up-to-date version of the software.

Other advantages include more sophisticated methods of data scheduling, scenario “what if” analysis, data collection and exporting, and the ability to set parameters to tailor the scheduling and dispatching procedures appropriately. Adopting an industry-standard scheduling software that has modules or the ability to schedule general public demand response/microtransit-style services can also help set BCT up for the future should they decide to open the WAVE up to the general public in some capacity.

7.3.1.4 Action Item 1D: Plan for Zero-Emissions Buses 160 CARB has set a requirement that all transit agencies in California submit a ZEB Rollout Plan. Small transit agencies (including BCT) must submit their board-approved plans by June 30, 2023 161.

In order to accommodate a transition to ZEBs, BCT would first need to understand what new infrastructure would be required. Facility improvements and the construction of a new facility are most important to support a new fleet. BCT's current operations and maintenance building is undersized and in need of replacement to sustain the agency's operation. A new facility purpose-built for transit operations 160 Please see Section 8 for more details on BCT’s ZEB Rollout Plan. 161 ICT-Rollout Plans | California Air Resources Board Washington Metropolitan Area Transit Authority (WMATA) found that the number of early arrivals during COVID-19 more than doubled from pre-pandemic levels. Using software and GTFSRT feeds, WMATA was able to aggregate both current and historical data on run times to identify routes with the highest levels of early arrivals and with run-time distributions that indicated opportunities for OTP gains. WMATA identified travel times and adjusted scheduling. This exercise resulted in adjustments to 34 routes, with each route experiencing a 7.2% increase in OTP. The improvement in these specific routes result in a systemwide increase in OTP by 6.2%.

Source: https://www.goswift.ly/blog/wmata-improves-on-time-performance-by-6-2-systemwide-with-swiftlysrun-times The Oulu Public Transit Authority (OPTA) in Oulu, Finland used software to look at run time and OTP to be able to see their data on a more granular level. This enabled them to be able to build new timetables and schedules more quickly when they identified a way to improve run times and OTP.

OPTA used this to adjust 20 routes, resulting in 10-20% OTP improvements along those routes. Run times have been reduced by up to 15 minutes on the modified routes, and these savings eliminated the need for two buses, freeing up these resources to be used elsewhere. OPTA also noted that being able to provide more accurate and efficient schedules has improved relationships with bus operators.

Source: https://www.goswift.ly/blog/oulu-public-transport-authority-eliminated-the-need-for-two-buses-withswiftly

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and maintenance functions, as well as outfitted to support BEBs, is required for BCT to successfully transition to ZEBs and to support BCT operations in the long term. Route modeling and bus simulations using route schedules and blocking must be analyzed to determine the feasibility of a transition to one of several zero-emissions propulsion technologies.

To continue to support the goal of reducing emissions and creating a more sustainable South Bay, BCT needs to submit its ZEB Rollout Plan to CARB by July 2023. This plan will detail the ZEB procurement and phasing schedule as well as required facility modifications and upgrades to support the ZEB fleet.

BCT can also take this opportunity for positive marketing to emphasize their commitment to sustainability and the environment as well as highlighting improvements that ZEBs provide for the community, such as a quieter ride and less noise on neighborhood streets.

7.3.1.5 Action Item 1E: Work with Other Transit Agencies to Establish Transit Priority Measures
Transit priority measures are a collection of tools, policies, and treatments that can be applied to help speed up buses, reduce transit delay, and ultimately, make the bus a more attractive and competitive option compared to private vehicle use. Transit priority measures aim to improve the attractiveness of transit, decrease travel times for bus riders, and improve reliability without infringing on pedestrians, cyclists, and other street users.

Different transit priority measures vary in the level of effort required to deploy them and to what degree they can alter the current street layout. Transit priority measures are a powerful way to move more people more efficiently, as buses have the capacity to carry many more people through a corridor compared to automobiles. As buses typically share the street with other forms of transportation and operate in mixed traffic, employing transit priority measures can improve both bus reliability and travel time.

Transit priority measures are becoming more common throughout the United States, and public support for transit priority measures is growing, with municipalities becoming more willing to partner with transit agencies to deploy different transit priority measures, as they see the benefits of prioritizing transit to create more sustainable and resilient communities 162.

Transit priority measures take a variety of different forms and vary in their scale, complexity, and disruptions to the current streetscape. Three common priority measures are summarized in Table 7-16. 162 https://transitcenter.org/event/bus-lanes-are-essential-speeding-transit-during-covid/, https://transitcenter.org/wpcontent/uploads/2018/05/Collaboration.pdf

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Table 7-16: Transit Priority Measures Overview
Project Concept Example 163
Transit
Signal
Priority
Extend the green signal so an approaching
bus can make it through the intersection.

Provide a signal for buses only at key
intersections to provide buses the right of
way before general traffic.

Bus
Queue
Jumps
Combine short, dedicated transit facilities
with either a leading bus interval or active
signal priority to allow buses to easily enter
traffic flow in a priority position.

Can considerably reduce delay and result in
run-time savings and improved reliability.

Bus
Only
Lanes
Only buses (or bikes if low bus frequency)
are permitted.

Speeds up buses and improves journey time
consistency.

Providing more frequent service and other service improvements can only go so far when buses are operating in mixed traffic and can be impacted by traffic, congestion, and other unexpected disruptions. 163 NACTO Transit Street Design Guide

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Implementing transit priority measures can bring a transit agency to the next level of reliability, efficiency, and competitiveness. BCT could improve service by proactively working with other municipal operators to advocate for transit priority measures throughout the South Bay.

Transit signal priority (TSP) may be the most straightforward to implement, as it requires no changes to the physical layout of the street, and new TSP technologies are available as a cloud-based software platform that uses connected vehicle and machine learning technologies to prioritize the flow of vehicles in a city through an intersection or across a corridor to help improve reliability and decrease overall travel time 164.

With TSP, travel time savings of between five and 15 seconds per intersection are possible, though effectiveness varies depending on the characteristics of the specific intersection. According to the Government of the District of Columbia, a TSP pilot along 16th St. has seen corridor-specific run-time savings of up to 5% along the entire corridor and benefits of up to 10% to 15% along shorter segments of the corridor. The report further states a peer review reported time savings of between 2% and 18% 165.

BCT only has control over the portion of its routes that travel within the City of Redondo Beach as well as the majority of the routes are on streets that are not conducive for TSP, limiting the applicability and effectiveness of transit priority measures. TSP is also most effective and most typically applied along major arterials that are served by multiple transit routes. Moreover, the City’s Public Works Engineering team is responsible for citywide traffic signalization projects. The BCT Transit staff would likely take a supportive role in the citywide TSP efforts that would benefit BCT routes, as well as other transit operators serving Redondo Beach. Understanding the feasibility of transit priority measures or TSP would also require coordination with other City departments, such as Public Works.

Instead, a more realistic and feasible option may be to continue to be active members and participants in the Countywide Signal Priority Program, led by Metro and Caltrans. This is the largest implementation of multi-jurisdictional TSP in the nation; establishing new TSP standards to implement TSP at nearly onethird of jurisdictions in Los Angeles County. Many of BCT’s South Bay neighbors, including GTrans and Torrance Transit, are also partners in the program. It is likely a more judicious approach for BCT to continue to participate in this program and work with other transit agencies operating in the South Bay to understand how to leverage existing programs and initiatives to implement TSP that can make transit service more reliable and efficient 166.
164 Home - LYT 165
https://ddot.dc.gov/sites/default/files/dc/sites/ddot/page_content/attachments/DDOT%20Bus%20Priority%20Toolbox. pdf 166 Countywide Signal Priority (CSP) – LA County Regional ITS Architecture (laconnect-it.com)

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Figure 7-23: Los Angeles Countywide Signal Priority

7.3.1.6 Action Item 1F: Consider Future Rebranding
A distinct and eye-catching brand can act as free publicity and work to increase public awareness simply by having transit vehicles in operation out in the community. Public feedback from community members has shown an opportunity to rebrand BCT vehicles to develop a more distinctive and memorable brand.

Rebranding would involve redesigning how BCT presents itself to the public. Rebranding is particularly worth considering when a significant refresh is underway or when a new service is introduced. For example, LA Metro accompanied the introduction of their new Metro Micro microtransit program with a distinct van livery (a noticeable blue color and graphic pattern) to advertise the system. Other notable examples of distinct bus branding in the Los Angeles area include Santa Monica Big Blue Bus and Culver City Bus (see Figure 7-24).

Figure 7-24: Examples of Distinctive Bus Branding (from left to right: Metro Micro, Santa Monica Big Blue Bus, Culver City Bus)
When BCT acquires new buses during its ZEB transition, the agency could conduct a dedicated study to understand how users and potential users view/understand the BCT brand. Potential changes could include updating the bus livery/wraps to make them more distinctive. This could happen in conjunction with rebranding at bus stops, a project website refresh, and other rebranding opportunities.

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Implementation of the new Manhattan Beach Blvd line or the transition to ZEBs are both excellent opportunities to introduce a rebranding. A rebranding that incorporates and advertises the new ZEB technology is also an opportunity to raise public awareness of BCT’s commitment to sustainability and the environment, as seen on LADOT buses (Figure 7-25).

Figure 7-25: Electric LADOT Bus Branding

7.3.2 Goal 2: Enhance Regional Connectivity
A large metropolitan area requires strongly integrated transit networks to move people across the region.

BCT should continue to work to improve transit connections with partner municipal agencies operating in the South Bay as well as other providers like Metro who connect the South Bay to the larger Los Angeles region. Enhancing regional connectivity will only continue to become more important as rail connections in the South Bay continue to expand. Table 7-17 summarizes the supporting recommendations and action items for Goal 2.

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Table 7-17: Goal 2 Supporting Recommendations and Action Items

7.3.2.1 Action Item 2A: Work with Transit Partners to Align Schedules and Improve Customer Trips
BCT should continue to establish timed transfers where transfer points exist between BCT and other transit operators. This is especially important for BCT for a few reasons. First, frequencies are generally low for BCT routes so passengers can’t simply “show up and go”, and thus rely on bus schedules to plan trips. Second, BCT operates in an area with multiple other operators, both local/municipal operators (such as Torrance Transit, GTrans, and others) and regional operators (like Metro bus and rail), so many BCT riders transfer and use more than one transit agency to reach their final destination. For example, the Line 109 FY19-20 TAP card data shows that of the 40% of riders that boarded using a TAP card, 24% of the TAP card trips were interagency transfers. Minimizing both the waiting time between vehicles and the chances of missed transfers to create well-timed transfers gives customers assurance and confidence that they will reach their final destination in a timely manner.

BCT should continue to coordinate bus timetable development with other agencies’ schedules at key transfer points, such as the Redondo Beach Pier, RBTC, AMC station, and C Line stations. This should include regularly monitoring schedules and adjusting BCT schedules when necessary and feasible to facilitate transfers at key transfer points. When making regular/planned schedule updates, consult schedules from other agencies at transfer points to make sure schedules line up well for seamless and easy transfers. When communicating these updates to the public, BCT can emphasize that these schedule updates are happening to better align with the schedules of transit partners to encourage transfers to enable more regional travel.

7.3.2.2 Action Item 2B: Continue to Service Transit Hubs Transit hubs are important pieces of community infrastructure, as they enable passengers to transfer between transit agencies easily, safely, and conveniently. Several hubs in the Metro area are served by BCT, including the Aviation/LAX, Douglas, and Redondo Beach C Line stations. The RBTC will also soon become an important transit hub to serve in the South Bay, as well as the AMC station near LAX. To encourage more regional travel, BCT should continue to connect with all major transit hubs in their service area. As more transit hubs are established, BCT should consider serving these as well.

7.3.2.3 Action Item 2C: Increase TAP Usage
TAP is the reloadable smart card used by over 25 transit agencies in the Los Angeles metro area (including BCT). In FY 2019-20, 40% of Line 109 passengers used TAP for payment. On Line 102, that number was between 21% and 12% in July and October 2019 (respectively).

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Increasing TAP utilization would be beneficial for BCT in multiple ways. For example, sophisticated ridership data is collected as customers tap their cards, and BCT could use this data to inform future service changes. Greater use of TAP cards and less use of other methods, specifically cash, can help to reduce the time it takes for passengers to board the buses, speeding up bus trips. As TAP is accepted across different transit agencies operating in the county, a greater use of TAP cards can also enable easier regional travel.

TAP is sold and can be refilled at numerous vendors across the region, including convenience stores, pharmacies, and grocery stores, as well as at the Redondo Beach C Line Station and the RBTC 167. BCT can invest in additional marketing to promote local locations that may already be frequented by residents and major transit hubs in Redondo Beach. For example, customers (and potential customers) may not know that they can reload their TAP at the same place where they buy their groceries.

Another method of improving TAP usage is to establish discounts at local businesses when the customer shows a TAP card; this could extend to other BCT proof-of-payments like student passes. Metro has provided “Destination Discounts” for transit riders at local businesses 168, while Metrolinx in Ontario, Canada has maintained a “Presto Perks” website for PRESTO Card users at local events/destinations, such as sporting events, museums, and other local events 169. Advertising by BCT of the Destination Discounts in the Beach Cities will demonstrate this as an additional benefit of using transit and using a TAP card.

7.3.3 Goal 3: Focus on Growing BCT Ridership
BCT ridership has been declining year-over-year since 2016, with fixed-route ridership decreasing by over 16% between 2016 and 2019 (with an even further drop in 2020 due to the COVID-19 pandemic).

Deliberate strategies will need to be implemented to reverse this trend. Table 7-18 outlines the action items included in Goal 3, focusing on growing BCT ridership.

Table 7-18: Goal 3 Supporting Recommendations and Action Items 167 Vendor Locations (taptogo.net) 168 Destination Discounts | The Source (metro.net) 169 PRESTO Perks – Learn About | PRESTO: Tap On. Ride Easy. (prestocard.ca)

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7.3.3.1 Action Item 3A: Strengthen Existing Services and Explore Potential New Routes Providing quality service that is reliable and frequent is the proven way to grow ridership. While BCT strives to provide high-quality service currently and achieves consistently high OTP and delivers current service levels with high customer satisfaction, to help attract new ridership and maintain existing ridership, BCT needs to explore how it can improve service further. Strengthening existing services and introducing new services where warranted by demand can help to attract new riders to the system. Providing highquality services is also crucial in maintaining long-term and existing ridership. Not only is this action item important for aligning and growing with changes in the South Bay and setting BCT up for long-term success (as discussed in Goal 1), but it is also a crucial component of strengthening BCT ridership. The service plans that address this action item are discussed in Section 7.2.

7.3.3.2 Action Item 3B: Explore Opportunities to Grow Ridership and Efficiency of the WAVE
While WAVE service has returned to pre-COVID levels, ridership has not followed and is currently approximately 58% of pre-COVID ridership. BCT can explore multiple strategies to grow ridership and improve the efficiency of WAVE service, particularly among the eligible senior and disabled populations.

These strategies are explored in greater detail in Section 7.2.3 and include broader marketing and awareness strategies, partnerships with organizations that work directly with seniors and the disabled community in the WAVE service area, travel training, and technology improvements. In the long term, BCT should look at expanding the WAVE to be open to the general public during hours of low utilization, such as during weekend or evening periods, or deploying WAVE resources (vehicles, operators, scheduling, dispatching) as a microtransit-type service. Any service expansion would be set up to maintain the priority of senior and disabled communities so as not to affect their ride quality.

7.3.3.3 Action Item 3C: Develop Service Design Guidelines Service design guidelines provide a rationale for service provision. The guidelines describe clear standards for each service type provided by a transit agency. Customers will be able to expect a certain level of service, and BCT would have metrics to track performance for each route.

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BCT has established service guidelines as part of the agency’s Title VI Program Plan, which includes vehicle load standards, vehicle headway standards, on-time performance standards, service availability standards, and transit amenities policies. Though it is a small transit agency, BCT can build on these standards
with additional metrics to track performance, like
minimum passenger boardings per revenue hour and
passenger load factors.

Big Blue Bus in Santa Monica has developed a strong
set of service guidelines that could be replicated in the BCT context 170. Furthermore, while this information is collected in monthly operating reports, public reporting is currently missing from BCT’s service design guidelines.

Santa Barbara MTD publishes both monthly and
quarterly ridership reports that detail information like the number of customers, how they paid, revenue hours and
miles, and passengers per hour; much of this is
separated by route and compared to the same time
period in the previous year (see the example shown as
Figure 7-26). While currently not possible with current staffing levels, additional staffing capacity would enable BCT to be able to provide this information to the public to help increase transparency. 170 BBB Service Design Performance and Evaluation Guidelines_ Updated May 2015.pdf (bigbluebus.com)

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Figure 7-26: Santa Barbara MTD Q1 2022 Quarterly System Ridership Report The callout box below details some common service standards that are typically employed by transit agencies. These go beyond the service standards required by Title VI reporting and are intended to help assess service and guide service investment. For example, guidelines can be grouped into categories that propose service frequency and span based on that route’s boardings per hour and other factors.

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7.3.3.4 Action Item 3D: Improve Bus Stops
Bus stops are where a rider first interacts with a transit agency. Our recommendations include the development of a bus stop improvement plan that outlines both a prioritized schedule of infrastructure improvements and a concept for how bus stops can be a positive part of the BCT customer experience.

The first step in improving bus stop placement is to maintain an up-to-date inventory of bus stops and their condition. BCT currently has a bus stop inventory, but managing and implementing it is difficult due to current staffing levels. Amenities (benches, shelter, lighting, shade) should be added where possible, and digital signage should be used to clearly identify the travel direction where route travel directions overlap (like at South Bay Galleria).

Though bus stops can only be controlled within each local jurisdiction, BCT should work with local municipalities (Manhattan Beach, Hermosa Beach, El Segundo, etc.) to implement improvements, especially at stops that see significant passenger activity. Developing standard bus stop design guidelines across the service area will assist governments with installing appropriate amenities. Bus stop design guidelines generally address spacing, locations, and their relation to traffic flow, signage, surface amenities, and other maintenance elements. Examples of bus stop improvements include bus bulbs (extended sidewalks to the travel lane), electronic message boards displaying real-time bus arrivals, and installing bicycle racks. Figure 7-27 shows new bus stop amenities in Culver City for Culver City Bus that launched a bus stop improvement program in 2021 171. 171 https://www.culvercitybus.com/News/Bus-Stop-Improvement-Project Service standards range in depth and breadth. Some transit agencies with multiple service tiers require specialized design and performance metrics for different tiers, while others require one set of standards across the board. Typical standards that are incorporated in service design guidelines include:
• Service frequency by time of day/day of week and service tier • Service span by day and service tier
• Passengers per revenue hour and revenue mile
• Passenger per revenue mile
• Cost per revenue mile and revenue hour
• Farebox recovery ratio
• Subsidy per passenger
• On-time performance
• Passenger load factor
• Bus stop spacing metrics
Survey respondents most
highly desired benches
(64%), lighting (58%),
bus shelters (47%), and
bike racks (27%) at bus
stops. Respondents also
noted a desire for trash
and recycling receptacles
and real-time arrival
information.

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Figure 7-27: New Bus Stop Amenities in Culver City

7.3.4 Goal 4: Increase Public Awareness of BCT
Marketing and public awareness is an important element of transit operations. Transit users want to be informed of important service information, and potential users may be persuaded to use the bus if they are made aware of the potential convenience, time savings, or other benefits. Additionally, a high level of public awareness can help to communicate to non-riders in the
community that BCT is providing an important and necessary community service that they can support even if they do not ride. This effort requires a deliberate marketing strategy, and BCT can begin by updating its strategic marketing plan. Maintaining and implementing the marketing plan is challenging due to current staffing levels. Targeted efforts should be made for local events and specific communities so that everyone feels like BCT can be part of their transportation options.

Table 7-19: Goal 4 Supporting Recommendations and Action Items 52% of non-rider survey
respondents would be more
willing to use BCT if they had
more information about it.

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7.3.4.1 Action Item 4A: Maintain a Strategic Marketing Plan BCT should maintain and implement its strategic marketing plan to help grow awareness and visibility of BCT as a transit service in the South Bay. One major theme heard during public outreach was a general lack of awareness of BCT services, even among longtime residents of the Beach Cities. A marketing plan should reflect the role that transit plays in the community and service area by targeting current and potential users, Marketing plan objectives can include increasing visibility, building awareness of the services offered, improving user-friendliness, enhancing general public access to services, and establishing BCT as an organization that is performing an important community service.

The outcomes of the marketing plan should include a phased implementation plan with actionable items, detailing the responsible entity for each action item as well as key performance indicators or other success measures post-implementation. The latter will be particularly beneficial in determining which strategies were most effective and should be continued. Marketing and public awareness should be an ongoing effort by BCT, and the marketing plan should act as a handbook to guide BCT through the implementation of the plan. The following action items in this section touch on specific ways to increase public awareness that could be included in a strategic marketing plan.

7.3.4.2 Action Item 4B: Strengthen Digital Communications and Marketing Social media has been an increasingly important component of public transit marketing strategies over the past decade. While BCT does operate a Twitter account, other social media outlets such as Facebook and Instagram should also be utilized. Many (if not most) other transit agencies have accounts on a diverse range of platforms to disseminate information to residents; regional examples include Santa Monica Big Blue Bus 172, Torrance Transit 173, and GTrans in Gardena 174. Figure 7-28 shows two different examples of transit agency Instagram posts. These are helpful in advertising if BCT will be at a community event or how people can reach local events using BCT services. Posting on all social media accounts in the case of service announcements can also help reach a wider audience. Due to BCT’s small staff, BCT should explore if transit updates and posts can be shared through these additional social media outlets from another City department that manages City digital communications, or look into integrating this responsibility into future O&M contracts. 172 www.facebook.com/SMBigBlueBus 173 Torrance Transit - Home | Facebook 174 www.facebook.com/RideGTrans

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Figure 7-28: Example Instagram Posts
BCT launched a Real Time Information System so residents can track their buses live via the agency’s website, text message, or phone call 175. Real-time bus information is also available through third-party apps like Moovit and Transit 176 which enables more sophisticated trip planning. Though this is an important development in BCT operations, real-time arrival information would benefit from more robust advertisement, particularly as a perceived lack of such a service could turn potential riders off of using transit.

7.3.4.3 Action Item 4C: Explore Marketing Opportunities for Local Events and Businesses The Beach Cities service area has a lively culture, with numerous events occurring across the region throughout the year along with a diverse range of businesses, restaurants, and other amenities. Efforts to encourage patrons to take transit could result in both increased ridership for BCT and greater attendance at the region’s events or greater business patronage with the added benefit of reduced traffic and parking issues.

Polliwog Park, Redondo Beach Performing Arts Center, Redondo Beach Pier, and many other local sites are conveniently located near BCT service and hold events throughout the year. While some marketing is published on BCT’s Twitter page, these efforts can be deepened by expanding the agency’s social media presence (as described earlier) by using longer form online communication, or via more posts in Easy Reader. For example, LA Metro has used its blog called “The Source” to communicate travel directions to major events from different points in the region. Some events, like the 2016 LA Pride 177 and the 2022 175 https://www.redondo.org/depts/recreation/transit/real_time_information_system.asp 176 City of Redondo Beach - Real Time Information System 177 How to get to LA Pride this weekend sans a car | The Source (metro.net)

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MLB All-Star Game 178, had special shuttles operating to the site, and schedules/other pertinent information were explained on the blog. Efforts like this could be especially important in advertising the use of the new line operating along Manhattan Beach Blvd Posting advertisements on buses or trains can also be an effective way of informing customers about transit connections. For example, the Metro and Metrolink had advertisements on buses and trains noting that transit could be taken to the Los Angeles County Fair (see Figure 7-29). BCT could partner with Metro or partner agencies like Torrance Transit or GTrans to advertise BCT service and destinations served by BCT more broadly. BCT should also work with the City to ensure that transit services can bypass detours created by the event so that BCT can be a viable option for getting to and from events.

Additional staffing capacity can also help to develop a more robust advertising program.

Figure 7-29: Los Angeles County Fair and Transit Advertising

7.3.4.4 Action Item 4D: Outreach to Targeted Communities Public transit plays an important role in ensuring that vulnerable residents can fully participate in the activities that form their daily lives. As part of this effort, BCT currently operates the WAVE Dial-a-Ride program for seniors and those with disabilities. However, there are opportunities for further supporting residents with varying needs, such as travel training, education, and outreach at senior centers.

BCT can form partnerships with seniors’ residences, seniors’ centers, and health centers within Redondo Beach and Hermosa Beach to organize information sessions/presentations. These presentations would be run by BCT employees, would provide information about routes, fares, and accessibility, and would act as Q&A sessions. Up-to-date information about BCT (maps, schedules, information about how to apply for the WAVE, etc.) and phone numbers for assistance and WAVE scheduling could also be posted on residence bulletin boards. These efforts would support older residents’ independence, mobility, and quality of life.
178 Go Metro to the All-Star Game at Dodger Stadium and All-Star Week events! | The Source

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Metro operates the “On the Move Riders Program” 179, which informs older adults about how to use public transit effectively and safely through clubs across the region. Travel training programs like this can be highly beneficial for residents with disabilities and seniors, especially as each individual has specific needs that should be supported through their transit journey. While the program is operated by Metro, there are no active clubs in Redondo Beach, and the only active club in the Beach Cities is El Segundo, but BCT does participate in the programs when they are active in Redondo Beach. BCT should work to help establish more active clubs throughout the service area, such as at the Veterans Park Senior Center, Beach Cities Health District, or the Hermosa Five-O Senior Activity Center. BCT should work with Metro to host more frequent On the Move events in the BCT service area to help increase awareness of BCT services for seniors and those with disabilities.

BCT can also work to develop and host its own travel training program. Videos and individualized tours could be available, and local community groups can be involved in disseminating information to those who need help. Other community-based organizations (CBOs) could also participate in these outreach efforts, which ideally would be a mix of in-person and virtual events. Partnering with CBOs is especially important as it reduces the burden and amount of effort directly on BCT staff to conduct travel training.

7.4 Title VI Equity Analysis
Whenever a transit system is considering changes to its routes, services, and fares, it is important to understand the potential impacts these changes could have on low-income and minority populations to ensure service changes are equitable and do not disproportionately impact or burden these populations.

The Title VI Requirements and Guidelines for FTA Recipients (Circular 4702.1B) provide guidance and procedures to ensure transit service is provided in a nondiscriminatory manner. This means evaluating whether a service change or fare change has adverse effects on the service population and whether those adverse effects are borne disproportionately by low-income and minority populations.

According to the circular, if a transit provider operates 50 or more fixed route vehicles in peak service and is located in an Urbanized Area (UZA) of 200,000 or more in population, all elements described in the Circular must be included in that transit agency’s Title VI Program 180. If a transit provider does not meet this threshold, the transit provider is only required to set systemwide standards and policies and is not required by the FTA to complete Service Equity Analyses in response to major service changes.

As BCT operates fewer than 50 vehicles in peak service, it is not mandated by the FTA to complete service equity analyses. Nonetheless, with a focus on equity, it is still important that BCT assesses and identifies the impacts that the proposed short-range changes to BCT services will have on low-income and minority populations. BCT defines a major service change as:
• 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.

For the purposes of this analysis, the definitions of low-income and minority are as follows:
179 https://www.metro.net/riding/move-riders-club/
180 https://www.transit.dot.gov/sites/fta.dot.gov/files/docs/FTA_Title_VI_FINAL.pdf

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• Low-income: up to 100% of the federal poverty threshold. • Minority: any person who identifies as Black or African American; Asian; American Indian or Alaska Native; Native Hawaiian or Pacific Islander; or Hispanic or Latino.

To understand the potential impacts that the service plans presented here will have on these populations, we can compare the demographics of the BCT service area 181 to the demographics of the affected area.

To determine the affected area, we first need to determine if and where a major service change is proposed. The proposed service plan does not recommend any fare increases or any service reductions.

Table 7-20 assesses the baseline and proposed round-trip mileage for each route to understand if proposed modifications trigger a major service change.

Table 7-20: Assessment of Major Service Changes
Baseline mileage
(round trip)
Proposed mileage
(round trip) Difference (%)
Line 102 16.38 20.6 26%
Line 109 36 32.8 -9%
Manhattan Beach
Blvd Line (Op. 1) N/A 6.4 N/A
This table shows that the additional mileage added to Line 102 to serve the RBTC and Riviera Village results in a difference of 26% compared to the original round-trip mileage. Additionally, while the introduction of a new service does not trigger a major service change, the new Manhattan Beach Blvd Line (route option 1) has been included here to understand the equity impacts should the new line be introduced.

Table 7-21 presents the low-income and minority demographic information for the BCT service area, using 2016-2020 American Community Survey (ACS) 5-year estimates at the block group level. This shows that 41.9% of the population living within ¼ mile of BCT fixed routes are minority populations, and

5.2% of the households within ¼ mile of BCT fixed routes are low-income.

Table 7-21: BCT Service Area Demographics
Demographic Percentage of service
area population
Low-income 5.2%
Minority 41.9%
Next, these service area demographics are compared to the demographics within the vicinity of a major service change. These are the block groups within ¼ mile of BCT fixed routes between the Redondo Beach Pier and Riviera Village. The table also compares the demographics of the block groups that are within ¼ mile of the proposed Manhattan Beach Blvd line (route option 1). 181 BCT’s Tile VI Program defines BCT’s service area as “the service area population living within close proximity (1/4 mile) of a BCT route.”

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Table 7-22: Affected Area Demographics
Low-income % Minority %
Line 102 3.5% 34.0%
Manhattan Beach
Blvd Line (Op. 1) 5.2% 40.8%
Service area total 5.2% 41.9%
Comparing Table 7-22 with Table 7-21, the percentages of minority and low-income populations within the areas affected by a major service change are very close to the low-income and minority populations of the entire service area. In all cases, the percentage differences are less than 10 percentage points, showing that low-income and minority populations will not experience disproportionate burdens as a result of these service changes, and it also shows that non-minority and non-low-income populations will not disproportionately benefit from the introduction of new services and service improvements.

Following City Council approval of the aforementioned route modifications, BCT will begin the process of conducting public meetings and soliciting public comments regarding the proposed route modifications as outlined in BCT’s Title VI Program and Community Outreach Plan. These elements include public hearing and notice at least 30 days prior to the hearing; development of plans, maps, or programs to help passengers understand service changes; outreach efforts including interaction with neighborhood associations, schools, and social service agencies, and presentations to community civic groups; public meetings in locations easily accessible to the public; surveys; providing multiple opportunities for participation; documentation of public comment and responses; and response to comments.

Additional procedures include publishing new routes and schedules in person and online at least one week prior to implementation, making BCT staff available to riders who may not be aware of modifications, and maintaining information available to the public regarding the route modifications for a 30-day period beyond the implementation of the changes.

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8 ZERO-EMISSION BUS ANALYSIS

8.1 Modeling Process and Outputs
This section describes the process of bus modeling and route simulation, including the inputs and methodology.

ZEBDecide is a modeling tool designed by Stantec to support transit agencies in transitioning to zeroemission fleets, and ultimately helps to answer the question: what is the feasible and ideal composition of ZEBs for my fleet?
Energy modeling uses a two-pronged approach to understanding ZEB feasibility. The two-pronged approach first examines route-level operations, and secondly, examines fuel economy by aggregating route-level outputs to provide block/vehicle level fuel/energy requirements. In this way, Stantec and BCT will understand how different ZEB technologies perform under BCT’s operating conditions, providing a more realistic estimate of operating range and energy consumption, and ultimately informing technology selection.

Figure 8-1 provides a schematic overview of the modeling process. The predictive ZEB performance modeling depends on several inputs, such as actual passenger loads, driving dynamics, topography, vehicle specifications, and ambient conditions subject to the environment in which the agency operates.

Figure 8-1: Modeling overview
Please note that only BEBs were modeled, no hydrogen options were included as a part of this exercise.

There are several reasons why a hydrogen fleet was not explored for BCT:
• Many regional peers are moving forward with BEB fleets; • BEBs are more commonly deployed than hydrogen – they have a proven record of accomplishment;
• There are more BE fleet options available to fit BCT’s needs compared to hydrogen, especially for WAVE vehicles;

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• BCT’s small fleet would translate to low hydrogen fuel demand resulting in a more expensive perbus cost compared to BEBs, particularly if an onsite hydrogen fueling station is constructed; • Hydrogen fueling onsite presents higher up-front capital costs compared to BEBs; • Most of BCT’s operations can be converted to BEBs in a 1:1 manner; • FCEBs are preferable for longer distance routes – BCT does not have this need; • FCEBs are fueled via a hydrogen fueling station – BCT would either need to construct one (high upfront capital costs and large footprint) or look for an offsite fueling location; • BCT’s current facility lacks the space to accommodate a hydrogen fueling station; and • BCT does not require the extended range provided by FCEBs, Additionally, the table below summarizes some of the major considerations for BCT for both BEBs and FCEBs.

Table 8-1: Major Considerations for Deployment of BEBs or FCEBs BEB Considerations FCEB Considerations
More vendor options Fewer vendor options
Lower bus purchase price compared to FCEBs Higher bus purchase price compared to BEBs Charging infrastructure is lower on a per-bus basis for smaller fleets
Charging infrastructure higher on a per-bus basis for
smaller fleets
BCT’s fleet would require 9 charging cabinets (120kW)
with 18 plug-in connections
BCT’s facility lacks sufficient space for an onsite
hydrogen fueling station
Requires coordination with SCE – potential participation in the SCE Charge Ready Transport Program
Requires a dedicated BCT staff member to track weekly
purchase of hydrogen and maintenance of hydrogen
facility
Major safety and training considerations include
working with high-voltage systems and charging
procedures
Major safety and training considerations include the
need for a hydrogen gas detection system, working with
high-pressure fueling systems, and hydrogen fueling
procedures

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8.1.1 Modeling Inputs
The following sections outline the inputs used in the modeling process for fixed route services and the WAVE.

8.1.1.1 Fixed Route

8.1.1.1.1 Bus Specifications
ZEBDecide is Stantec’s proprietary ZEB modeling platform; its energy modeling process predicts ZEB drivetrain power requirements specific to given acceleration profiles. One key component to the modeling is the bus design or bus specifications that include curb weight and frontal dimensions (factors needed to account for aerodynamic drag and rolling resistance coefficients), auxiliary, and heating, ventilation, and air conditioning (HVAC) (Figure 8-2).

Figure 8-2: Detailed Bus Specification Inputs
For BCT, the key bus specifications used in the modeling process are detailed in Table 8-2. Some important things to note about the bus specifications used in the modeling:
• All fixed route services (excluding school tripper services) were modeled with 30-ft buses, which differs from BCT’s current fixed route fleet which includes two cutaways. • School tripper services were modeled with 40-ft buses 182. 182 40-ft buses were originally modeled for the school tripper services to reflect BCT’s current operations, even though the final ZEB fleet composition only includes 30-ft buses for fixed route services. Additional analysis was completed to ensure that school tripper services could be successfully completed with 30-ft ZEBs.

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Table 8-2: Bus Specifications for Fixed Route Energy Modeling BEB models 30-ft 40-ft
Battery (kWh) 450 545
Curb Weight (lbs.) 29,700 33,000
Service type Fixed route Fixed route (school tripper)

8.1.1.1.2 Representative Driving Cycles
Assigning representative driving cycles, also called acceleration profiles or duty cycles, is the other major step in energy modeling. A driving cycle is a speed versus time profile that is used to simulate the vehicle performance, and consequently, the energy use. Representative driving cycles were assigned to both routes based on BCT’s operations and observed driving conditions.

The driving cycles have been created from data collection of real-world operations or chassis dynamometer tests and have been convened by the National Renewable Energy Laboratory (NREL) in a drive cycle database called DriveCAT 183 (examples shown in Figure 8-3). 183 NREL DriveCAT - Chassis Dynamometer Drive Cycles. (2019). National Renewable Energy Laboratory. www.nrel.gov/transportation/drive-cycle-tool

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Figure 8-3: Examples of Two Representative Driving Cycles To assign driving cycles to BCT’s routes, Stantec evaluated BCT’s routes in terms of average speed, route length, the number of stops, and traffic levels. For lines 102 and 109, a medium city traffic cycle with frequent stops was chosen to reflect the operating conditions of the South Bay.

8.1.1.1.3 Passenger Loads
As the total weight of a ZEB impacts its performance, it is important to understand and capture passenger loads in the modeling process. To examine the impacts of passenger loads and its associated weight, Stantec worked with BCT to determine the appropriate passenger load for each route/service type. A 50% passenger load (based on the total seating capacity of each vehicle type) was used to model lines 102 and 109, and a 120% passenger load was used to model the school tripper services to capture conditions where all seated capacity is full, and standees are present.

8.1.1.1.4 Ambient Conditions
The ambient temperature has a significant impact on the fuel economy of the ZEBs since it is directly related to the power output from the batteries required for the HVAC system.

Stantec developed a correlation between ambient temperature and power requirements from the HVAC system. For example, moderate daily temperatures (between 55°F and 65°F) can have a nominal power demand on the HVAC system of up to 4 kW. Colder temperatures (below 45°F) or hotter temperatures 0 20
40 60
80 19
1725334149576573818997
105113121129137145153161169177185193201209217225233241249257265 Speed (mph)
Time (s)
Arterial
0 20
40 60
1 56
111166221276331386441496551606661716771826881936991
1046110111561211126613211376143114861541159616511706176118161871 Speed (mph)
Time (s)
OCTA

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(above 70°F) can represent more strenuous loads of up to 12 kW. The power requirement for modeling purposes was set based on an annual average low-temperature average of 56°F 184.

8.1.1.1.5 Topography and Elevation
It is important to account for the impacts of terrain and elevation on the energy efficiency of ZEBs. The first step in the route elevation analysis is to determine the elevation gains and losses seen across BCT’s routes. Furthermore, the total elevation gains will inform the maximum and average grades across each route. From there, an analysis of elevation based on route alignments was undertaken for both routes (Table 8-3).

Table 8-3: Elevation Analysis
Route Average slope Max slope Weighted average
slope
102 1.7% 9.9% 2.6%
109 1.4% 9.6% 1.8%
Each route shapefile (derived from GTFS data) was downloaded in Google Earth to create an elevation profile and understand the total elevation gains/losses seen for each route in the system (example for Line 109 in Figure 8-4). Additionally, the average and maximum grades for each route were similarly determined using these elevation profiles, which were used as the inputs for the topography analysis. the total elevation gains will inform the maximum and average grades across each route, as presented in the table above.

Figure 8-4: Line 109 Elevation Profile Generated from Google Earth We used a literature review to determine how average grades and maximum grades could affect the fuel efficiency and vehicle performance of BEBs and FCEBs. While the average grade across the entire route was used to determine the penalty on fuel efficiency, individual sections of routes that displayed significant changes in elevation in a short distance were also analyzed since this could have an outsized effect on vehicle performance. Data collection from real-world operations provided the correlation between average grade and penalties to the fuel efficiency. A penalty factor for each route was then applied to the calculated route-level fuel efficiencies to account for topography. For BCT, portions of the routes traveling across sustained elevations will have the most impact on fuel efficiency.

On average, the energy use per mile increases by 2% for 30-ft BEBs, when accounting for the effects of the topography unique to the service area of BCT, meaning the BEBs are less efficient when accounting for topography.
184 US Climate Data https://www.usclimatedata.com/climate/los-angeles/california/united-states/usca1339

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8.1.1.2 The WAVE
Currently, there are few tested and deployed ZE models corresponding to vans and cutaways that fit an agency’s need in the paratransit/demand response domain. For the WAVE, we modeled all WAVE services with both a BE cutaway and BE passenger van to understand the potential feasibility of transitioning more of the WAVE fleet to passenger vans. The WAVE service bus specifications are shown in Table 8-4.

Table 8-4: Bus Specifications for the WAVE Energy Modeling BEB models Passenger Van Cutaway
Battery (kWh) 118 120
Curb Weight
(lbs.)
14,330 16,200
The modeling results for the WAVE assumed an average of four passengers onboard and does not directly consider topography. Instead, the model used driving speed information for all trips in October 2019 to predict the fuel economy. Other inputs, such as ambient temperatures, are the same as the parameters used in the modeling of the fixed routes.

8.1.2 Modeling Process

8.1.2.1 Fixed Route
Using the inputs in Section 8.1.1.1, the first step in modeling the fixed-route services is obtaining routelevel fuel economy and energy use for the BEBs using the driving cycles assigned to each route.

However, we cannot stop at route-level modeling as this does not fully capture daily vehicle usage due to interlining, deadheading, etc. The process of going from route to vehicle assignment is outlined in Figure 8-5.

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Figure 8-5: ZEBDecide Energy Modeling Process
After the route-level modeling is completed, fuel economies are then aggregated by block using the trip distance to determine the total energy consumption for each block. Finally, to understand the fuel economy and total daily energy consumption of each vehicle operated on a representative service day, blocks are aggregated at the vehicle level so that vehicles that are assigned multiple blocks throughout a day are modeled appropriately.

The graphic in Figure 8-6 demonstrates a typical relationship between routes, deadheading, blocks, and vehicle assignments.

Representative driving
cycles assigned to
each route
Aggregate drive
cycles to get total fuel
economy for each
route at designated
passenger load level
Aggregate fuel
economy by block,
using trip distance to
determine total block
energy consumption
Deadhead mileage
was modeled with 0%
passenger loads
Aggregate blocks by
vehicle assignment to
determine total daily
energy consumption
by vehicle
Determine feasible
BEB options and fleet
mix based on daily
energy requirements
and SOC

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Figure 8-6: Relationship between Routes, Blocks, and Vehicle Assignments.

The results of the modeling provide insight into:
• Fuel economy and energy requirements
• Operating range
• The feasibility of BEBs to complete BCT’s fixed route service. This is determined through the state of charge (SOC; the vehicle assignment can be successfully completed with a BEB if it can complete its scheduled service with at least 20% battery SOC).

8.1.2.2 The WAVE
As demand response services do not follow a fixed route and schedule, modeling inputs require adjustment to account for variations in service delivery. Therefore, instead of assigning representative driving cycles, the model considered the average driving speeds for each individual run; all daily WAVE vehicle assignments from October 2019 were modeled.

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Figure 8-7: ZEBDecide Energy Modeling Process (Demand Response Services)

8.1.3 Modeling Results

8.1.3.1 Fixed Route
Following the assignment of driving cycles to routes and aggregating these to determine the total fuel economy for each route at different passenger loads, the modeling moves to aggregating fuel economy at the block and vehicle assignment level.

These steps define 1) the energy consumption at the block level—using data from each individual trip— and 2) the energy consumption for each vehicle assignment. The modeling results for these two steps of the process are presented below.

The overall energy or fuel demand per block was obtained by aggregating the fuel consumption from each trip according to the route-level results. The criteria to deem if a block can be successfully served by a BEB is if the SOC of the battery is above 20% after completing all the trips in a block 185. Block-level modeling results are shown in Figure 8-8.
185 OEMs recommend that a BEB charge only to 90% of its total battery capacity and not drop below 10% state of charge (SOC) to preserve battery life; dipping below 10% can void the battery’s warranty.

Model energy efficiency
for each vehicle
assignment to produce
daily energy
consumption per vehicle
All assignments were
modeled with both BE
cutaways and passneger
vans to understand
feasbility to deliver
service with a different
fleet mix
Determine feasible BEB
options based on daily
energy requirements
and SOC

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Figure 8-8: Block-level Fixed Route Modeling Resultsf
186
Figure 8-8 shows that at the block level, 100% of blocks can be successfully completed with BE equivalents. Next, these blocks are aggregated at the vehicle assignment level (Figure 8-9).

Figure 8-9: Vehicle-level Fixed Route Modeling Results
Figure 8-9 shows that when blocks are combined at the vehicle assignment level, 75% of vehicle assignments are successful. All vehicles that fail are very close to the threshold of a successful SOC, with a modeled SOC of 18% for these three vehicles when they complete their daily assigned service. All these 186 Blocks are listed along the x-axis. The names of blocks are arbitrary and assigned by BCT’s contracted operator, Transportation Concepts.
0%
20%
40%
60%
80%
100%
120%
SOC
Block
Block Level State of Charge (SOC)
0%
20%
40%
60%
80%
100%
523 536 537 538 541 542 543 544 545 548 546 550
SOC
Vehicle
Vehicle Level State of Charge (SOC)
Fails
Fails

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vehicles operate on Line 109 and complete more than one block. Table 8-5 shows the average fuel efficiency and predicted maximum range at the modeled passenger loads for each vehicle type.

Table 8-5: Average Fuel Efficiency and Estimated Range for Fixed Route Modeling Results Vehicle type Average fuel efficiency
(kWh/mi)
Maximum range at modeled
passenger loads for Line 102
and Line 109
30-ft 2.005 Approximately 170 miles
40-ft 2.385 Approximately 170 miles

8.1.3.2 The WAVE
As previously mentioned, all daily WAVE assignments were modeled with BE cutaways and passenger vans. All total daily vehicle assignments in October 2019 were modeled (98 total daily vehicle assignments) at the vehicle level under both vehicle types using the same criteria of success as the fixed route service (20% SOC). Figure 8-10 presents results when modeled with cutaways, and passenger van results are shown in Figure 8-11.

Figure 8-10: SOC Distribution for Cutaways
Fails

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Figure 8-11: SOC Distribution for Vans
Figure 8-10 shows that 87% of the modeled vehicle assignments were successful, meaning that 85 of the 98 daily vehicle assignments completed in October 2019 could successfully be completed with a BE cutaway. Figure 8-11 shows an even higher success rate for BE vans, where 97% of daily vehicle assignments were successfully completed. Overall, this shows that the WAVE tends to complete lighterduty cycles, and the majority of WAVE service could be successfully completed with either BE option. The average fuel efficiency and maximum range at the modeled passenger loads for each vehicle type are shown in Table 8-6.

Table 8-6: Average Fuel Efficiency and Estimated Range for the WAVE Modeling Results Vehicle type Average fuel efficiency
(kWh/mi)
Maximum range at modeled
passenger loads
Cutaway 1.13 Approx. 85 miles
Van 0.87 Approx. 110 miles

8.1.3.3 Modeling Considerations for Manhattan Beach Blvd Service The service planning exercise in TSS 2 revealed an interest and demand for fixed-route service operating along Manhattan Beach Blvd Four different alternatives were assessed, and it was determined that Alternative 1 was the preferred alignment, with plans to launch the service during the summer months (mid-June through mid-August, when school is not in session) in FY25-26.

Fails

250
Figure 8-12: Proposed Manhattan Beach Blvd Service
Based on this preliminary, high-level schedule, Stantec explored considerations for the electrification of this service. The service plan calls for service every 30 minutes between 8AM and 8PM MondayThursday and 10AM-11PM Friday-Sunday, which translates to a maximum of 24 daily round trips, or 153.6 revenue miles per day. The following inputs were considered:
• Service will be operated using a 30-ft BEB 187.
• Service was modeled with an average passenger load of 70%. • An average fuel efficiency of 1.98 kWh/mi was applied to reflect urban driving conditions along Manhattan Beach Blvd
Based on these inputs, it was determined that a 30-ft BEB could travel 182 miles per charge under these operating conditions, or could complete a total of 29 round trips for the proposed Manhattan Beach Blvd Service. Even though this analysis did not directly consider deadheading, these results indicate that BCT can operate this service all day with one BEB on a single charge, inclusive of deadhead. This expected range is higher than the modeled range for Lines 102 and 109 due to higher average fuel efficiency and lack of topography challenges.

8.2 Preferred Fleet Composition and Fleet Optimization
This section outlines the development of preliminary fleet concepts. These fleet concepts were workshopped with BCT staff to understand tradeoffs and operational considerations between the fleet concepts to determine a preferred fleet concept. First, two fleet concepts were developed that would accommodate BCT’s current service. Following this, a third fleet concept was developed that accounts for expanded service under the service plan presented in TSS 2. The preliminary fleet concepts are discussed in detail below and summarized in Table 8-7.

Under all fleet concepts, different configurations of cutaways and passenger vans were evaluated for the WAVE service. Currently, BCT operates five cutaways and one van for the WAVE. To right-size the fleet 187 The addition of the Manhattan Beach Blvd. service does not increase the fleet size as it will be operating when school is not in session and thus can pull from that pool of available vehicles.

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and match vehicle size with demand, a combination of cutaways and vans was determined to be the optimal mix for the future WAVE fleet. It was also noted that it may be easier to hire operators for passenger vans, and that BE vans have a slightly lower purchase price compared to BE cutaways.

The fleet optimization analysis, and process from moving from preliminary fleet concepts to a preferred fleet concept, consisted of several steps. First, two preliminary fleet concepts were developed based on the modeling results and BCT’s current operations. These preliminary concepts took two different approaches to the ZEB transition, one that focuses on minimizing capital costs (Fleet Concept A) and a more conservative approach based on the modeling results that increase the fleet size (Fleet Concept B). • Fleet Concept A: does not grow the fleet size. This approach assumes a 1:1 replacement for fixed route vehicles will be sufficient given that the three vehicles that failed in the modeling did so by only a small margin. However, this will require reblocking to accommodate the range limitations of these vehicles, and the SOC of the vehicles will need to be very closely monitored over the course of the day. This fleet concept also attempts to minimize capital costs by transitioning away from cutaways and only procuring BE vans for the WAVE service. • Fleet Concept B: grows the fleet by four vehicles. The fixed route fleet increases by two 30-ft vehicles. Even with this increase, BCT will still need to split up the blocks from the three vehicles that failed according to the modeling; for instance, assigning the PM block from one of the failing vehicles to one of the new vehicles. Increasing the vehicle count will provide flexibility to the operations and could help mitigate range anxiety from operators.

This concept also maintains some cutaways for the WAVE service, splitting the WAVE fleet between three BE cutaways and five BE passenger vans. In addition, the total WAVE fleet also grew by two vehicles to account for the small portion of vehicle assignments that failed in the modeling.
• Fleet Concept C: Following these two preliminary fleet concepts, the recommended service plan presented in TSS 2 was incorporated into Fleet Concept A to understand the increased fleet needs to support the recommended service plan, including Manhattan Beach Blvd service, and enhanced service levels on lines 102 and 109 (Fleet Concept C).

Through this, it was determined that two additional 30-ft BEBs would be required to provide the increased service recommended in the service plan and to maintain a 20% spare ratio 188. The addition of the Manhattan Beach Blvd service does not increase the fleet size as it will be operating when school is not in session and thus can pull from that pool of available vehicles.

Following this, the preliminary fleet concepts were presented to BCT staff and workshopped to come to a preferred fleet concept. This resulting preferred fleet concept takes a slightly more conservative approach to operations compared to Fleet Concept C increasing the fleet size by one 30-ft BEB. This fleet increase is inclusive of fleet growth to operate the recommended service plan as well as to account for vehicles that were unsuccessful in the modeling. It was also determined that all fixed-route services and school trippers would transition to 30-ft BEBs and the WAVE would maintain a mix of cutaways and vans, with a higher percentage of vans in the fleet compared to the current composition. This is further detailed in the table below.
188 An estimated 12 vehicles will be in operation at peak service, requiring a total fleet size of 15 to maintain at least a 20% spare ratio.

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Table 8-7: Preliminary and Preferred Fleet Concepts
Fleet Concept
A
Fleet Concept
B
Fleet Concept
C
Preferred Fleet
Concept
30-ft (fixed route) 11 15 14 15
Cutaways (fixed
route) 2 0 0 0
40-ft (fixed route) 1 1 1 0
Cutaways (the
WAVE) 0 3 0 3
Passenger vans
(the WAVE) 6 5 6 5
TOTAL

VEHICLES IN
FLEET
20 24 21 23

8.3 Power Demand Model and Charging Profile
One key aspect of the ZEB transition planning is assessing the fueling or charging needs of BCT’s fleet to help inform the:
• Infrastructure and equipment right-sizing,
• Facility power needs, and
• Design constraints and opportunities.

Based on the ZEB modeling and service plan, Stantec tested different charging specifications and configurations to best approximate how BCT could optimally recharge its revenue fleet (both fixed-route and demand-response vehicles). Stantec used its depot emulation tool to simulate how, based on pull-out and pull-in schedules and different charger characteristics, BCT can recharge its fleet and the maximum power that would be needed.

The power demand and charging profile presented in Figure 8-13 includes the two additional fixed route vehicles proposed to accommodate the five-year service plan and includes charging requirements for both the fixed route and WAVE fleets. For representative modeling purposes, it was assumed that five WAVE vehicles were in service from 6am to 8:30pm, the full hours of operation of the service. The model also avoided charging between 4pm and 9pm to avoid peak hour charges from Southern California Edison (SCE) and to minimize costs.

Using the depot emulation tool, we estimated that based on the full implementation of the service plan by plan year five, if all vehicles in service are BEBs, BCT’s facility will require a maximum power capacity of

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~700 kW that would be seen during the overnight refueling window (Figure 8-13) 189. This information will be important for BCT to use as part of its planning work with SCE and during the service studies for charger installation; if the program is still active at the time that BCT begins to purchase BEBs 190.

Figure 8-13: BEB Charging Profile

8.4 Fleet Replacement Plan
Based on the preferred fleet composition, the proposed service plan, and BCT’s current fleet roster, Stantec developed a fleet replacement plan (Figure 8-14 and Table 8-8). This fleet replacement plan gradually phases out CNG buses as they ‘age’ out based on fleet replacement information from BCT and the FTA useful life benchmarks 191 and phases in ZEBs as per the ICT regulation and BCT’s needs. The fleet forecast in Table 8-8 also shows the phasing of infrastructure (chargers) and timing of battery replacement for the BEBs (battery replacements are not required for BE cutaways or vans as the useful lives of these vehicles are too short).

According to this plan, BCT is scheduled to procure its first BEB in 2029 and will achieve a fully ZE fleet by 2040. The fleet replacement plan informs the ICT ZEB Rollout Plan Section D and also informs BCT’s capital plans (Section 11.2).
189 The charging profile includes both fixed-route vehicles (charged with 120 kW dual-dispenser chargers) and demand-response vehicles (charged with 60 kW dual-dispenser chargers). 190 Program funding is currently set to expire in 2024 but SCE has indicated the program may be extended, but further details are not currently available.
191 https://www.transit.dot.gov/TAM/ULBcheatsheet
0 2
4 6
8 10
12 14
16 18
20 0
100
200
300
400
500
600
700
800
12:00 AM
1:30 AM3:00 AM4:30 AM6:00 AM7:30 AM9:00 AM
10:30 AM12:00 PM
1:30 PM3:00 PM4:30 PM6:00 PM7:30 PM9:00 PM
10:30 PM12:00 AM
1:30 AM3:00 AM4:30 AM6:00 AM7:30 AM9:00 AM
10:30 AM12:00 PM
1:30 PM3:00 PM4:30 PM6:00 PM7:30 PM9:00 PM
10:30 PM
Number of Active Vehicles
Power (kw)
Charging Profile
Max Power Vehicles in Service

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Figure 8-14: BCT Fleet Composition Through 2040 by Vehicle Type and Technology 0 5
10 15
20 25
Fleet Composition, 2023-2040
CNG Bus CNG Cutaway CNG Van BEB Bus BEB Cutaway BEB Van

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Table 8-8: 2023-2040 Fleet Forecast
Fleet Forecast 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 CNG Buses
New - - 1 3 - - - - - - - - - - - - - - -
Added - - - - - 2 - - - - - - - - - - - - -
Retire - - (1) (3) - - - - - - - - (8) - - (1) (4) - (1) Total CNG Buses 12 12 12 12 12 14 14 14 14 14 14 14 6 6 6 5 1 1 - BE Buses
New - - - - - - - 1 - - - - 8 - - 1 4 - 1
Added - - - - - - - - - - - - - - - - - - -
Retire - - - - - - - - - - - - - - - - - - -
Battery Replacements 1 8
Total BE Buses - - - - - - - - - - - - - 1 - - - - 8
CNG
Cutaways
New - - - - - - - - - - - - - - - - - - -
Added - - - - - - - - - - - - - - - - - - -
Retire - - - - - - (4) (3) - - - - - - - - - -
Total CNG Cutaways 7 7 7 7 7 7 7 3 - - - - - - - - - - - BE Cutaways
New - - - - - - - - 3 - - - - - - - - 3 -
Added - - - - - - - - - - - - - - - - - - -
Retire - - - - - - - - - - - - - - - - - (3) -
Total BE Cutaways - - - - - - - - 3 3 3 3 3 3 3 3 3 3 3 CNG Vans
New - - - - - - 1 - - - - - - - - - - - -
Added - - - - - - - - - - - - - - - - - - -
Retire - - - - - - (1) - - - - - - - - (1) - - -
Total CNG Vans 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 - - - -
BE Vans
New - - - - - - - 3 - - - - - - - 1 4 - -
Added - - - - - - - 1 - - - - - - - - - - -
Retire - - - - - - - - - - - - - - - - (4) - -
Total BE Vans - - - - - - - 3 - - - - - - - 1 4 - -
Total ZEB
Vehicles Total 0 0 0 0 0 0 0 5 8 8 8 8 16 16 16 18 22 22 23 Total ZEB in
Fleet %
%
ZEB 0% 0% 0% 0% 0% 0% 0% 22% 35% 35% 35% 35% 70% 70% 70% 78% 9% 9% 100%

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Fleet Forecast 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 BCT ZEB % of
Purchases 192
%
ZEB 0% N/A 0% 0% N/A 0% 0% 100% 100% N/A N/A N/A 100% N/A N/A 100% 100% 100% 100% ICT Purchase
Requirement
%
ZEB 0% 0% 0% 0% 25% 25% 25% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Total ZEB 0 0 0 0 0 0 0 5 8 8 8 8 16 16 16 18 22 22 23
Total Non-ZEB 20 20 20 20 20 22 22 18 15 15 15 15 7 7 7 5 1 1 0 Total Fleet 20 20 20 20 20 22 22 23 23 23 23 23 23 23 23 23 23 23 23 Infrastructure Phasing
Cumulative
Dispensers 193 8 16 24
192 N/A = no purchases made that year.
193 All the major electrical equipment, modifications, utility upgrades, and conduit should be incorporated during the construction of the new facility in FY2028 so that the physical installation of the chargers and dispensers can be a simple connection to the already installed infrastructure. Each charger can be connected eight to six months before new electric vehicles arrival.

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8.5 Other Transition Considerations
In addition to the procurement and deployment of ZEB, there are substantial operational changes that come with the implementation of this technology. As operations adjust to new processes to charge, maintain, and operate BEBs, assistive technologies are required to manage and deploy vehicles. This section provides insight into best practices and market availability resources as well as the implications to disadvantaged communities and greenhouse gas emissions. Facility improvements and modifications required to support the ZEB transition are discussed in Section 9.1.2.

8.5.1 Operational and Planning Considerations
This section provides guidance and strategies for various operational and planning requirements when implementing BEBs.

8.5.1.1 Planning, Scheduling, and Runcutting
Key considerations for BEB planning and scheduling include the fact that the useable energy of the battery is 80% of the nameplate capacity. In other words, while BCT may purchase buses that have a 450-kWh battery, for instance, operationally the agency should plan for 80% of that capacity or ~360 kWh. This fact, together with the modeling conducted by the Stantec team in this study, will help guide the deployment and charging parameters for BEBs in BCT’s operations scheduling.

Developing a ‘cheat sheet’ like the depot planning tool from Siemens below (Figure 8-15) that tracks the requirements for SOC, energy (kWh), estimated and planned mileages, and fuel economy (kWh per mile) will be important for planning and dispatching.

258
Figure 8-15: Example Depot Planning Tool to Understand Scheduling and Operations of BEBs (Source: Siemens).

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Non-revenue tests during vehicle commissioning should be conducted in different parts of BCT’s service area to ascertain actual range and fuel economy across longer routes, routes with topography variations, and simulated passenger loads and HVAC testing. Regarding HVAC testing, it is important to keep in mind that energy consumption varies with seasonality 194.

Training for the scheduling and planning team will be needed so that they understand the importance of scheduling BEBs to the correct blocks. Training will also likely be needed in collaboration with BCT’s scheduling software provider to account for combined BEB and CNG operations, and finally an entirely BEB operation.

In the long term, it is also important to consider battery capacity degradation, as most BEB battery warranties specify that the expected end-of-life capacity is 70% to 80% of the original capacity over six to twelve years 195. With an estimated 2% battery degradation per year, BCT will also need to take into consideration the need to rotate buses so that older buses are assigned shorter blocks, while newer BEBs are assigned the longest blocks. Transit agencies can improve battery outcomes through efforts like avoiding full charging and discharging events, avoiding extreme temperature exposure, and performing regular maintenance on auxiliary systems that consume energy. Despite relatively consistent year-round temperatures in the South Bay, BCT will still need to carefully monitor battery health and degradation levels.

Developing specific performance measures, goals, and objectives for BEB deployment can also help to track BEB progress and understand if adjustments to the BEB deployment strategy will be required.

8.5.1.2 Operator Needs
As BEBs have different components and controls than conventional ICE buses, BEB bus performance also differs. Training is important so that operators understand how to maximize BEB efficiency— mastering regenerative braking and handling during slick conditions—and have practice on how to do so prior to ZEB deployment for revenue service. Operations staff need to also be briefed on the expected range and limitations of BEBs (such as variability in energy consumption from HVAC under different weather conditions) as well as expected recharging times and procedures 196.

To operate effectively, BEB operators need new skills such as understanding battery SOC, remaining operating time, estimated range, and other system notifications as well as becoming familiar with the dashboard controls and warning signals. Procedures need to be prepared and understood by the operators so they can take the correct actions when a warning signal appears.

It is well known that driving habits have a significant effect on BEB energy consumption and overall performance and range (i.e., fuel economy can vary significantly between operators). As indicated above, operators must become knowledgeable on the principles of regenerative braking, mechanical braking, hill holding, and rollback. The training for BEBs needs to include optimal driving habits such as the recommended levels of acceleration and deceleration to maximize fuel efficiency. Another option is to implement a positive incentive program that encourages operators to practice optimal driving habits for BEBs through rewards, certificates, or other incentives. The AVTA in Lancaster, California, an early adopter of BEBs, has a program of friendly competition between operators, where, for instance, an operator with the best average monthly fuel economy (the lowest kWh per mi) gets one month of a preferred parking spot in the employee lot.
194 While the ZEBDecide considers HVAC and heating use, it will still be important to track performance and energy consumption and how it varies with seasonality.
195 National Academies of Sciences, Engineering, and Medicine 2020. Guidebook for Deploying Zero-Emission Transit Buses. Washington, DC: The National Academies Press. https://doi.org/10.17226/25842. 196 For more information related to workforce training and preparing operators for BEBs, please refer to Section 2.6.3, Workforce Considerations.