Montebello City Council
June 28, 2023

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-24
Are there any places that MBL should go that it does not go today? none that are necessary, most work in a convenient way
On Wadhington Blvd on Sundays. Public can not get to Church or hospital or events on Sunday.

Pasadena, Metro green line
Perhaps surveying the needs in our most underserved neighborhoods to learn if expanded service there may be helpful.

Pick up to DTLA near the 60
Route 30 should be extended 1 mile north to the South Pasadena Metro Station instead of ending on Huntington. This would greatly improve regional connectivity. (Metro 176 used to provide service between Alhambra and Gold Line but was canceled this year.) Santa Monica Long Beach Brea El Monte Pomona
Stop infront of shops
To big Fast Food Plazas
To east los Angeles where I reside
To expand for service improvements plan in the future proposed changes.

Unincorporated West Whittier-Los Nietos, Downey, El Monte Station, Whittier Narrows Recreation Area, Rio Hondo College
Whittier Depot
Yellowstone national park

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-25
Other Comments or Suggestions
Do you have any other comments or suggestions for improving MBL service? Add more buses
Add more routes
Add other routes
Adjust the time frequency of busses around school.

At this time the service is bad. No buses show i the mornings. Sometime y passes ever hour and full. The administteccion and managers are the worts in this year. Terrible services Be more clean! And make it to the stops on the schedule Better frequency on some existing routes
Better than Metro busses
Bus are always pretty clean. Appreciate the bus receive updates pretty often.

Buses need to be on time & some drivers need to have a better attitude!!! Can't metro provide late night service on whither blvd
Change of station environment
Customer service
Digital display inside the bus of the route the it is traveling Do away with the lesser times for the 70 bus and the 30 bus. All bus stops should have the same frequency as any other bus during the week and the weekends.

Don’t put a train on Washington.

Drivers should park as close the crib as possible for the elderly and the disabled.

Electric buses
Expand bus routes
Extended route
Fix the bike holder it gets stuck
have better timing
Hire more drivers
I get out of work at 5pm Monday-Friday and I wait for the 90 on Spring & 1st St. in Downtown Los Angeles. There needs to be a bus that comes between 5-5:30pm. Having to wait until 5:50 is very inconvenient. Before the schedule change a few months back, there was a 5:17 bus, which was very convenient for me and the other riders. Most people get out of work at 5pm, so this almost hour wait makes absolutely no sense. Please change back.

I love taking the MBL it is 100 times better then the regular metro! I personally wish all the buses would pass more frequently because many students have to take the transit and if we miss a bus it can take 20-40 for the next to pass. :(

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-26
Do you have any other comments or suggestions for improving MBL service? I would like to improve with the new service expansion of the destination to Pasadena which is the last stop service of Lake Ave Station & I-210 Fwy on MBL Local 30 instead of Huntington Dr & Story Place last stop services. Please expand MBL 30 (South Gate - Pasadena) on the proposed service change plan. I would like to see other new service expansion of the Cal State LA Transit Center as well.

I would like to see more frequency with the 70 bus. Often times I spend more time waiting for the 70 bus than my actual time riding it. Its so frustrating when I have to wait up to 50 minutes for the bus when Im 2 miles away from home and there is no other route or bus to choose from.

I would say sometimes the buses can be dirty, so I would recommend taking time to clean up a bit. I recently went on the bus and it smelled like urine. Overall I think my expierences on the bus has been good.

It speaks highly of MBL that community needs assessments are being undertaken to learn how to better serve.

Keep the station clean
Last time i went to downtown LA there was no montebello bus line sign for my stop on 5th/Grand so i almost missed the bus because i had to ask around if the bus still stoped there hopefully thats fixed already and also if you cant have paper maps again on the bus can there be just one map on the bus that shows that specific buses stops and times it may be helpful for people Last week I tried to use the bus to go to church but I didn’t know that line 50 does not work on Sundays.

Maybe if you guys could work it a few hours on Sundays that would be appreciated. I’ve seen people walking from the Walmart to greenwood because the line doesn’t run that day.

Light at bus stops. Last night several stops were black. This is a major safety issue. Not sure if this is the city's responsibility.

Line 70 Serves about 4 schools, please make more frequent service to this line.

Maintenance of station environment
Make it more possible for buses to arrive on scheduled time. The wait is sometimes 45 minutes before the next bus comes where the wait should be no more than 10 minutes.

Make Transportation free for students and elderly citizens More advertising
More bus timetable
More buses
More buses that service route 30 and 50, those run almost every hour More freeway express service in Pico Rivera & Whittier, more limited-stop service like the Thursday 10, peak hour bus Montebello - Whittier, 3 space bike racks, No, the service is exceptional.

No...They do a great job!
on-time buses would help improve reliability

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-27
Do you have any other comments or suggestions for improving MBL service? Please add more protected stops. The one on Beverly and 19th has no cover for transit riders from the elements. More of that is needed
Please consider extending the short line Route 20 trips from San Gabriel/ Garvey 1 mile north to San Gabriel & Valley. This would allow for easier transfers to the Metro 76 and provide an amazing northsouth connection between north and south Rosemead. The 10 freeway divides the community and Route 20 is the only bus that crosses the 10 freeway for 3 miles (between Garfield & Rosemead Bl). Valley Bl also has a lot more businesses and shopping destinations.

Providing hand sanitizer, extra masks for passengers
Que tengas paradas del autobús con asientos y sombra, y que los drivers se acerquen más a la acera la Salida trasera para los adultos cuando salgan con más seguridad.

Run all lines seven days a week please
Safety is important we need to have extra personnel on board Seatbelts and comfy chairs
Should me more empathetic and wait for those who are obviously running to catch the bus instead of shutting the door once they arrive and taking off, especially for elders.

The Draivers exelente
The ticket price should be lower
They need more bus Operators, security or police officers on the bus for safety, announcements on the bus enforcing the federal mask mandate.

To make it free especially for students and have increased ventilation. I do love the Mask Mandate to make public transit free for everyone especially the young and carless.

To make Transportation Free especially for students and the elderly.

Todos bien,solo el horario se tarda mucho en pasar
Try getting busses out a bit faster but over all that's all.

Wifi on board. Coach seats. Online tracking of vehicles.

Wouldn't it be great to have a real-time message board on each stop or an app that provides up-to-theminute details on bus status for each station? Zero emission bus fleet and more limited stop service

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-28
Phase II Online Survey
New Places to Serve
Are there any specific new places that should be served? No
Better access into DTLA
I highly recommend extending an existing or proposed new line to connect with OCTA down in the La Habra area. I know Montebello will never go further into OC however extending service from Whittwood Town Center to La Habra by a couple of miles would definitely help.

Pasadena, California
How about union station, regional connector, Pasadena (downtown) , Arcadia I don’t know
So for not at this time, but if I have any potential idea for new places that should be served, where can I contact you about it?
None
Commerce casino and the citadel, also dodger stadium during game season Santa Fe Springs
Norwalk and train station
Buena Park Metrolink Station, LA Live/Crypto com Arena, La Mirada kn the morning.

Expand to Orange County via Lambert Rd, terminating in La Habra Extend line 30 (southbound) to Norwalk C (Green) Line Station. Have at least one line head to El Monte Bus Station for better connecting service.

So far I like the overall improvements other than the reduction on the 10 line.

More service to Whittier!
Commerce Metrolink
union station in downtown la
Extend Line 30 south to Lakewood Bl C Line Station via Imperial and Garfield or extend Line 30 to Norwalk C Line Station via Garfield, Stewart & Gray, Woodruff, & Imperial. There isn't a bus service in Stewart & Gray, so adding service in the corridor will benefit riders within the area. Extend Line 50 south to Buena Park Metrolink Station providing connections with Metrolink, Metro Line 460, and OCTA services. Extend select Line 40 trips to Rio Hondo College via Workman Mill providing better connections with the College.

A service to Rio Hondo college - highlight how you make higher education accessible. This can be a campaign.

CalState LA and Downey

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-29
Are there any specific new places that should be served? Pomona Wilshire Western Station
Please don't take away the Woodford St bus stops. There could be a separate rosemead line that goes to the Montebello mall
I would like to get to Rio Hondo College for school without having to transfer Union Station Dodgers Stadium Staples Center Santa Anita Mall Connection to Gold Line Station
Dale and Malvern transit station and Amerige Heights Mall in Fullerton.

USC Medical Center should be served by Montebello Bus Lines. not for me
Little Tokyo by the JANM/MOCA in Little Tokyo and Union Station Service Despite the Gold Line(L) being Crippled due to Extension to the Blue(A) and Expo(E) to the old Gold Line(L) east side portion Downey and Bell
Maybe 20 go back to Pasadena maybe end 20 at Pcc for help student go to Pcc and Make 40 to Rio Hondo College help student take and go to Rio hondo easy and is okay make 70 evert half hours and sent any bus for peak hours for student go to MHS and any high school student make student go to school and go home easy not long time Iike 60 and 70 go same place but make it more better for student and any people take 60 and 70 and 40 and 20 and 10 and 50 too and 30 I like Idea 30 go to south Pasadena but let make 30 go every 20 minutes or half hours on weekdays and 30 minutes for weekend rest line keep as is

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-30
Other Service Improvements
Are there any other service improvements that are needed? The all bus lines run more often.

Drivers need to be less rude
Frequency improvements on both the 20 and 30. Background data indicates incredible productivity for both lines - despite the terrible frequencys / service currently provided. Push those frequencys way up and the ridership will come. The data shows this and it's a no brainer. File the paperwork to get the funding from LA Metro, its a clearcut winner.

We need this bus line
Bus drivers are rude. Bus should not be taking breaks in the early start of the morning shift.

Express lines should be set for better times, not less.

More frequent North South Service in the SGV. Pre-Covid, half of the 20 trips ended at Garvey. It should end at Valley Blvd instead. The 10 freeway is a major barrier bisecting Monterey park, Alhambra, Rosemead and San Gabriel and there needs to be frequent service connecting the frequent east-west Metro buses along Valley and Garvey.

Overall, Montebello Bus Lines does a well done job on transit services however I would like to see new extensions to connect with OCBus in La Habra for better connections.

Better reliable service is needed, and safety on buses.

Express busses, bus only Lanes, better shade and seating, and real time bus service updates I think service was cut some years ago, will there be an effort to restore it? I think most lines were more frequent back then, but one good thing more recently was that it looks like line 20 now goes all the way on weekends too. I didn't understand the question above about Express/Limited stop service. I don't think Express service is very useful (thus the reason for the score I gave), but I do believe that if Metro Rapid type service is being considered, that would be very good, even though Metro has all but eliminated theirs now. The key is to make them fast, frequent, and consistent, and only where necessary. Metro expanded theirs too fast on low ridership routes. I think Montebello Line 10 is ready for a rapid. I don't know how useful it was to have it on Thursdays only with a hard to access schedule, so it should be more consistent and better publicized, unlike before.

Lloestoy muy agradesida conustedes pues measen llegar a mitrabajo amis hijos ala es cuela N/A
consider adding service in the evening/nighttime until 12am possibly on lines 10, 20, 30, 40, 50. line 70 should possibly end service at 11pm. For line 20 when pandemic ends, end service at San Gabriel/Garvey at all times and add selected trips to San Gabriel/Las Tunas on weekends/holidays so that there can be more direct routing between Las Tunas and Garvey during weekends as well as connections to Metro line 76 on Valley. another option for line 20 on weekends is that end service at San Gabriel/Las Tunas at all trips/times if selected trips doesn't work out.

Sunday service on line 50
Make sure that people with symptoms of covid don't ride Later service on lines 10, & 20 Later service on line 40(Westbound)

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-31
Are there any other service improvements that are needed? Later service on 10
Increased Frequency on Lines 20, 30, and 50
Please don't let the Montebello 50 discountinue
If possible, WiFi
Have an articulated bus service for line 10.

None that I am aware of.

Service line 10 till 11pm on all of route
increase frequency on line 90,30 and 70
Add a Sunday service and operate most Line 50 trips from end to end as well as later evening service and restoration of Sunday Services for the first time since 1998.

Shade structures or even better tress at bus stops for shade.

Improve the frequency on Line 50. Would it be possible for the Line to run every 30 minutes during peak hours/
No
Keep line 60 up/down passons
Line 10 ELAC/Whittwood stops their service too early. Can you add at least 2 more buses after 9pm.

Please make sure all the TAP machines are working correctly. I've had the experience of buying a Day Pass and the machine still took money out of my card. In other instances the machine indicates I have no money on the card on one trip but the next trip the TAP Card will work just fine.

Additional times for the 90 and add more weekend morning and evening. Begin from current Whittier City stop (Beverly and workman mill rd) Also, more areas where bus lines meet/connect to be able to easily transfer from one line to another line to get to destination.

The school, supermarkets, or malls are high demand for bus service and please consider those locations when planning the routes. Thank you!
Better air conditioning
Long beach transit requires passengers using personal devices use accessories so noise doesn't disturb other passengers or the driver. It's a safety hazard. Also, why is the 40 ALWAYS late leaving from city hall montebello to dtla? Even at 11:01am weekday. There's no traffic. Consistently and extremely late departures.

There should be rapid bus route along 40 for faster service. better communication with riders when there are service interruptions.

Consistency Buses do not show up due to there not being enough drivers Frequency during off peak Hours
The Montebello bus tracker online has issues with the user interface. The bus tracker is not very mobile friendly, which one would expect it to be since people are usually checking the bus tracker while on their phones. The line 20 wait times have also been long.

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-32
Are there any other service improvements that are needed? I like the service the way it currently is. However, I am not 100% dependent on the bus and understand certain lines may not generate revenue to continue as is. Line 20 is most important to me and appears to not be affected by the proposed changes.

Make 20 go to every 20 minute and make line 10 and 40 and 50 go every 10 minutes and and make 50 go half hours on Saturday and same go with 40 and 20 too on weekend and 20 go to 20 minute on weekend and make 30 go half hours too and 60 and 70 take weekends off Keep as Monday to Friday Better bus stop sign with the route number and the destination on it like that old bus stop signs helps a lot especially in downtown la

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-33
Proposed Changes in Montebello – Pico Rivera
Do you have any comments or questions about the proposed changes in the Montebello / Pico Rivera area?
Terminate Line 50 at the Metrolink Station with new Line 55 Splitting the 50 makes sense but I question cutting off the leg to La Mirada.

Don’t do it please
We need the 10 bus to stay the same thank you
There is nothing wrong with existing route.

No changes should be made as the 50 line already is a complex line. Leave as is!!!!!! I need that change to go to my job place, thank you
No
I strongly oppose splitting 50 into 2 routes. This forces a needless transfer in an already long commute. If the route must be split, it should be split at the future gold line station at citadel outlets when it opens in 2030. The Metrolink station is a terrible place to force people to transfer. Please don’t torture your riders like that. I do however agree with combining 60 and 70 and linking the Montebello mall with Rosemead Bl
Greenwood and Washington is not a nice place to transfer. This proposal will force me to take transfer twice, from 2 buses, 55 to 50, then to another metro train. I don't understand the need to split a perfectly good line.

I live in uptown Whittier and use Line 50 to visit a friend in South Whittier. Now, with this proposal, I won't be able to use Line 50 to go south on Painter Ave, then left onto Mulberry Dr (East), stopping at Gunn Ave. Practically all of South Whittier, off of Mulberry Dr, will be inaccessible! Which main Line will use that route now? NONE!!?? "IF IT'S NOT BROKEN, DON'T FIX IT!!!" Would line 30, or any line, run more frequently
Split the 50 and make the 55 serve La Mirada
Will bus pass more regularly?
Line 50 helps a lot of citizens get from Downtown LA to La Mirada, you are completely leaving no transportation choices out. Having to go from taking 1 bus to 3-4 buses? Not great for anyone.

Line 10- Keep existing route. Line 20- Extend South end trips to provide service to Slauson in Pico Rivera. Line 30- Extend North trip to Gold line. Line 40- Extend to Uptown Whittier. Line 50- Keep existing route to La Mirada, but remove Grande Vista/Olympic/Soto turns & finish route at LA Trade Tech.

Line 60/70- Combine the two routes, & have this route end at Cal State LA. If possible provide service to Olympic in Montebello.
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How long would it take for the 60/70 bus take to make the rounds and how many buses would be on the line. Students depend on the bus lines to and from school I feel like it’s going to mess up everyone work schedule who take the bus everyday since the don’t drive or kicking back on gas. This new route it’s gonna mess everything up.

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-34
Do you have any comments or questions about the proposed changes in the Montebello / Pico Rivera area?
How about combining 50 and 55 services to make a larger line ? If not how would transfers work ? Hola tengo dies años grasias a ustedes y estas rutas llegando a mitrabajo uso 10 30 50 el canbio ami si me perjudica
So, there will be no more service to La Mirada?
I don’t like any proposed changes
Line 90 should keep the same including serving the L line (gold) station and Beverly Bl. If 60/70 merged together, line 70 should keep the loop on Mines, Montebello, Washington, and maple via vail and also retain Rosemead(between Beverly Rd and Whittier), Dufree(N/B segment between Gallatin&Beverly Rd), Woodford-San Gabriel River Pkwy(S/B segment only between Gallatin and Beverly Rd/Dufree). I'm really not sure that line 50 and 55 be split together in Montebello.

I find it very crucial for line 50 to be removed from La Mirada. As a young adult it was not so long ago when my mother and I used this line to transport us to La Mirada for educational, medical, and social reasons. Currently I know family and friends who use this route for the same reason. I think they will be negatively affected.

The lines 50 is that one that take me to work and it’s take a lot of student to uptown Whittier. From student from cal high to Whittier adult school. The proposed line 55 would make students and myself included to walk more and it’s a danger zone where there accidents. Including when crossing the street to east whittier.

The 55 should go to Washington and make a right on telegraph and have a stop at the com.ercer casino and the citadel then right onto Atlantic Ave. Right on Goodrich right on Olympic right on Garfield left on to flotilla to the metro link station and up towards the city of whittier. The 70 should go towards the Walmart in Monterey park. The 50 would bring more customers if it went down washington right on Atlantic left on Olympic and left on Soto towards LA trade tech.

Line 50 shouldn't be cut in half and service could end near Downtown whitter or near the Quad at whitter Line 60: should extend to Rio Hondo college Line 70: keep connection with line 50 at Washington Line 90: discontinue line and have line 40 select trips serve Taylor ranch Keep the same routing for Line 50 to LA Mirada
Line 40 and 90 run well. Please do not change what works well. don’t change the bus routes, a lot of people need the 10.

It will be good for people who live over and catch the bus Extension of existing line 50 to Buena Park Metrolink Station (Connects to OCTA and Metro Line 460 to Disneyland, which can increase ridership), keep line 10 as is, no splitting of line 50, and no extension of Line 10 to CSULA. (City of Commerce Transit already has a bus that runs to CSULA and connects to Line 10 at Commerce Center.)
The new proposed routes would mess up my work commute because currently, I only walk a short distance to the stop and then take one bus. If the new routes get approved, I would have to walk a longer distance and take more buses.

Please don't take off Montebello 50 I take the 50 Montebello to DTLA civic center and return home to Whittier off of Colima rd

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-35
Do you have any comments or questions about the proposed changes in the Montebello / Pico Rivera area?
Make line 55 have the same routing as line 50 and keep line 10 head to Whittwood Mall. you can connect the line 50 & 55 at the Metrolink Station. Keep that location as a starting point and connecting point with MTA lines, MBL line 70, The MetroLink and both MBL liones 50 & 55 Some night service needed line 10
This would deprive Whittier of a direct bus connection to DTLA. Also, Whittier should be included as a stakeholder.

I'd prefer for the 50 to connect at the Metrolink station and not head towards the 20. Line 90 changes are an improvement.

The bus stop at Woodford and Sandoval in Pico Rivera is mostly empty. Seems not too necessary.

Changing routes will be an inconvenience to people in the community who have already been accustomed to the routes especially elderly people also it may impact the people who have jobs to get to and already have their arranged times because they consider the bus times and the distance of the bus stop
is it possible to run lines 50, 55, and 70 on saturday and sunday?

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-36
Proposed Changes in West San Gabriel Valley
Do you have any comments or questions about the proposed changes in the West San Gabriel Valley?
That the 30 line runs every 20 minutes.
*Line 30 desperately needs the connection to the Gold Line - preferably at South Pasadena. The data presented indicates the productivity of this line is great, but the service hours allocated are terrible. The demographic data along this line indicates there is a ton of untapped demand - we should have no less than 30 minute frequencys during the day and 15 minutes during rush hours. Use this review to get the funding from LA Metro. *Line 10 going to CSULA is a no brainer. This is a commuter campus that is well known for being a great spot for first generation college students - the students of a demographic that would commute in from Montebello and East LA.

Don’t do it please
We need the 10 bus to stay the same thank you
There is nothing wrong with existing route.

No
I strongly support extending Line 30 to South Pasadena Station but line 30 NEEDS to run more frequently, at least every 30 min instead of 60-75 min. I support this change because metro 176 was recently discontinued as part of NextGen which provided a crucial link from gold line to downtown Alhambra. Garfield Ave in Alhambra also has many clinics and doctors offices that are frequented by seniors that would benefit from the increase in frequency. I was also consider extending Line 20 one mile east to Las Tunas / Rosemead to connect with 266 and to many businesses and shopping centers in that area.

Line 30 would be a duplicate of Metro’s Line 258 to S. Pasadena L Line Station. So I don’t feel the extension is necessary. Line 10 to CSULA sounds great. I’m totally for the extension.

Great for students.

Line 10- Keep existing route. Line 20- Extend South end trips to provide service to Slauson in Pico Rivera. Line 30- Extend North trip to Gold line. Line 40- Extend to Uptown Whittier. Line 50- Keep existing route to La Mirada, but remove Grande Vista/Olympic/Soto turns & finish route at LA Trade Tech.

Line 60/70- Combine the two routes, & have this route end at Cal State LA. If possible provide service to Olympic in Montebello.
nnnnnnnnnn
Long route
That's such a good idea! Thanks!
No I don’t have no questions
I strongly support the line 10 proposal to CSULA via Floral and Eastern with the bus stop inside ELAC Transit Center eastbound only and Floral/Atlantic bus stop westbound only. For Line 30 possibly consider modifying the route to run on Mission/Garfield between Fair Oaks and Huntington in order to replace the former Metro Line 176. If not, maintain service on Huntington/Fair Oaks.

None

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-37
Do you have any comments or questions about the proposed changes in the West San Gabriel Valley?
I believe that expanding the line 10 could be a great advantage to student wanting to go to cal state la Keep service as is on line 10 because service to CSU-LA is served by commerce Transit 200, El sol ElAC/City Terrace route, and Monterey Park spirt 5 line 30: should extend to Sierra Madre villa L station instead to have more service into pasadena
Extend line 20 Northbound to Sierra Madre Villa L Line (Gold) Station So one question. Is it really going to stop just short of the gold line on the north end? More busses covering this route.

Line 30 Extension is needed, as well as improved frequency. Line 10 should not be extended, since City of Commerce Transit already serves CSULA, and connects to Pine 10 Strongly support Line 30 extension to So Pasa Stati6
No me parece perfecto
Have line 20 head to Sierra Madre Villa L Line (Gold) Station Will the 10 connect with the J-Silver Line/Silver Streak/Metrolink station at CSULA? I currently attend Cal State LA so this would be a great help for me and a more affordable option.

The bus terminal at Cal State LA is too small for all the buses that already head over to Cal State LA. will need to check there is enough space for all buses that pass through or Lay Over at this location This part makes sense
Good rail connection that should be enhanced by frequent north-south service by Montebello on Garfield. how frequent will new line 10 run on saturdays and sundays? Long overdue on Line 30 extension to South Pasadena.

No
Please don’t do it thank you
The only changes I would make would be to lines 20 and 30, with 30 extending service to Rosecrans Avenue with service on Rosecrans Paramount and Alondra for service to Long Beach Transit 21 and 23, for 20 it will run on Telegraph Paramount and Gallatin School House for service on Downey Avenue up to Gardendale Street and then serves Gardendale Lakewood and Imperial for service to Long Beach Transit 22, for line 20 Northbound service it would extend to Westfield Santa Anita for service to Foothill Transit 187
Yes that connection is necessary
i live in Whittier I'm a frequent rider of Line 10.I strongly believe that Line 10 ELAC/Whittwood Mall must remain the same at all costs because at night the bus service is very limited and to have to transfer over to the proposed line 55 to continue to get home would leave people Confused, Stranded, and Susceptible to becoming Victims of Crime. Uptown Whittier and Whittwood Mall are 4 to 4.5 miles apart and it doesn't make any sense to change how Line 10 runs ever
Can 30 also add the stop for ELAC and Atlantic stations? It won’t takes more than 10 minutes but help a lot of student/ workers who can’t drive. Thank you!

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-38
Do you have any comments or questions about the proposed changes in the West San Gabriel Valley?
I think this change would be helpful because students who live in Montebello can get to Cal State LA more easily without having to transfer buses. This would also benefit South Pasadena Residents as well because it will go the the Gold Line Station.

The 10 will help me straight to Union Station without Local Stops on the 106 and the Crippled Gold Line (L) to Little Tokyo and Union Station I can Easily go CSULA to take the Silver Line (J) to Union Station without relying on the Unreliable Slow Gold Line Shuttle that takes 40 Minutes wait times since they run 1 bus per side not frequently so the gold line takes longer since the dwell time is slower than the Gold Line (L) old service so i can use the 10 and transfer to the rapid Silver Line(J) to Union Station fast For line 20 (Northbound), please extend it to Sierra Madre Villa L Line (Gold) Station For line 30 (Southbound), please extend it to Norwalk C line (Green) Station.

Have Montebello 30 reroute through Garfield and mission like former la metro 176 routing I support the extension to CSU-LA, but would this also include addition buses added to the Line 10 to keep the same wait time?

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | A-39
Proposed Changes in Whittier – La Mirada
Do you have any comments or questions about the proposed changes in the Whittier / La Mirada area?
Keep service going all the way to La Mirada on Line 55. Keep Line 10 service to Whittwood Town Center Okay proposal. Feels like the Whittier / La Mirada connection would be more useful if the frequencys were better. With it gone, that straight forward connection from a trip generators (Uptown Whittier + PIH Hospital) is severed. It's disappointing that line 40 still will end 10 minutes short of Uptown Whittier. It seems crazy that such a heavy line would stop short of trip generators (Uptown Whitter + PIH Hospital).

Don’t do it please we have work and school
We need the 10 bus to stay the same thank you
There is nothing wrong with existing route.

No
Line 40 should go to Uptown Whittier.

I think the existing Line 10 or proposed Line 55 should be routed to Beach & La Habra to connect with OCTA services. Better connections would definitely bring more riders on aboard and increase efficiency.

I am not all for this new proposal if their are no new connections to other transit systems in the works.

Whittier needs more transit. These changes reduce service and extend travel times by requiring transfers on frequently used routes.

Please keep direct service from Whittier to La Mirada. Especially service to Biola University. Please!! Why would I want to take 3 buses to get to center of downtown? Please leave line 50 how it is. Please! Line 10- Keep existing route. Line 20- Extend South end trips to provide service to Slauson in Pico Rivera. Line 30- Extend North trip to Gold line. Line 40- Extend to Uptown Whittier. Line 50- Keep existing route to La Mirada, but remove Grande Vista/Olympic/Soto turns & finish route at LA Trade Tech.

Line 60/70- Combine the two routes, & have this route end at Cal State LA. If possible provide service to Olympic in Montebello.

No
I am okay with bus 10 and bus 55 , but I would like for continued service to La Mirada, at least to Biola or La Mirada Park. Maybe make bus 10 replace la mirada service.

Las rutas que mensionas noson res ponsables puede que pase puede qunopase y llegaria tarde a mitrabajo
No
Line 10 should keep ending at Whitwood town Center daily instead of transferring buses. Also, please keep line 55 service to La Mirada because there is no direct routing between Whittier and La Mirada via Painter, Mulberry, La Mirada in order for people to travel between these two cities.

How are people to get to Rosecrans& Lamirada Blvd. They will have to pay more money using Norwalk Transit, Line 50 nice going to Rosecrans

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Do you have any comments or questions about the proposed changes in the Whittier / La Mirada area?
I believe the la Miranda should be cut off yet from cal high shouldn’t be cut off. I take the line 50 on mulberry and gunn. The line 55 would make me walk and students that take the bus would have to walk even more and it’s in dangerous street that I have witness accidents when walking to take the 10 in east whittier middle school.

I think it's really about time and a great idea.

Changes to the route 50 would in the La Mirada and South Whittier area would negatively impact lowincome minority individuals who reside in these communities. Low Income individuals often depend on public transportation for travel to work, school, commerce and more. Cutting service could lead to less dollar spent on local economies as the alternative Sunshine and Norwalk routes would not fill the needs of transportation in this community. As such lots of students of the California High School in Whittier use the Montebello bus route 50 and would negatively harm their education.

Ask Norwalk Transit to replace line 50 segment and don't create new line 55 Line 10: keep line to whittwood mall because of connection to foothill transit 285 Keep the same routing that you have now. As for line 10, extend it to Brea Mall Why replace Line 50 with Line 55?
Please no
I do not support either of the Route Changes in the Whitter / La Mirada area. Keep lines as is and Extend Line 50 to Buena Park Metrolink Station
Please do not change the 50 line
Please don't change the 50 line off of Whittier and Mulberry along with colima Please do not discontinue Line 50’s service in La Mirada. I use it to get from my house to LA as a reliable and affordable method to get to where I need to go. Line 50 has stops closer to the place I need to go to compared with the alternate bus routes so please do not discontinue it!!! I use line 50 from Whittier to La Mirada every day for work. I know also Cal Ho Students and Granada middle school students take this bus.

Expand the proposed 55 route down to La Mirada and have it connect with the 10 line at an earlier point in Uptown
Keep the existing route for the new ones
I currently live near the Whittier/Ocean View stop and use the bus here daily and so do many of my friends. This would take away the ability me and my neighbors have to get to school and work nearby in uptown. Please reconsider the bus 10 line reduction.

Curtains service to Whittier and deprives Whittier of an connection to DTLA. Absolute non-starter.

Would prefer to see another city like Norwalk assume the lost service on the east/south so that La Mirada and surrounding destinations are still available, or for Metro to provide a route, at the same time these cutbacks occur.
should we keep line 10 as is and have line 55 end in uptown whittier or continue to la mirada?

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Do you have any comments or questions about the proposed changes in the Whittier / La Mirada area?
Strongly oppose the truncation of Lines 10 & 50. For Line 10, I support the CSULA extension, but please retain service from Uptown to Whittwood as Whittier Bl is a major intersection and transit service in Whittier Bl is historical. If Line 10 gets truncated to Uptown Whittier, then history of transit in Whittier Bl will be ruined. I suggest retaining the existing segments of Lines 10 & 50 as well as extending Line 50 to Buena Park Station.

I need the bus from Whittier to La Mirada, or for some other bus system to take over the line such as Metro.

Will there be a bus waiting or will we need to wait more than 10 minutes for bus 50 to get us to downtown LA?
Please don’t do it thank you
What will fill the transit gap in the La Mirada area
Line 55 should be renumbered to line 80 for service between Patsaouras Bus Plaza and Brea Mall via Telegraph Road so that line 10 can keep it's service to Whittwood Mall and line 50 can keep it's service to La Mirada Theater Center
No line 55 in Whittier, Please!! Like i stated before I strongly believe that Line 10 ELAC/Whittwood remain the same at all costs because of the limited bus service at night. It would leave people Confused, Stranded, Susceptible to becoming Victims of Crime and how late people are gonna be waiting for the bus. Uptown Whittier is 4-4.5 miles away from Whittwood Mall, therefore it make absolutely no sense to change how line 10 runs
I would like greater frequency and extension on both lines. I would like the 10 line to go beyond Whitwood Mall on Whittier Blvd. and line 50 to Amerige Heights in Fullerton.

So if someone wants to use MBL to travel to Whitwood, that requires two busses?? Nonsensical. Please don't turn a great montebello bus line into a version of Norwalk' piecemeal disjointed transit system.

I have no questions at all.

This will make it complicated and to leave the 10 alone its fine having the Southern Terminus intact dont change it or make me transfer just leave it where it is and just extend its northern terminus to CSULA but dont cut the southern terminus as i frequent go there
Please keep the same routing that you currently have
Good route changes
Line 10 should continue as is.

I live off of Whittier in Montebello and often ride the 10 to the Whittier Quad or Whittwood. I would now be taking two buses instead of one, meaning more travel time.

I don't like it for line 10 I would keep that it is right now to Whitwood Town Center in Whittier and line 55 I would extended past La Mirada and near Buena Park to help the people of OCTA as well keeping helping the Norwalk Transit lines 4 and 5

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Proposed Changes in Downtown Los Angeles
Do you have any comments or questions about the proposed changes in Downtown Los Angeles?
Keep Line 50 service all the way into Downtown LA
Solid. Make sure the connection to light rail at LATTC is a straightforward one.

There is nothing wrong with existing route.

No
Making the 50 into septette lines risked to reduce frequency of travel and lengthens the time to travel from Whittier to Downtown LA
Have the 90 end at Union Station
No please do not take my ride away from center of downtown.

Line 10- Keep existing route. Line 20- Extend South end trips to provide service to Slauson in Pico Rivera. Line 30- Extend North trip to Gold line. Line 40- Extend to Uptown Whittier. Line 50- Keep existing route to La Mirada, but remove Grande Vista/Olympic/Soto turns & finish route at LA Trade Tech.

Line 60/70- Combine the two routes, & have this route end at Cal State LA. If possible provide service to Olympic in Montebello.

Should NOT be changed
Customers go to the redline station. They would have to catch another train to reach their destination I think if the line 50 is to be useful as a line that takes riders to Downtown LA, it should at least go north of the 10 freeway. It's quite daunting to cross under the freeway on foot, but if it goes north, even if you cut it to the LA Convention Center, it would be a more pleasant walk to most places downtown, even without a transfer to the Blue LIne, and allow for more connections, to the Silver Line for example. Keeping it as it is today would be fine too, but I'm not sure if this is a cost issue.

Line 50 should keep the existing route in Downtown LA in order to make connections to Lines 40 and 90 as well
Line should end at Hill & Olympic instead of LATTC
Make route 90 head to El Monte Station then use the El Monte Busway (10 freeway express lanes) to Downtown LA. Keep the routing for line 50 heading to Beaudry & 5th for connecting passengers from line 40 and other transit agencies
That’s the only bus that leaves me close to my house
Line 50 should be rerouted to Serve Crypto com Arena and LA Live, instead of terminating at LATTC I’m a resident of La Mirada who frequently uses Line 50 in order to get to LA. I understand that the reason for this proposal is because there aren’t many people from my city who use Line 50 but please understand that there is a minority of us here that rely on it for an affordable method to get to LA and back!
How are people taking the 50 line supposed to get to Downtown LA if the line is shortened to LATTC? Have line 50 head to Union Station Patsaourus Bus Plaza. we need to find a good Lay over location in the area with restroom access.

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Do you have any comments or questions about the proposed changes in Downtown Los Angeles?
i prefer line 50 going all the way to 5th and beaudry as it does today.

Line 50 should still serve into DTLA as ridership in the endangered segment is fairly packed. If you don't want Line 50 continue to 5th/Beaudry. Please at least retain service to Pershing Square or modify to serve 7th/Metro Station via Figueroa from LATTC.

We need line 50 to go to at least Hill and 5th Street so that we can connect to other METRO lines.

Line 50 should extend it's line on Washington Boulevard with service westbound on Alvarado Sunset Cesar Chavez Hill 5th and Beaudry and eastbound service on 4th Flower 6th Hill Cesar Chavez Sunset and Alvarado
Yes if the frequency on the blue line can support frequent connections.

I think the bus should continue to serve both for convenience.

Bus should continue straight down Washington eastbound to avoid traffic delays on grande vista. Bus is usually delayed 30-25 minutes there
The frequency and reliability of certain lines in this area, specifically the 50 bus, can be greatly improved.

For line 50, please extend it to Union Station
The Line 50 should still go to Downtown LA to provide access for the South Montebello community.

Line 50 should continue as is and not be shortened.

I want line 50 extended to Downtown LA Union Station and end the route there and NOT LATTC

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Appendix B:

Fare Study

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Introduction
This fare analysis, conducted in conjunction with the Montebello Moves comprehensive operational analysis, includes a review of the current fare structure and policies for Montebello Bus Lines (MBL). This fare analysis includes a review of:
▪ Existing fare policies
▪ A peer review and relevant fare-related best practices ▪ Implications of a fare free transit system for MBL
▪ Potential impacts to ridership and revenue of modeled fare scenarios ▪ Fare and policy recommendations
Fare recommendations incorporate results from reviewing national best practices, an evaluation of fare scenarios, and refining concepts with City of Montebello staff.

Fare Analysis Goals
Specific goals and objectives for the fare study include:
▪ Increase Ridership. Like many agencies across the country, the Covid-19 Pandemic had a substantial impact on MBL’s ridership. Fare structures and policies represent a tool that agencies can use to increase ridership. This evaluation includes several fare scenarios that seek to increase ridership while balancing farebox revenue.
▪ Evaluate Fare Free Tradeoffs. To best inform decision makers of the pros and cons associated with fare free transit service, this analysis will evaluate the ongoing operating and capital costs associated with both fare free and paid fare operations.
▪ Make Transit an Affordable Option. Considering the needs of low-income, disadvantaged populations, and transit dependent riders will be key for advancing equity goals and ensuring MBL service is affordable for all, particularly in context of neighboring services within the region.

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Existing Conditions
This chapter inventories and evaluates the existing fare policies, structures, prices, and technologies used by Montebello Bus Lines and summarizes revenue trends, fare media usage, and rider demographics to determine opportunities for modifications to fare policies and structure.

Key Findings
▪ There may be an opportunity to improve MBL’s transfer policy to make service more competitive with other agencies. MBL charges a full fare to make transfers between lines, but only $0.25 to transfer to another agency. This may make completing a trip on MBL service more expensive relatively to other alternatives.
▪ MBL’s base fare may be simplified. The base fare for a single trip is currently set at $1.10, which requires nickels or dimes to pay with exact change in cash. It is considered an industry best practice to align base fares with $0.25 increments to make fare payment simpler for passengers and fare reconciliation more streamlined for agencies.
▪ MBL does not offer a standard or reduced fare monthly pass. MBL currently only offers a monthly pass for K-12 students. Providing a monthly pass to standard and reduced fare categories may encourage additional ridership for regular transit users.
▪ Farebox recovery has been declining. Since 2013, operating costs have been increasing while farebox revenue has been decreasing, resulting in a decrease in farebox recovery from 25.7% in 2013 to 9.7% in 2020.
▪ Pass products are generally underutilized. In 2019, only 17% of trips were paid for using a day or monthly pass. In 2021, 10% of trips were paid for using a day or monthly pass. Providing more flexible pass options, like a standard and reduced fare monthly pass may improve pass utilization for MBL. ▪ Reduced fare ridership is more prevalent following the Covid-19 Pandemic.

Reduced fare single trip ridership increased from 27% of trips in 2019 to 38% of trips in 2021. There may be an opportunity to explore additional pass products or policies to encourage additional standard fare ridership. ▪ Dial-A-Taxi fares may be underpriced. The FTA requires that ADA paratransit services, like MBL’s Dial-A-Taxi program, be priced no more than double the fixed-route base fare. MBL’s Dial-A-Taxi program is currently priced lower than the fixed-route fare with a monthly trip limit. There may be an opportunity to increase fares and remove the monthly limit to modernize this policy and align with industry best practices.

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Fare Structure
Overview
Like most transit agencies, MBL provides a range of services and fare categories within their established fare structure. MBL provides Dial-A-Taxi service to Montebello residents ages 62 or older and to residents of any age with a qualifying disability.

Service is offered anywhere within the City of Montebello or for medical trips within the Dial-A-Taxi zone, bounded by the I-10 Freeway, I-710 Freeway, I-605 Freeway, and Slauson Avenue. Dial-A-Taxi riders may take up to 26 one-way trips per month.

MBL Fixed-Route Fare Structure
Fare Type
Base
Fare Student Fare (K-12)
Reduced Fare
(Seniors, Disabilities)
Single Trip $1.10 $0.75 $0.50
Express Trip $1.30 $1.30 $1.30
Interagency Transfer $0.25 $0.25 $0.10
Day Pass $3.00 $2.00 $1.50
Monthly Pass -- $30.00 --
Other Discount Policies
Children (under 4 years old) Free
MBL Dial-A-Taxi Fare Structure
Fare Type One-Way Fare
Single Ride $1.00
Pass Products
In addition to cash fares, MBL offers several pass products that offer unlimited rides over a set period of time for fixed-route service. These pass products include:
▪ Day Pass – Smart cards that become valid the first time they are used remain valid for the rest of the day. These passes provide unlimited rides during the oneday period. Day passes are available for the base fare and at discounted rates for K-12 Students and Seniors/People with disabilities. ▪ K-12 Students Monthly Pass – Smart cards that become valid the first time they are used in the farebox and are valid for the remainder of the month. These passes provide unlimited rides during the monthly period. These passes are only valid for K-12 students.

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Pass Multipliers
Pass multipliers are the number of single trips that a rider must complete to “break even” on the cost of a given pass product. For example, a day pass with a 2x multiplier means that a passenger would need to ride transit twice in a day to break even. Pass multipliers can be adjusted to make passes more attractive fare options for riders or to raise additional revenue.

MBL offers day passes and K-12 monthly passes which are priced with consistent multipliers between 2.7x and 3x for day passes and 40x for monthly passes. Passengers would need to ride three times to break even on a day pass and 40 times to break even on a K-12 monthly pass.

StarTran Pass Multipliers
Base Fare Day Pass Monthly Pass
Pass Product Fare Fare Multiplier Fare Multiplier
Single Trip $1.10 $3.00 2.7x -- --
K-12 Student $0.75 $2.00 2.7x $30.00 40x
Seniors/Disabled $0.50 $1.50 3x -- --
Discount Policies
Discount policies are used to charge lower fares for certain population groups.

Children
StarTran offers free rides for children under the age of four. There are no single ride discounts for older youth or primary education students. However, student passes are available for most area middle and high schools.

Seniors
StarTran offers a 55% discount for seniors ages 62 and older. This discount allows qualifying passengers to pay a single trip fare of $0.50 instead of the base fare of $1.10.

People with Disabilities
People with qualifying disabilities and Medicare cardholders qualify for a 55% discount.

This discount allows qualifying passengers to pay a single trip fare of $0.50 instead of the base fare of $1.10.

K-12 Students
K-12 students are eligible for a 32% discount, allowing passengers to pay a single trip fare of $0.75 instead of the base fare of $1.10. MBL is currently planning to launch a Go Pass initiative that would provide fare free service to K-12 students.

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Transfers
While not a discount policy, transfers are another aspect of fare policy that may require passengers to pay higher or lower fares to complete their trip. MBL participates in the regional Interagency Transfer program that allows transfers between different agencies for $0.25. However, transfers between lines requires passengers to pay the full fare for each trip.

Available Fare Discounts
Discount Category Discount
Children Under 4 Free
Seniors (Age 62 and older 55%
Disabilities, Medicare recipients 55%
K-12 Students 32%
Pass Distribution
The existing pass distribution network varies by pass type. All pass products are available at the StarTran facility but pass product availability at other distribution locations varies between pass products. Student passes for UNL students, as well as middle school and high school students, are only available at the respective school locations. Low-Income pass products are available at a larger number of non-profit and social services organizations than other pass products. Additionally, the availability of specific passes at retail locations varies between passes. No passes are available for purchase onboard vehicles.

There is an opportunity to develop a consistent pass distribution network which offers the same passes at all distribution locations. Such a distribution network would enhance the customer experience by allowing passengers to purchase all pass types in more locations, rather than identifying the specific locations that sell each pass product.

Existing Pass Distribution Network
Pass Type Onboard
Transit/
Government/ NonProfit Building1Retail
Locations2
Day Pass ✓ ✓
K-12
Monthly
Pass
✓ ✓
1 Locations include the Montebello Transit Office, Uptown Whittier Senior Center 2 Locations include the Customer Service Desk at the Shops of Montebello

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Fare Media and Technology
Fare media refers to the type of fare payment accepted (i.e., cash, token, paper ticket, or advanced payment media) and equipment used to collect fares. In the U.S., there are eight commonly used options for fare payment – token, cash or coins, swipe card, contactless cards, ID-as-pass, mobile flashpass, mobile validation, and mobile contactless.

MBL fare media are currently a combination of tokens, cash, swipe cards, and contactless/RFID smartcards. Passengers interact with the farebox in a variety of ways:
▪ Passengers can pay with cash or coins at the farebox for a single ride. ▪ Passengers can pay with tokens that are typically purchased by Montebello Unified School District and distributed to students.
▪ Passengers using a swipe card day pass.
▪ Passengers paying with a stored value, day pass, or K-12 monthly pass pay with a contactless/RFID smartcard that is integrated with the regional TAP system.

MBL Tap Card Fare Media

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Revenue Trends
Operating Costs
MBL’s operating expenses have generally fluctuated over time but have been increasing since 2017, reaching a high of $27.8 million in 2020. This growth in operating costs represents a 22% increase over the eight year period.

MBL Annual Operating Expense, 2013-2020
Source: NTD 2013-2020
$22,734,728
$25,792,699
$24,487,011
$23,924,064 $23,869,845
$25,518,819
$27,476,544 $27,841,505
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
2013 2014 2015 2016 2017 2018 2019 2020

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Farebox Recovery
Farebox recovery is a ratio of farebox revenues to operating expenses and is used to estimate the proportion of a transit agency’s operations funded by passenger fares.

Between 2013 and 2020, farebox recovery has been generally declining, beginning with a high of 25.7% in 2013 and ending with a low of 9.7% in 2020. Farebox recovery may be lower in 2020 due to Covid-19 Pandemic related decreases in ridership. However, this trend of declining farebox recovery was observed prior to the Covid-19 Pandemic.

Because operating expenses were generally rising over this same time period, this decrease in farebox recovery may be due to increasing operating costs, decreasing ridership, or a combination of both.

MBL Farebox Recovery Ratio, 2013-2020
Source: NTD 2013-2020

25.7%

21.8% 22.6%

21.2%

19.4%

16.5%

14.1%

9.7%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%
2013 2014 2015 2016 2017 2018 2019 2020

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Operating Cost per Trip
Operating cost by passenger trip is a common measure of a transit system’s cost of providing service. Operating cost per trip has been generally increasing since 2013 but has increased fastest between 2016 and 2020. This increase appears in line with MBL’s operating costs increasing at a faster rate than ridership over this five-year period.

Between 2013 and 2020, operating cost per passenger trip has more than doubled from $2.83 per trip to $7.29 per trip.

MBL Operating Cost per Trip, 2013-2020
Source: NTD 2013-2020
$2.83
$3.32 $3.27 $3.44
$3.92
$4.53
$5.29
$7.29
$0.00
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
$7.00
$8.00
2013 2014 2015 2016 2017 2018 2019 2020

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Average Fare
Due to discount policies, pass products, and fare evasion, the full base fare for service is not always paid for every trip – instead, the average fare paid is often lower. The average fare paid has been generally consistent across this eight-year period, ranging from a low of $0.70 in 2020 to a high of $0.76 in 2016.

MBL Average Fare Paid per Trip, 2013-2020
Source: NTD 2013-2020
$0.73 $0.73 $0.74 $0.73 $0.76 $0.75 $0.74
$0.70
$0.00
$0.10
$0.20
$0.30
$0.40
$0.50
$0.60
$0.70
$0.80
$0.90
$1.00
2013 2014 2015 2016 2017 2018 2019 2020

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Subsidy per Trip
The subsidy per trip measures the operating cost per trip paid for by the transit agency (operating cost per trip minus average fare). The subsidy per trip follows a similar pattern as the operating cost per trip over this eight-year period between 2013 and 2020, generally increasing between 2013 and 2016 before increasing more sharply between 2016 and 2020. The average subsidy per trip reached a high of $6.59 in 2020, over three times the average subsidy in 2013.

MBL Average Subsidy per Trip, 2013-2020
Source: NTD 2013-2020
$2.10
$2.59 $2.53 $2.71
$3.16
$3.78
$4.55
$6.59
$0.00
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
$7.00
2013 2014 2015 2016 2017 2018 2019 2020

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Fare Media Use
A breakdown of ridership and revenue by fare media type for MBL in 2019 and 2021 provides insight into how riders pay for their transit trips and how much revenue each pass product is generating for the agency both pre-pandemic and in current conditions.

In 2019, the majority of passengers took single trips on MBL lines, with 42% of all trips paid as a full fare single trip fare, 13% paid as a K-12 student single trip, and 27% as a reduced fare single trip. Day passes and monthly passes accounted for only 17% of MBL boardings. From a revenue perspective, 62% of all farebox revenue was generated by full fare single trips, followed by 16% from reduced fare single trips, and 12% from K12 student single trips. Day passes accounted for 5% of farebox revenue, while K-12 student and reduced fare day passes accounted for another 5% of revenue.

In 2021, there is a notable shift away from student ridership, which decreased from 13% of all boardings to 6% of boardings. The share of full fare single trips and reduced fare single trips both increased from 42% to 46% and from 27% to 38% respectively. This shift suggests that post pandemic ridership may be more likely to be transit dependent riders, given the 11% increase in reduced fare single trips.

Pass products generally appear to be underutilized on MBL service, with only 17% of trips using passes in 2019 and 10% in 2021. There may be an opportunity to improve pass utilization by providing additional pass types, like a full fare monthly pass, that provides more flexibility for regular transit riders. Additionally, MBL is planning to remove the K-12 student daily and monthly fare categories and provide fare free service to K-12 students.

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MBL Ridership and Revenue by Fare Media Type (2019)
Source: Montebello Bus Lines, 2019
42%
62%
13%
12%
27%
16%
8%
5%
3%
2%
6%
3%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Ridership
Revenue
Single Trip Student Fare Single Trip Reduced Fare Single Trip Day Pass Student Day Pass Reduced Day Pass Student Monthly Pass

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MBL Ridership and Revenue by Fare Media Type (2021)
Source: Montebello Bus Lines, 2021
46%
66%
6%
5%
38%
20%
7%
4%
1%
1%
2%
3%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Ridership
Revenue
Single Trip Student Fare Single Trip Reduced Fare Single Trip Day Pass Student Day Pass Reduced Day Pass Student Monthly Pass

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Peer Review
No two transit agencies operate identically; however, most agencies share some characteristics with others, and those common characteristics can form a basis for comparison. Comparing fare structures, policies, and system performance among a group of peer agencies helps identify strengths and opportunities and facilitates best practices amongst the group of peers.

This peer review compares Montebello Bus Lines with seven other transit systems serving the Los Angeles metropolitan region. The purpose of this peer review is to identify best practices and trends among similar transit systems and determine the benefits and drawbacks of different fare structures and fare technology, including:
▪ Fare pricing
▪ Reduced fare eligibility
▪ Transfer policies
▪ Fare products and multipliers
▪ Fare collection practices and technologies
▪ Fare performance
This review uses data from agency websites and from the National Transit Database (NTD) for 2019.

Key Findings
▪ TAP and EZ Pass programs bring uniformity and ease of use to transit.

Most agencies within the peer review have relocated their pass products to the TAP mobile app and no longer offer paper or magnetic strip passes. This transition can improve customer experience by allowing for a rider’s passes to be in one place and compatible with other regional transit agencies. ▪ Montebello has higher multipliers on monthly passes by relying on EZ Pass. Five peers in the comparison offer intra-agency monthly passes that have significantly lower multipliers (40-55x) than EZ Pass (85-110x). This option provides value for passengers that ride their local agencies often and do not transfer out of network.
▪ Big Blue Bus is leading innovations amongst peer agencies. MODE ondemand service and TAP card fare incentives. ▪ Montebello is the only agency in peer review to offer tokens as form of payment

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Peer Agencies
Peer agencies were identified based on several operating characteristics, including location, size, population, fare structure, and other characteristics. This list of peer agencies was developed through coordination with MBL staff and was adjusted based on local knowledge and experience with other agencies. Peer agencies represent a range of sizes, geographic coverage, and fare structures.

Peer agencies include:
▪ Big Blue Bus; Santa Monica, CA. Big Blue Bus (BBB) is located in Santa Monica, CA and is a leader in fare collection technology, exemplifying several innovations for other agencies. Big Blue Bus piloted a cashless collection system in 2019 that eliminated cash fare collections onboard buses. In 2021, cash collections were reinstated though a $0.15 discount and free transfers are now given to passengers paying with a TAP contactless card. ▪ Torrance Transit; Torrance, CA. Torrance Transit is a municipal provider operating in Torrance, CA. Torrance Transit provided approximately 3.6 million boardings in 2019 compared to 5.2 million in Montebello and represents a similarly sized agency in the region.
▪ Norwalk Transit; Norwalk, CA. Norwalk Transit is a municipal transit agency located to the south of Montebello. Norwalk and Montebello share similar service area population, service productivity, both operate in the Gateway Cities region, and operate service in adjacent and overlapping areas.
▪ Long Beach Transit; Long Beach, CA. Long Beach Transit (LBT) is a notably larger transit agency than Montebello and can be used as an aspirational peer for Montebello Bus Lines. Similar to MBL, Long Beach Transit is a municipal operator that provides service through several different cities within the region. ▪ Riverside Transit Agency; Riverside, CA. Riverside Transit Agency (RTA) provides a similar number of annual trips as Montebello. RTA is the only agency in the peer review located outside of Los Angeles County, and thus, does not participate in the TAP program and is outside of the Access LA paratransit area.

RTA does offer its own proprietary mobile payment system for contactless boarding.
▪ GTrans; Gardena, CA. GTrans is another example of a municipal provider located near Montebello. It represents a smaller peer agency than MBL, but provides context for other local operating practices.
▪ Foothill Transit; West Covina, CA. Foothill Transit is the largest peer agency serving 12 million boardings per year. This peer is included to inform the fare practices of one of the largest regional agencies in the area.

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TAP and Regional Fare Participation
All agencies except for Riverside Transit Agency have integrated the Los Angeles Metro (Metro) TAP program for contactless fare collection onboard buses, trains, and shared mobility devices like bikes and scooters. TAP cards are physical smartcards that the passenger taps on the fare box and are also available on their mobile wallet via smartphone.

Within the TAP application, passengers can purchase passes (if available) for their home transit agency and purchase a regional EZ Pass which allows for transfers between agencies for a reduced price but with a higher upfront cost. Some agencies only offer EZ Pass for their monthly passes which are generally more expensive than agency specific monthly passes.

Another program that is available at all agencies except Riverside Transit is the LowIncome Fares are Easy (LIFE) program, a transit subsidy program that provides direct payments for transit fares at varying levels depending on income. Because passengers could be receiving various levels of assistance within the LIFE program, these discounts were not discussed in detail in the peer comparison.

Paratransit Services
Access LA is the paratransit service operated by Metro with boundaries within ¾ mile from any bus or rail stop. Most peer agencies in this comparison also operate their own demand response service, except for Foothill Transit which relies on Access LA fully for paratransit. Riverside Transit operates outside of Los Angeles County and is the only peer agency that does overlap with Access LA service.

Comprehensive Operational Analysis | Final Report
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Peer Review Agencies
System
Name City Passenger Trips
(Fixed Route 2019)
Service Area
Population
Service Area
(Square Miles)
Population
Density
(Persons per
Square Mile)
Annual
Revenue
Hours
(Fixed Route 2019)
Passengers
per Revenue
Hour
(Fixed Route 2019)
Passengers
per Revenue
Mile
(Fixed Route 2019)
Montebello
Bus Lines
Montebello,
CA 5,258,035 315,074 2,087 151 235,654 22.3 2.2
Big Blue Bus Santa
Monica, CA 12,536,069 855,918 14,507 59 557,473 22.5 2.5 Torrance
Transit Torrance, CA 3,595,705 606,847 5,892 103 167,395 21.5 1.7 Norwalk
Transit Norwalk, CA 1,427,804 637,365 17,226 37 95,026 15.0 1.4 Long Beach
Transit
Long Beach,
CA 23,210,032 848,449 8,484 100 725,349 32.0 3.3
Riverside
Transit
Agency
Riverside,
CA 7,893,572 2,018,724 741 2,725 618,429 12.8 0.9
GTrans Gardena, CA 2,920,856 463,968 11,599 40 136,619 21.4 1.7 Foothill
Transit
West Covina,
CA 12,053,307 1,515,836 4,636 327 858,500 14.0 1.0
Source: NTD 2019

MBL Moves – Fare Analysis Report
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Peer Agency Fare Structures
Fare Type MBL Big Blue
Bus
Torrance
Transit
Norwalk
Transit
Long Beach
Transit RTA GTrans FoothillTransit
Single Ride
Adult $1.10/$1.30
(Express)
$1.25/ $1.10
(Cashless)
$1.00/$2.00
(LA Express) $1.25 $1.25 $1.75/$3.50 (CommuterLink)
$1.00/$4.00
(Rt 7) $1.75
Student $0.75 None $0.50/$1.00
(LA Express) $1.00 Free/GoPass Eligible
$1.75/$3.50
(CommuterLink)
$0.70/Free
with GoPass $1.00
Reduced
Senior/Disabled $0.50 $0.50 $0.25/$0.75
(LA Express) $0.60 $0.60 $0.75/$2.75 (CommuterLink) $0.35 $0.75 Passes
Daily Pass
Day Pass $3.00 $4.00 None None $4.00 $5.00/$10
(CommuterLink) None $6.00
Multiplier 2.7x 3.2x - - 3.2x 2.9x/2.9x - 3.4x
Reduced Day Pass $1.50 $1.50 None None $3.50 $2.50/$7
(CommuterLink) None $3.00
Multiplier 3x 3x - - 5.8x 3.3x/2.5x - 4x
Weekly Pass
7-Day Pass None $14 None None None $20 None None
Multiplier - 11x - - - 11.4x - -
5-Day Pass None None None None $18 None None None
Multiplier - - - - 14.4x - - -
Monthly

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Fare Type MBL Big Blue
Bus
Torrance
Transit
Norwalk
Transit
Long Beach
Transit RTA GTrans FoothillTransit
Agency Specific
Monthly Pass None $50 $35/$65 (Express) None $65 $60 None $60 Multiplier - 40x 35x/32.5x - 52x 34x - 34x
Agency Monthly
Pass Reduced None $24 None None $24 $30 None $30
Multiplier - 48x - - 40x 40x - 40x
Other Pass
10 Rides & Short
Duration Passes $10-Tokens $9.00 None None $18 (5-day Pass) $20 (Week
Pass) None $14 (10-Trip)
Reduced 10 Ride
Pass $10 $4.50 None None $9 (5-day Pass)
$20 (7-day
Pass) None $6.00
Transfers
System Only $1.10 Free via TAP $0.40 $0.50 $1.25 $1.75 $0.40 Free via TAP Interagency $0.25 $0.50 $0.40 $0.50 $0.50 Varies by
Agency
$0.50 (Bus)/
$1.75 (Rail) $0.50

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Regional EZ Pass Participants and Fares
Monthly EZ Pass
Participants MBL Big Blue Bus Torrance Transit
Norwalk
Transit
Long Beach
Transit RTA GTrans Foothill Transit
Monthly Cost
$110 $110 $110/$132
(Express) $110 $110 None $110 (EZ Pass)
$110/$220
(Commuter
Express)
Monthly Multiplier 100x 88x 110x/66x 88x 88x - 110x 62x/40x Reduced Monthly
Cost $42 $42 $42/$51.50 (Express) $42 $42 None $42 $42
Reduced Multiplier 84x 84x 168x/68x 70x 70x - 120x 56x

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Peer Paratransit Fares and Policies
Service
Information MBL BBB
Torrance
Transit
Norwalk
Transit
Long Beach
Transit RTA GTrans
Foothill
Transit
Service Name Dial-A-Taxi
MODE (Mob.

On Demand
Every Day)
Dial-ATaxi/Taxi
Subsidy
Dial-A-Ride Dial-A-Lift Dial-ARide Special Transit
Utilizes LA
County
Access
Services LA
County
Single Fare $1.00 $1.50 $1.00 $1.00 $2.00 $3.50 $0.75 $3.50 Reduced Fare None $0.75 None None None None None None
Pass None None $13 Taxi Fare None None None None None
Service & Fare
Limits
26 Rides/Month
30 One-Way
Trips/Month
12 Credits/Month None No Sunday Service
3/4 Mile of
Fixed
Route
Stop
Gardena,
Hawthorne,
Alondra Park,
Del Aire
3/4 Mile of
Fixed Route
Stop
Reservation Type Phone
Via Lyft App
or Cash to
BBB
Phone Phone Phone Phone Phone Phone

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Discount Fare Structures
Fare Type MBL BBB
Torrance
Transit
Norwalk
Transit
Long Beach
Transit RTA GTrans
Foothill
Transit
Children Free Free Free Free Free Free Free Free
Eligibility <4 yrs <5 yrs <5 yrs <5 yrs 0-4 yrs <46” Tall <5 yrs <5 yrs Youth 32% 62% on 30-
Day Pass
50% 20% Free with
GoPass
None 30% or Free
with GoPass
43%
Eligibility K-12 K-12 K-12 K-12 K-12 <18 yrs K-12 K-12 + Community
College
Seniors (Cash
Fare)
54% 60% 75% 52% 52% 57% 65% 57%
Eligibility >62 yrs >62 yrs >65 yrs >62 yrs >62 yrs >60 yrs >62 yrs >62 yrs Low-income None None None None None None None None
Eligibility LIFE Pass LIFE Pass LIFE Pass LIFE Pass LIFE Pass LIFE Pass LIFE Pass Veterans None None None None None Free None None
Disabilities 54% 60% 75% 52% 52% 57% 65% 57%
*Percentages indicate the discount from base fare the group receives

Comprehensive Operational Analysis | Final Report
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Big Blue Bus
Big Blue Bus is the City of Santa Monica’s local transit agency, operating bus service on the west side of Los Angeles County. BBB, while serving a larger population base, shares similar characteristics to MBL in both passengers per revenue hour and passengers per mile.

In June of 2022, after pausing fare collection during the pandemic, BBB resumed collecting case fares on board. In an effort to encourage TAP card usage and reduce cash payments, BBB now provides a $0.15 discount for using TAP. Additionally, the agency provides free transfers with TAP payments but charges $0.50 to transfer with cash payments.

Big Blue Bus’s paratransit service, Mobility On Demand Every Day (MODE), operates as a partnership with Lyft to provide on-demand service for seniors and individuals with disabilities living in the City of Santa Monica. The service allows travel anywhere within Santa Monica, as well as trips to UCLA Medical Center, Kaiser Medical Centers in West Los Angeles and Culver City/Marina del Rey, V.A. Greater Los Angeles Healthcare Center, and select shopping destinations on Lincoln Blvd in Venice. MODE rides can be scheduled via phone or the Lyft app after qualifying for the service. MODE passengers may take a total of 30 one-way trips per month, close to Montebello’s current Dial-A-Taxi limit of 26.

Partnering with a Transportation Network Company (TNC) like Lyft is a unique solution for scheduling paratransit rides among the peer agencies. This approach removes internal dispatching responsibilities from the agency and may represent a faster, more convenient alternative for passengers, but does present potential challenges related to ensuring wheelchair accessibility on vehicles.

Big Blue Bus also partners with Metro’s LA Access program to provide rides outside of Santa Monica and bordering municipalities.

Fare Policies
Big Blue Bus provides free or discounted fares to several groups, with discount rates differing across fare types:
▪ Seniors (age 62 and older), persons with disabilities, and Medicare card holders:
− 60% single ride discount
− 52% 30-day intra-agency pass
− 61% EZ Regional Pass discount
− $0.75 Paratransit Fare
▪ Youth grades K-12
− 62% decrease on a monthly intra-agency pass
▪ Children under five years old and personal care assistants ride free

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▪ Students enrolled at colleges part of the U-Pass program ride free if paying with U-Pass
▪ Low-income Santa Monica residents may qualify for subsidized transit rides with LA Metro’s Low-Income Fare is Easy (LIFE) program
▪ Until June 2022, transfers within the Big Blue Bus network cost $0.50. They are now free if using a TAP card. Transfers to LA Metro rail or bus are $0.50 for adult riders and $0.25 for senior/disabled/Medicare holders.

Fare Structure
Big Blue Bus’ fare structure consists of single day, 7-day, monthly, and EZ pass options which provide flexibility to passengers depending on how often and how far they ride.

Big Blue Bus is the only agency in the peer comparison that offers a discount on oneway fare for using a TAP card instead of paying cash.

Big Blue Bus Fare Structure
Fare Type Adult Fares
Regular
Multiplier Reduced Fare
Reduced
Multiplier
Cash Fare $1.25/$1.10
(Cashless) - $0.50 -
Day Pass $4.00 3.2x $1.50 3x
7-Day Pass $14 11.2x - -
30-Day Pass $50 40x $24 48x
30-Day EZ Pass $110 88x $42 84x
Paratransit
(MODE) $1.50 - $0.75 -

Comprehensive Operational Analysis | Final Report
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Torrance Transit
Torrance Transit is the municipal transit agency for the City of Torrance in the south bay region of Los Angeles County with extended service to downtown Los Angeles and LAX airport. Torrance Transit operates 11 fixed routes and a paratransit service. Torrance Transit’s paratransit service is named Torrance Community Transit Program, which enables participants to purchase credits for taxi rides at a discount. Paratransit riders are limited to 12 credits per month. Torrance Transit’s service area has a similar population size and density as Montebello, making it a close peer comparison in the region.

Fare Policies
Torrance Transit provides discounted fares to several different groups, with discount rates differing across fare types:
▪ Seniors (age 65 and older), persons with disabilities, and Medicare card holders:
− 75% single ride discount
− 62% LA Express Route Discount
− Household Income determined discount on paratransit services ▪ Youth in grades K-12
− 50% single ride discount on local and express bus services − 14% monthly pass discount
▪ Children pre-school aged and younger, and personal care attendants ride free ▪ Low-income Torrance residents may qualify for LA Metro’s Low-Income Fare is Easy (LIFE) program which subsidizes transit rides on the passenger’s TAP card.

Comprehensive Operational Analysis | Final Report
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Fare Structure
Torrance Transit divides its fare structure among local bus service and LA Express routes. LA Express routes always cost more than local. Transfers between all Torrance Transit buses cost $0.40, and transfer costs to another system like LA Metro are $0.40.

Torrance Fare Structure
Fare Type Adult Fares
Regular
Multiplier Reduced Fare
Reduced
Multiplier
Cash Fare $1.00/$2.00
(Express) -
$0.25/$0.75
(Express) -
30-Day Pass $35/$65 (Express) 35x/32.5x $42/$51.50 (EZ
Pass) 168x/68x
Senior Taxi
(Paratransit) $5.00 -
$3.00/$1.00
(Income Based)
Dial-A-Taxi
(Disabled
Residents)
$1.00 - - -
Torrance Transit does not offer a 1-day or 7-day pass but does offer a monthly pass priced at $35 and $30 for K-12 students. The only reduced fare monthly pass for Torrance Transit is available through the EZ Pass program.

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Norwalk Transit
The Norwalk Transit system is the City of Norwalk’s local agency and operates 6 fixed routes and paratransit services primarily within municipal boundaries. Norwalk does not operate any express service to Downtown Los Angeles like other peer agencies, though does provide connections to Metro Rail Green Line Norwalk Station and participates in TAP contactless and EZ Pass fare systems. Norwalk’s Dial-A-Ride paratransit service operates within municipal boundaries seven days per week.

Fare Policies
Norwalk Transit provides free or discounted fares to several groups, with discount rates differing across fare types:
▪ Seniors (age 62 and older), persons with disabilities, and Medicare card holders:
− 52% single ride discount
− 61% EZ Regional Pass discount
▪ Youth grades K-12
− 20% discount on a single ride
▪ Children under five years old and personal care assistants ride free ▪ Low-income Norwalk residents may qualify for subsidized transit rides with LA Metro’s Low-Income Fare is Easy (LIFE) program
Fare Structure
Norwalk Transit does not have a pass system for unlimited rides during a specified timespan like a daily or weekly pass. Instead, Norwalk offers the regional EZ Pass.

Transfers between Norwalk buses and between other agencies are both $0.50.

Norwalk Fare Structure
Fare Type Adult Fares
Regular
Multiplier Reduced Fare
Reduced
Multiplier
Cash Fare $1.25 - $0.60 -
Monthly Pass (EZ
Pass) $110 88x $42 70x
Dial-A-Ride
(Paratransit) $1.00 - None

Comprehensive Operational Analysis | Final Report
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Long Beach Transit
Long Beach Transit (LBT) is among the largest municipal operators in Los Angeles County, currently operating 36 fixed-routes, Dial-A-Lift (paratransit), a water taxi, and commuter express service to UCLA’s campus. LBT’s paratransit service, Dial-A-Lift, operates within Long Beach, Lakewood, Signal Hill, and Paramount. After pausing fare collection due to the pandemic, Long Beach Transit reinstated fares in September 2021.

Fare Policies
Long Beach Transit provides free or discounted fares to several groups, with discount rates varying across fare types:
▪ Seniors (age 62 and older), persons with disabilities, and Medicare card holders:
− 52% single ride discount
− 50% 5-day pass discount
− 64% 30-day intra-agency pass
− 62% discount on a EZ regional pass
▪ Youth grades K-12
− 13% discount on a single ride
− 23% decrease on a monthly intra-agency pass
− Long Beach Transit is a member of the GoPass System, a fare card for the K-12 community and community college attendees. This system allows for school subsidy of a transit pass for its students
▪ Children younger than five years of age and personal care assistants ride free ▪ Low-income Long Beach residents may qualify for Metro’s Low-Income Fare is Easy (LIFE) program which subsidizes transit rides on the passenger’s TAP card Transfers between LBT buses are $1.25 and interagency transfers are $0.50.

Comprehensive Operational Analysis | Final Report
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Fare Structure
LBT offers passes at different durations to provide value for passengers who ride the bus occasionally or every day.

Long Beach Fare Structure
Fare Type Adult Fares
Regular
Multiplier Reduced Fare
Reduced
Multiplier
Cash Fare $1.25 - $0.60 -
Day Pass $4.00 3.2x $2.50 4.1x
5-Day Pass $18 14x $9.00 15x
30-Day Pass $65 52x $24 40x
30-Day EZ Pass $110 88x $42 70x
Dial-A-Ride
(Paratransit) $2.00 - None -

Comprehensive Operational Analysis | Final Report
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Riverside Transit Agency
Riverside Transit Agency (RTA) operates in Western Riverside County in the cities of Riverside, Corona, Beaumont, and Banning. RTA operates three different services:
fixed-route, CommuterLink express routes, and Dial-A-Ride paratransit service. Dial-ARide services operate within a ¾ mile radius of RTA fixed-route stops and in 18 RTA bordering municipalities and unincorporated regions where transit service is limited.

Fare Policies
RTA provides free or discounted fares to different groups, with discount rates varying across fare types. Fares vary between services, with higher fares for CommuterLink services which provide service to San Bernardino, La Sierra Metrolink station, Temecula, Corona and others.

On local fixed-route services:
▪ Seniors (age 60 and older), persons with disabilities, and Medicare card holders:
− 57% single ride discount
− 50% day-pass discount
▪ Children pay fare of $0.50
▪ Personal care assistants and military, fire, police, and EMT members in uniform ride free
On CommuterLink Services:
▪ Seniors (age 60 and older), persons with disabilities, and Medicare card holders:
− 21% single ride discount
− 30% day-pass discount
RTA passengers can transfer to five different agencies including LA metro for a variable fee, depending on the agency. Transfers within the RTA network are $1.75 (full fare).

For Dial-A-Ride services, the base fare is $3.50 but can cost as much as $10.50 per one-way trip depending on the number of fare zones crossed.

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Fare Structure
RTA charges different prices depending on passes purchased for local or CommuterLink services. Weekly passes are only available for local routes and are not discounted for seniors or passengers with disabilities.

RTA Fare Structure
Fare Type Regular Regular Multiplier Reduced Fare
Reduced
Multiplier
Local Cash Fare $1.75 - $0.75 -
CommuterLink
Cash Fare $3.50 - $2.75 -
Local Day Pass $5.00 2.8x $2.50 3.3x
Local Weekly Pass $20 11x $20 26x
CommuterLink Day
Pass $10 2.8x $7.00 2.5x
30 Day
CommuterLink $95 27.1x $70 25.4x
Dial-A-Ride
(Paratransit) $3.50 - None -
Note: RTA is currently piloting reduced fares of $0.25 for youth (ages 18 and under), seniors, people with disabilities, Medicare card holders, veterans, and children. This pilot is set to run through June 2023, but dates are subject to change.

The difference in fare costs in this structure are because CommuterLink service routes tend to be longer in distance and duration. Riverside Transit Agency is the only peer agency that does not participate in the TAP, EZ Pass, or LIFE program because they are outside of Los Angeles County. RTA does have their own mobile application and cashless payment system, though is proprietary to RTA.

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GTrans
GTrans is the municipal transit agency for the cities of Gardena and Hawthorne located about 13 miles south of downtown Los Angeles. GTrans operates six fixed-routes and Special Transit (paratransit), with one express route to downtown Los Angeles.

Fare Policies
GTrans provides free or discounted fares to several groups, with discount rates differing across fare types:
▪ Seniors (age 62 and older), persons with disabilities, and Medicare card holders:
− 60% single ride discount
− 62% discount on EZ regional pass
▪ Youth grades K-12
− 30% discount on a single ride
− GTrans is a member of the GoPass System, a fare card for the K-12 community and community college attendees. This system allows for school subsidy of a transit pass for its students. On GTrans, K-12 students who present a GoPass ride free.
▪ Children younger than 5 and personal care assistants ride free ▪ Low-income GTrans riders may qualify for LA Metro’s Low-Income Fare is Easy (LIFE) program which subsidizes transit rides on the passenger’s TAP card.

Transfers between GTrans buses are $0.40. Transfers to LA Metro bus are $0.50 and full fare ($1.75) is required to transfer to LA Metro rail services.

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Fare Structure
GTrans does not offer a fixed duration pass except for a regional monthly EZ pass. The only large variance from their traditional fare structure is for Line 7X, which requires a $4.00 payment and provides round-trip service to SoFi Stadium, a service designed for event attendees that is outside of the traditional GTrans service area. GTrans charges $0.75 for a one-way Special Transit (paratransit) fare and operates within four municipalities: Gardena, Hawthorne, Alondra Park, and Del Aire.

GTrans Fare Structure
Fare Type Adult Fares
Regular
Multiplier Reduced Fare
Reduced
Multiplier
Cash Fare
$1.00/$4 (Line 7X) -
$0.35
(Senior/Disabled)
K-12 Free with
GoPass
-
Monthly Pass (EZ
Pass) $110 110x $42 120x
Special Transit
(Paratransit) $0.75 - None -

Comprehensive Operational Analysis | Final Report
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Foothill Transit
Foothill transit is one of the largest peer agencies included in this peer review, serving a population of 1.5 million people over numerous municipalities to the east of Los Angeles.

Foothill operates local, Bus Rapid Transit (BRT) and Los Angeles express routes. Local routes and BRT (Silver Streak) share the same fares, while six express routes charge higher fares. Foothill transit does not operate its own paratransit service and instead relies on Access LA for paratransit service.

Fare Policies
Foothill Transit provides free or discounted fares to several groups, with discount rates differing across fare types:
▪ Seniors (age 62 and older), persons with disabilities, and Medicare card holders:
− 57% single ride discount
− 50% day pass discount
− 57% 10 trip discount
− 50% 30-day intra-agency pass discount
− 61% EZ Regional Pass discount
▪ Youth grades K-12
− 43% discount on a single ride
− 33% day pass discount
− 43% 10 trip discount
− 33% decrease on a monthly intra-agency pass
▪ Children under five years old and personal care assistants ride free ▪ Low-income Santa Monica residents may qualify for subsidized transit rides with LA Metro’s Low-Income Fare is Easy (LIFE) program

Comprehensive Operational Analysis | Final Report
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Fare Structure
Foothill Transit offers a significant number of passes and discounts for eligible populations. Paratransit service fares are capped at $3.50, with base fare being variable depending on the distance travelled.

Foothill Fare Structure
Fare Type Adult Fares
Regular
Multiplier Reduced Fare
Reduced
Multiplier
Cash Fare $1.75 - $0.75 -
Day Pass $6.00 3.4x $3.00 4x
10-Trip Pass $14 8x $6.00 8x
31-Day Pass $60 34x $30 40x
30-Day EZ Pass $110 63x $42 56x
Access Services
(Paratransit)
$3.50 Maximum
(Distance
Traveled)
- None -
Note: Foothill Transit is currently charging half price for all Day Passes, 10-Trip Passes, and 31-Day Passes through September 30, 2022.

Foothill Commuter Express Fare Structure
Commuter
Express Fares Adult Fares
Regular
Multiplier
Cash Fare $5.50 -
10-Trip $44 8x
31 Day Pass $180 32.7x
30-Day EZ Pass $220 40x

Comprehensive Operational Analysis | Final Report
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Fare Technology
All peer agencies accept cash and the Los Angeles region’s TAP contactless card except for Riverside Transit. Santa Monica’s Big Blue Bus is the only agency that incentivizes cashless payment, with a $0.15 discount for using a TAP card. Most agencies have moved away from a paper or magnetic strip pass to store transfer, fixed duration and fixed use pass information and instead using the TAP platform. The TAP mobile app allows passengers to see a full array of pass options for their local agency as well as regional offerings. Agencies that accept TAP also accept mobile ticketing.

Peer Fare Technology Comparison
System Name Cash Tokens Paper Tickets/
Magnetic Swipe Cards TAP Mobile Ticketing
Montebello Bus Lines X X X X
Big Blue Bus X X
Torrance Transit X X
Norwalk Transit X X X
Long Beach Transit X X
Riverside Transit X X X
GTrans X X X
Foothill Transit X X
Fare Performance
In addition to comparing the fare structure and policies for each of the peer agencies, an assessment of annual fare revenue, average fare paid per passenger, and farebox recovery can be indicative of how well these policies are performing for each agency.

This fare performance assessments includes fixed-route transit only.

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Fare Revenue
Annual fare revenue is a measure of how much total revenue is directly generated by fares. This comparison provides a sense of scale for how much fare revenue is generated for each agency. Foothill Transit, Long Beach Transit, and Big Blue Bus are leaders in this metric due to their high ridership and large service area compared to other peers. It is expected for MBL to generate less fare revenue than these other large agencies.

Fixed Route Fare Revenue
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000

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Average Fare per Passenger
While some passengers pay the full base fare for a single ride, the availability of multiride pass products, discount policies, and contracts with schools and universities allow some passengers to ride for less than the base fare. The average fare paid per passenger trip provides insight into how much fare revenue is actually collected per passenger trip.

Like all other peer agencies, Montebello collects a lower average fare than its base fare.

These differences are functions of multiple variables like base fare, pass products, discounts, and passenger volumes. Montebello is similarly positioned compared to peer agencies for average fare per passenger as it is for base fares. However, MBL is below the peer agency average, indicating there is an opportunity to increase fares to align more closely with peer agencies.

Average Fare Collected per Passenger
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20
$1.40
$1.60

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Farebox Recovery
Farebox recovery is a measure of the percentage of operating costs that are paid for with fare revenues. Farebox recovery is a commonly used performance metric for many transit agencies. While performance standards vary from agency to agency, typical farebox recoveries are generally in the range of 10% to 20%, which is mostly true of the peer agencies. Montebello is one of the leading agencies in the region for farebox recovery along with some of the largest peer agencies like Foothill Transit and Long Beach Transit. This metric serves as a good initial comparison between peer agencies, and suggests that MBL’s fare revenue, relative to service costs, is competitive with other peer agencies.

Farebox Recovery Percentage

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

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Fare Free Analysis
Charging a fare – or not charging a fare – encompasses a wide range of costs and benefits. Some of the key benefits associated with collecting a fare include generating revenue, reducing reliance on federal and state funding, and supporting the perception that the public helps pay for public transportation services.

At the same time, there are costs associated with charging a fare. Operating fare free is less complex because it simplifies accounting systems and reduces the need for secure storage of cash; additionally, management and distribution of fare media are not required. Additional benefits include the potential for increased ridership and enhance d operating efficiency.

Key Findings
▪ Operating fare free service for MBL’s fixed-route service is anticipated to:
− Increase ridership between 40% (766,000 trips) and 60% (1,149,000 trips) − Not require any additional service, vehicles, or annual operating costs − Provide additional flexibility within schedules for low on-time performance routes due to reduced dwell time at stops
▪ Eliminating on-board fares for MBL’s Dial-A-Taxi service is anticipated to:
− Increase paratransit trips between 20% (6,800 trips) and 40% (13,600 trips) − Increase annual operating costs between $50,000 and $101,000 − Potentially increase vehicle and staffing requirements for contracted taxi providers
▪ At a systemwide level, providing fare free service would:
− Add between 773,000 and 1,163,000 total additional passenger trips − Increase net annual additional operating costs between $1,342,000 and $1,393,000, including foregone farebox revenue and additional service requirements
▪ Best practices for addressing funding gaps associated with fare free service include reallocated local funding, local funding partnerships with universities and major employers, and voter approved local sales tax initiatives

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Existing Fare Costs and Revenue
Transitioning to fare free service typically results in a decrease in revenue for the agency; collecting fares directly generates revenue but has ongoing operating and administrative costs, including farebox equipment maintenance, accounting, and other services. Identifying tradeoffs between fare revenue and collection costs is the first step in determining the financial impacts of providing fare free service.

MBL earned approximately $1.3 million in total fare revenue in 2021. MBL also estimates the annual cost of staff time associated with fare collection at approximately $27,000 per year. A transition to fare free service would include both foregoing this $1.3 million in farebox revenue and a cost savings of $27,000 by no longer collecting, counting, and reconciling fare revenue.

MBL Fare Revenue by Source (2021)
Fare Type Revenue Percent of Total
Cash $1,193,000 90%
Passes $103,000 8%
Paratransit $23,000 2%
Total $1,319,000 100%
Source: MBL, 2021
Farebox recovery is the ratio of fare revenue compared to total operating expenses. This metric is widely used in the transit industry to identify the percentage of operating costs that are paid for directly by passenger fares. MBL fare revenues account for 5% of total annual operating expenses. This represents the revenue that would need to be replaced by an alternative funding mechanism should MBL implement fare free service.

MBL Fixed-Route Farebox Recovery (2021)
Fixed-Route Dial-A-Taxi Total
Passenger Fare Revenue $1,296,000 $23,000 $1,319,000
Total Operating Expenses $26,606,000 $252,000 $26,858,000 Farebox Recovery Ratio 5% 9% 5%
Source: MBL, 2021

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Equity Considerations
Transitioning to fare free service has the potential to eliminate barriers for low-income passengers and improve equity in the service area. Understanding the income levels of existing ridership is a key factor for determining how fare free service will af fect the community. MBL riders are disproportionately lower-income earners. Over half of MBL riders have an annual household income below $25,000 and over 40% have an income below $15,000.

MBL Ridership by Income Level
Source: 2021 MBL On-Board Survey
42%
22%
13% 14%
6%
4%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Less than
$15,000
$15,000 to
$24,999
$25,000 to
$34,999
$35,000 to
$54,999
$55,000 to
$75,000
More than
$75,000

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Fixed-Route Ridership and Cost Implications
Ridership
Increasing ridership is often a high priority for transit agencies, particularly in the wake of declining ridership following the Covid-19 Pandemic, and providing fare free service has been shown to consistently and quickly accomplish this goal. Transit ridership is elastic relative to fares – the more fares are reduced, the higher ridership will increase. Based on industry experience reported from several agencies that have done so successfully, transitioning to fare free service can increase transit ridership between 40% and 60%.

This represents a range of increased fixed-route ridership between 766,000 and 1,149,000 additional passengers per year. As transit ridership increases following a transition to fare free service, there are several implications including the potential for improved travel times, increased operating costs, and increased capital costs.

MBL Projected Fixed-Route Ridership Increase
Source: MBL, 2021
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
Existing (2021) Low Growth High Growth
+766,000
+1,149,000

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Travel Time Savings
Fare free service may reduce dwell time spent at bus stops associated with waiting for passengers to board and pay their fare. Research has shown that it takes passengers on average 4.5 seconds to pay their fare with cash, 2.8 seconds to pay their fare with a smart card, and 1.8 seconds to board without paying a fare.3 Ridership by fare media indicates that the majority of MBL passengers pay their fare with cash products.

MBL Ridership by Fare Media
Source: MBL, 2021
Based on recent experience from Intercity Transit (Olympia, WA), significant travel time savings can be anticipated after implementing fare free service, including relief for routes with on-time performance issues. Applying the estimated dwell time savings to the existing ridership and projected increase in ridership yields the average daily travel time savings for each route. Travel time savings at existing ridership levels amount to nearly two hours per day. Line 10, the route with the most significant travel time savings, is expected to save nearly 30 minutes of travel time per day initially. On a per trip basis, this results in roughly 5-30 seconds of additional travel time per one-way trip. MBL should be prepared to monitor and adjust scheduled runtimes to account for these potential travel times savings.

Initial travel time savings are also likely to degrade over time as more people start riding the bus in response to fare free service. As ridership increases, travel time savings are 3 Transit Cooperative Research Program, Report 165: Transit Capacity and Quality of Service Manual –3rd Edition, 2017
Cash
83%
Pass
17%

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anticipated to become more modest, reducing to about an hour and twenty minutes per day with a 40% ridership increase and one hour per day with a 60% ridership increase.

MBL Projected Daily Time Savings
Source: MBL, 2020
0 5 10 15 20 25 30 35
Line 10
Line 20
Line 30
Line 40
Line 50
Line 70
Line 90
Travel Time Savings (minutes)
Projected Daily Time Savings @ 60% Ridership Increase
Projected Daily Time Savings @ 40% Ridership Increase
Projected Daily Time Savings @ Existing Ridership

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Operating Cost Implications
As ridership increases, vehicles on specific trips or routes may exceed capacity, requiring the agency to provide additional trips. The existing maximum on-board passenger loads for every trip of each route were used to project the theoretical maximum loads based on a 40% and 60% increase in ridership. It is assumed that projected maximum on-board loads exceeding 60 passengers would require an additional trip. The results of this analysis show that the average maximum on-board load for all trips under both growth scenarios would remain under the 60-passenger maximum and no additional trips would be required.

Because there are no additional operating costs projected from fare free service, there are also no additional capital costs or staffing requirements associated with fare free fixed-route service.

Dial-A-Taxi Ridership and Cost Implications
Similar to fixed-route service, reducing or eliminating paratransit or dial-a-taxi fares is expected to increase demand for the service. Other agencies, like Mountain Line (Missoula, MT) and Chapel Hill Transit (Chapel Hill, NC), experienced an approximately 30% increase in revenue hours and passenger trips during the first three years of fare free service. The ADA requires paratransit service with comparable travel times as fixedroute service. As ridership increases additional vehicles must be dispatched to serve maintain comparable travel times. Using a similar estimated ridership increase between 20% and 40% would result in a range of cost implications. Annual revenue hours would be expected to increase between 470 and 950 hours, resulting in an increased annual operating cost between $50,000 and $101,000.

Dial-A-Taxi Operating Cost Implications
20% Ridership Increase 40% Ridership Increase
Additional Ridership Increase 6,800 13,600
Additional Annual Revenue Hours Needed 470 950
Annual Dial-A-Taxi Operating Cost Increase $50,000 $101,000 Total Annual Dial-A-Taxi Operating Cost $302,000 $353,000 Because MBL’s Dial-A-Taxi service is contracted out to local taxi companies, there would be no additional vehicle or staffing requirements for the city. However, additional capital or staffing needs may be required for the taxi companies to continue providing a consistent level of service as demand and ridership increase.

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Fare Free Tradeoffs Summary
Operating fare free service includes a range of costs, benefits, and tradeoffs that are important to consider when deciding whether to charge a fare or not, with the primary benefits including increased ridership and reduced dwell times and the largest costs including foregone farebox revenue and increased operating costs.

By operating fare free service, ridership is estimated to grow between 766,000 and 1,149,000 for fixed-route service and between 6,800 and 13,600 for Dial-A-Taxi service.

Due to increased ridership and foregone farebox revenue, systemwide net operating cost increases are estimated between approximately $1,342,000 and $1,393,000 annually. This would represent a substantial operating cost increase for MBL and may not be sustainable in the long-term without significant changes to funding mechanisms.

Fare Free Estimated Ridership and Cost Impacts
Low-Cost Estimate High-Cost Estimate
Fixed-Route
Projected Ridership Increase 766,000 1,149,000
Additional Annual Operating Costs $0
Foregone Farebox Revenue (2021) $1,296,000
Paratransit
Projected Ridership Increase 6,800 13,600
Additional Annual Operating Costs $50,000 $101,000
Foregone Farebox Revenue (2021) $23,000
Systemwide
Cost of Fare Collection ($27,000)
Total Estimated Annual Cost $1,342,000 $1,393,000

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Fare Free Case Studies
Fare free public transit service has been explored across the country as an option for increasing ridership and ensuring affordability. Since the onset of the COVID-19 pandemic, fare free service has gained even more traction, with numerous agencies beginning to operate fare free on a trial basis. As the long-term impacts to ridership and revenue of remaining fare free are evaluated, it is important to review case studies of other agencies that have implemented fare free service to determine effective best practices for generating additional revenue to mitigate impacts associated with foregone fare revenue and increased operating costs. The three case studies discussed in this section include:
▪ Missoula, MT (Mountain Line)
▪ Kansas City, MO (KCATA)
▪ Olympia, WA (Intercity Transit)
Missoula, MT
Mountain Line, the transit system operating in the
City of Missoula, MT, introduced a three year
zero-fare demonstration project in January 2015
in conjunction with several other service
improvements which led to a 40% increase in
ridership over the first 12 months of the program.

Prior to implementing zero-fare service, Mountain Line collected approximately $335,000 in annual farebox revenue that needed to be replaced by another funding source. To bridge this funding gap, a new partnership called Sustainable Missoula was developed between Mountain Line, the City of Missoula, the University of Montana, the Missoula Downtown Association, local non-profit organizations, and major employers in the region to provide funding in support of the zero-fare program.

Sustainable Missoula started with 11 member organizations and has since grown to 24 members. The program has been successful for leveraging partnerships with the University of Montana and local employers to provide sufficient revenue for the agency, advertise Mountain Line service, and foster economic development and access to employment opportunities in Missoula. From a revenue perspective, Mountain Line has been able to generate more revenue from their funding partnership (approximately $500,000 per year) than they had previously generated through farebox revenue, while reducing administrative costs associated with fare collection. Additionally, the increased ridership on the system qualified the agency for new grant funding opportunities, including approximately $3 million in federal 5339c Low or No Emissions and 5339 Bus and Bus Facilities grants.

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Kansas City, MO
In December 2019, Kansas City passed a
resolution enabling free fares for veterans,
students, and clients of social service
organizations. Following the onset of the COVID19 Pandemic, this fare free service was expanded systemwide in an effort to eliminate touch points with cash and card payments. KCATA staff have indicated that fare free service is largely responsible for mitigating ridership loss experienced by other transit agencies during the pandemic, suggesting that ridership may have dropped as much as 40% lower than it did if they had not implemented fare free service. Providing fare free service has since been extended through 2022 and will be reevaluated for a potential extension through 2023.

Fare free service is expected to result in approximately $8 million in annual foregone farebox revenue for KCATA. The city is exploring a two-pronged approach to address this funding gap. First, city council allocated $4.8 million in the 2020-2021 budget to bridge the majority of the funding gap. Second, the city began discussions with major employers to form a funding partnership to bridge the remaining $3.2 million. While the results of any potential partnerships are not yet known, KCATA represents a hybrid approach of reappropriating municipal budget and exploring funding agreements with stakeholder groups.

Olympia, WA
In November 2018, Intercity Transit, the public
transit agency operating in Olympia, WA, passed
a voter approved ballot measure (Intercity Transit
Proposition 1) that established a 0.4% sales tax
to maintain, improve, and expand public transit
services. Without the passage of Proposition 1, Intercity Transit was facing a 15% service reduction. However, the additional sales tax revenue allowed the agency to not only preserve existing services but to also expand routes into new areas, increase service frequency, and extend operating hours. In addition to these service improvements, Proposition 1 also included funding for a five-year “zero-fare” demonstration, which went into effect on January 1, 2020. Initial results showed a substantial increase in ridership, with weekday ridership increasing 15.1% and weekend ridership increasing 49.4% (a 20% increase overall) between the months of January 2019 and January 2020.

Between all service modes, Intercity Transit generated approximately $4.1 million in farebox revenue, about 10% of annual operating expenses. This foregone farebox revenue has been replaced by the new sales tax revenue generated due to Proposition

1. Additionally, the decision to implement a zero-fare pilot saved the agency at least $1 million in farebox replacement costs and the increase in ridership is expected to qualify the agency for additional federal funding.

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Fare Scenarios
While the peer review performed in Chapter 3 of this report was used to identify best practices in fare structure and policies for similar agencies, any change in the fare structure for MBL would result in changes to ridership and revenue. To better understand these impacts, a fare model was developed based on existing ridership and revenue data from 2021. This information was then used as a baseline to understand order of magnitude changes to fare revenues and ridership as a result of specific pricing or structural changes.

Consumption of transit, like other goods and services, reacts to cost. Significant research over time has examined the sensitivity of transit ridership to fare increases. As such, elasticity factors are common in fare modeling, as they define the price sensitivity of riders to fare changes. An elastic factor suggests a larger change in ridership relative to a fare change. An inelastic factor suggests a relatively small change in ridership relative to a fare change. Informed by industry research,4the model accounts for elasticity factors that are consistent with industry standards for regular fares and instituting new fares to a system.

Using these elasticity factors, ridership changes (on a fare product basis) are determined from the proposed fare structure. A new average fare for each fare product is also calculated from the percentage change in the fare product price. Finally, multiplying the new ridership estimate by the new average fare produces a revenue estimate for that fare product.

It should be cautioned that any estimation model is an approximation based on a set of assumptions and is dependent on accurate data inputs to ensure quality outputs. The fare model bases ridership and revenue changes strictly on price variation. Qualitative factors such as customer simplicity, pandemic related shifts in transit demand, or other factors, like additional administrative burden, are not considered here but are certainly factors that influence ridership and revenue levels.
4 Source: TCRP Report 95, Chapter 12, Transit Pricing and Fares.

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Preliminary Fare Scenarios
Six different preliminary scenarios for fare structures and pricing changes were developed to evaluate potential impacts to MBL ridership and revenue. These fare scenarios are described below:
▪ Scenario 1: Optimize Fares to Maximize Ridership
▪ Scenario 2: Optimize Fares to Maximize Revenue
▪ Scenario 3: Eliminate Fares for K-12 Students
▪ Scenario 4: Align with Peer Agency Best Practices
▪ Scenario 5: Simplify the Fare Structure
▪ Scenario 6: Eliminate Fares for All Passengers (low and high projections) These Scenarios represent multiple variations on the current fare structure.

MBL Existing Fare Structure
Fare Type
Base
Fare Student Fare (K-12)
Reduced Fare
(Seniors, Disabilities)
Single Trip $1.10 $0.75 $0.50
Interagency Transfer $0.25 $0.25 $0.10
Day Pass $3.00 $2.00 $1.50
Monthly Pass -- $30.00 --
Dial-A-Taxi $1.00 -- --
Other Discount Policies
Children (under 4 years old) Free

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Scenario 1: Optimize Fares to Maximize Ridership
Scenario 1 takes an iterative approach to adjusting fares and pass multipliers, instead looking to maximize ridership while still maintaining the collection of fares and staying consistent with peer agencies. Scenario 1 represents the maximum potential for ridership based solely on changes to the fare structure without f ully eliminating fares.

The fare structure developed to maximize ridership includes a base fare of $0.75, a reduced fare of $0.50, free transfers, a 2x multiplier for all day-pass products, and a lowered K-12 student monthly pass cost of $15.00.

This scenario attempts to maximize ridership through fare structure changes and would result in an 8% increase in ridership (158,000 additional trips). This fare structure would also generate approximately $329,000 less in annual farebox revenue, an 25% decrease.

Scenario 1 Fare Structure
Fare Type
Base
Fare Student Fare (K-12)
Reduced Fare
(Seniors, Disabilities)
Single Trip $0.75 $0.75 $0.25
Interagency Transfer $0.25 $0.25 $0.10
Day Pass $1.50 $1.50 $0.50
Monthly Pass -- $15.00 --
Dial-A-Taxi $1.00 -- --
Other Discount Policies
Children (under 4 years old) Free
Transfers Free

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Scenario 1 Ridership and Revenue Impacts
8%
158,000
-25%
$(329,000) (400,000)
(300,000)
(200,000)
(100,000)
-
100,000
200,000
Scenario 1 - Ridership
Change in Ridership Change in Farebox Revenue

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Scenario 2: Optimize Fares to Maximize Revenue
This scenario takes an iterative approach to adjusting fares and pass multipliers until prices are such that revenue is maximized and no longer increases with subsequent increases in fare price. Scenario 2 represents the maximum potential for farebox revenue based solely on changes to the fare structure. The fare structure developed to maximize revenue includes a base fare of $2.00, reduced fare of $1.00, removes the K12 student fare discount, increases day passes to a 2.25x multiplier, and $5.00 for diala-taxi trips. This structure generates an additional $391,000 in farebox revenue, an increase of approximately 25% over 2019 levels.

Scenario 2 represents a substantial fare increase from the baseline, especially for passengers paying for single trips, and is expected to result in notable ridership loss, with an estimated 326,000 fewer trips (8%).

Scenario 2 Fare Structure
Fare Type
Base
Fare Student Fare (K-12)
Reduced Fare
(Seniors, Disabilities)
Single Trip $2.00 $2.00 $1.00
Interagency Transfer $0.25 $0.25 $0.10
Day Pass $4.50 $4.50 $2.25
Monthly Pass -- $30.00 --
Dial-A-Taxi $4.00 -- --
Other Discount Policies
Children (under 4 years old) Free

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Scenario 2 Ridership and Revenue Impacts
-17%
(326,000)
30%
$391,000
(400,000)
(300,000)
(200,000)
(100,000)
-
100,000
200,000
300,000
400,000
500,000
Scenario 2 - Revenue
Change in Ridership Change in Farebox Revenue

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Scenario 3: Eliminate Fares for K-12 Students
A common approach for transit agencies to begin exploring the potential for fare free service is through targeted programs, like providing fare free service to youth and/or K12 Students. The allows the agency to monitor impacts on a smaller segment of the population, and in this case, encourage continued transit use in a growing population group. The fare structure developed in Scenario 3 maintains the existing fare structure but removes the existing K-12 student fare category and instead allows them to ride fare free.

This scenario would result in a 4% increase in ridership (70,000 additional trips). This fare structure would also generate approximately $79,000 less in annual farebox revenue, an 6% decrease.

Scenario 3 Fare Structure
Fare Type
Base
Fare Student Fare (K-12)
Reduced Fare
(Seniors, Disabilities)
Single Trip $1.10 Free $0.50
Interagency Transfer $0.25 Free $0.10
Day Pass $3.00 Free $1.50
Monthly Pass -- Free --
Dial-A-Taxi $1.00 -- --
Other Discount Policies
Children (under 4 years old) Free

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Scenario 3 Ridership and Revenue Impacts
4%
70,000
-6%
$(79,000) (90,000)
(70,000)
(50,000)
(30,000)
(10,000)
10,000
30,000
50,000
70,000
90,000
Scenario 3 - K-12 Fare Free
Change in Ridership Change in Farebox Revenue

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Scenario 4: Align with Peer Agency Best Practices
Building upon the peer agency review performed in Chapter 3, this scenario uses the identified best practices in fare structure for similarly sized agencies to establish a potential fare structure. This fare structure increases the base fares to $1.25, would charge $0.50 per transfer to align with peer agency practices, would charge 3x for a day pass, adds a new monthly pass priced at 30x the base fare, and increases dial-a-taxi fares to 2x the base fare ($2.50).

The impacts to revenue and ridership of Scenario 4 include a modest 1% increase in ridership (20,000 trips) along with a $68,000 reduction in farebox revenue, a 5% decrease over 2021 revenue.

Scenario 4 Fare Structure
Fare Type
Base
Fare Student Fare (K-12)
Reduced Fare
(Seniors, Disabilities)
Single Trip $1.25 $0.75 $0.50
Interagency Transfer $0.25 $0.25 $0.10
Day Pass $3.75 $2.00 $1.50
Monthly Pass $37.50 $30.00 --
Dial-A-Taxi $2.50 -- --
Other Discount Policies
Children (under 4 years old) Free
Transfers $0.50

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Scenario 4 Ridership and Revenue Impacts
1%
20,000
-5%
$(68,000) (80,000)
(70,000)
(60,000)
(50,000)
(40,000)
(30,000)
(20,000)
(10,000)
-
10,000
20,000
30,000
Scenario 4 - Align w Peers
Change in Ridership Change in Farebox Revenue

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Scenario 5: Simplify the Fare Structure
Scenario 5 recognizes that many other transit agencies are operating within the same geographic area as MBL that all have different fare structures, which can often create confusion for passengers. To simplify and improve the passenger experience, this fare structure seeks to create a simplified, streamlined fare structure that is easier to understand for passengers and easier to administer for MBL.

This simplified fare structure would include lowering the base fare to $1.00, removing the K-12 student discount fare, and maintaining day pass multipliers at 3x the base fare.

This scenario would still result in a 3% ridership increase (61,000 additional trips) and would generate approximately $117,000 less in annual farebox revenue, a 9% decrease.

Scenario 5 Fare Structure
Fare Type
Base
Fare Student Fare (K-12)
Reduced Fare
(Seniors, Disabilities)
Single Trip $1.00 $1.00 $0.50
Interagency Transfer $0.25 $0.25 $0.10
Day Pass $3.00 $3.00 $1.50
Monthly Pass -- -- --
Dial-A-Taxi $1.00 -- --
Other Discount Policies
Children (under 4 years old) Free
Transfers Free

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Scenario 5 Ridership and Revenue Impacts
3%
61,000
-9%
(140,000) $(117,000)
(120,000)
(100,000)
(80,000)
(60,000)
(40,000)
(20,000)
-
20,000
40,000
60,000
80,000
Scenario 5 - Simplify
Change in Ridership Change in Farebox Revenue

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Scenario 6: Eliminate Fares for All Passengers
This scenario represents fare free service on MBL, systemwide. The changes to ridership and revenue for this scenario are explored in detail in Chapter 4 of this report and include both a low growth and high growth scenario.

Based on elasticity factors, Scenario 6 represents the maximum ridership potential by operating systemwide fare free service, including a range between 40% and 60% overall ridership growth between both paratransit and fixed-route service. As a result of no longer charging a fare, 100% of farebox revenue would be foregone. There are additional anticipated operating cost increases associated with fare free service, explored in Chapter 4, that would result in net annual operating costs increasing between $1,342,000 and $1,393,000 due to increased operating costs associated with higher demand for paratransit service and foregone farebox revenue.

Scenario 6 Ridership and Revenue Impacts
40%
773,000
60%
1,163,000
-100%
$(1,320,000)
-100%
$(1,320,000) (1,500,000)
(1,000,000)
(500,000)
-
500,000
1,000,000
1,500,000
Scenario 6 - Fare Free (Low) Scenario 6 - Fare Free (High) Change in Ridership Change in Farebox Revenue

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Preferred Fare Scenario
Following a presentation of the preliminary fare scenarios and associated impacts, a preferred fare scenario was developed in coordination with MBL staff to incorporate aspects of several preliminary fare scenarios. The preferred fare scenario is intended to create a simplified, easier to understand fare structure that better aligns with peer agencies and continues to emphasize equity within the community.

The preferred fare scenario would raise the base fare to $1.25 and include a $0.50 transfer to align with peer agencies. However, providing transfers would necessitate providing paper transfer slips, which would require additional costs for MBL to purchase and administer. In conjunction with the base fare reduction, the reduced fare would remain at $0.50 and the dial-a-taxi fare would also remain at $1.00. K-12 students would now ride fare free and would no longer have specialized pass products at a discounted rate. This would serve to increase ridership amongst this group and reduce the administrative burden for MBL to administer an additional pass program.

The preferred fare scenario would result in an 3% increase in ridership (51,000 trips) and would generate $54,000 less in annual farebox revenue, a 4% decrease.

Preferred Fare Scenario Structure
Fare Type
Base
Fare Student Fare (K-12)
Reduced Fare
(Seniors, Disabilities)
Single Trip $1.25 Free $0.50
Interagency Transfer $0.25 $0.25 $0.10
Day Pass $3.00 Free $1.50
Dial-A-Taxi $1.00 -- --
Other Discount Policies
Children (under 4 years old) Free
Transfers $0.50

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Preferred Scenario Ridership and Revenue Impacts
3%
51,000
-4%
(70,000) -$54,000
(50,000)
(30,000)
(10,000)
10,000
30,000
50,000
70,000
Modified Fare Scenario
Change in Ridership Change in Farebox Revenue

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Fare Scenario Impact Summary
8%
158,000
-17%
(326,000)
4%
70,000 1%
20,000
3%
61,000
40%
773,000
60%
1,163,000
3%
51,000
-25%
$(329,000)
30%
$391,000
-6%
$(79,000)
-5%
$(68,000) -9%
$(117,000)
-100%
$(1,320,000)
-100%
$(1,320,000)
-4%
$(54,000)
(1,500,000)
(1,000,000)
(500,000)
-
500,000
1,000,000
1,500,000
Scenario 1 -
Ridership
Scenario 2 -
Revenue
Scenario 3 - K-12
Fare Free
Scenario 4 -
Align w Peers
Scenario 5 -
Simplify
Scenario 6 - Fare
Free (Low)
Scenario 6 - Fare
Free (High)
Modified Fare
Scenario
Change in Ridership Change in Farebox Revenue

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Appendix C:

Existing Conditions Report

Montebello Bus Lines
Existing Conditions Report
December 2021

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Table of Contents
Page
1 Introduction......................................................................................................................1-1 Montebello Moves................................................................................................................................. 1-1 Key Findings............................................................................................................................................ 1-2 2 MBL System Evaluation ...................................................................................................2-1 System Overview................................................................................................................................... 2-1 System Resources................................................................................................................................... 2-3 Ridership.................................................................................................................................................. 2-5 On-Time Performance.........................................................................................................................2-11 Bus Stops................................................................................................................................................2-12 Line 10 Whittier Blvd.........................................................................................................................2-13 Line 20 San Gabriel Blvd.................................................................................................................2-17 Line 30 Garfield Ave ........................................................................................................................2-20 Line 40 Beverly Blvd..........................................................................................................................2-23 Line 50 Washington Blvd..................................................................................................................2-27 Line 60 Passons Blvd..........................................................................................................................2-31 Line 70 Wilcox Ave ...........................................................................................................................2-34 Line 90 Downtown Express...............................................................................................................2-37 Fares.......................................................................................................................................................2-41 Dial-A-Taxi............................................................................................................................................2-42 Montebello Link ....................................................................................................................................2-42 3 Market Analysis...............................................................................................................3-1 Demographic and Socio-Economic Factors....................................................................................... 3-1 Employment...........................................................................................................................................3-10 4 Regional Connectivity......................................................................................................4-1 Connecting Transit Providers ............................................................................................................... 4-1 LA Metro Bus........................................................................................................................................... 4-4 LA Metro Rail.......................................................................................................................................... 4-8 Monterey Park Spirit Bus....................................................................................................................4-10 Bell Gardens Transit............................................................................................................................4-12 Foothill Transit.......................................................................................................................................4-13 Norwalk Transit....................................................................................................................................4-15 Commerce Transit ................................................................................................................................4-17 Rosemead Explorer.............................................................................................................................4-19 LA GO Shuttles.....................................................................................................................................4-21 Alhambra Community Transit.............................................................................................................4-23 5 Community Feedback ......................................................................................................5-1 Virtual Public Meeting........................................................................................................................... 5-1 Pop-Up Events ........................................................................................................................................ 5-2 Stakeholder Engagement..................................................................................................................... 5-3 On-Board Survey................................................................................................................................... 5-5 Online Community Survey..................................................................................................................5-16

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1 INTRODUCTION
The City of Montebello is moving forward with public transit.

The City of Montebello has operated Montebello Bus Lines (MBL) since 1922. MBL is the third largest municipal bus system in Los Angeles County. MBL provides transit services in Montebello as well as the neighboring communities of Alhambra, Bell Gardens, Boyle Heights, Commerce, Downtown Los Angeles, East Los Angeles, La Mirada, Monterey Park, Pico Rivera, Rosemead, South Gate, and Whittier.

MONTEBELLO MOVES
Study Overview
In July 2021, the City of Montebello initiated Montebello Moves, a comprehensive study that will identify ways to create a more convenient, reliable, equitable, and sustainable MBL transit system.

The initial phase of the study is a comprehensive review of the existing MBL system and connecting transit services. This phase also examines evolving market conditions in the area with an emphasis on demographics, socio-economic characteristics, and employment hubs.

Robust and meaningful community engagement is a vital component of the Montebello Moves study. Outreach efforts include an on-board rider survey, online community survey, project website, social media, virtual public meetings, and stakeholder discussions. These activities will help the City of Montebello identify transit needs and understand community priorities.

The final phase of Montebello Moves is the development of a strategic plan to guide service improvements and expansion over the next several years.

Existing Conditions Report
As the first deliverable of the Montebello Moves study, this report synthesizes service evaluation, market analysis, and initial community feedback. The report also highlights challenges and opportunities related to the design and delivery of transit service.

The report will serve as the foundation for the development of initial service alternatives, which will be presented to the community in early 2022.

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KEY FINDINGS
Extensive Route Network
Montebello Bus Lines consists of seven local routes and one express route that serve many important regional destinations such as Downtown Los Angeles, East Los Angeles College, The Shops at Montebello, and Uptown Whittier.

Unlike many small municipal transit providers in the region, Montebello Bus Lines primarily operates on major arterial streets, which enables fast and direct service.

However, the extensive coverage provided by Montebello Bus Lines also results in limited service for the City of Montebello. Less than one-quarter of MBL bus stops are situated within city limits and less than one-third of passenger boardings take place within city limits. Line 50 is excessively long, negatively impacting schedule reliability.

Figure 1-1 Montebello Bus Lines Network and Key Destinations

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Evolving Ridership Patterns
Montebello Bus Lines, along with all transit providers across the country, experienced severe ridership declines between March and July 2020 due to the COVID-19 pandemic.

MBL implemented significant service suspensions and reductions during this timeframe.

Since July 2020, ridership has increased steadily on most MBL routes. Weekend ridership has returned at a greater rate than weekday service, indicating the need for additional weekend service to connect riders with employment and shopping.

Strong Core Routes
Line 10 Whittier Boulevard and Line 40 Beverly Boulevard account for approximately 70% of MBL’s total system ridership. Both lines offer riders frequent service, early morning availability, and daily operation.

Insufficient Service
In contrast to Lines 10 and 40, most other MBL lines are infrequent with limited hours of service. Several MBL lines do not operate on weekends thereby forcing riders to travel longer distances to reach active MBL bus stops or find alternative transportation. Service investments such as longer hours and expanded weekend service increase access to jobs and services, particularly for riders with the greatest transit needs.

Inadequate Route Endpoints
While some MBL routes end at major destinations, several routes terminate at locations that lack a significant ridership generator and/or ideal layover space. Ridership data and the regional transit network, including the planned Gold Line extension, are key factors for evaluating the benefits and impacts of extending or truncating existing lines.

Potential Destinations
Montebello Bus Lines operates within two miles of two major higher education institutions: California State University Los Angeles and Rio Hondo College. Extending service to these campuses and/or improving schedule coordination with transit providers currently serving these campuses will be explored.

Regional Coordination
As one of many transit providers in the Los Angeles region, Montebello Bus Lines plays an important role in connecting people with places. Opportunities to improve connectivity with other transit providers and/or partner with neighboring cities will be evaluated with regards to local and regional benefits.

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2 MBL SYSTEM EVALUATION

SYSTEM OVERVIEW
Montebello Bus Lines consists of eight lines with varying frequencies and days of service (Figure 2-2). Lines 10, 20 and 40 provide frequent, daily service. Lines 30, 50, 60 and 70 are less frequent with limited weekend service. Line 90 is weekday peak hour express service.

Figure 2-1 Montebello Bus Lines Network

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Service Span and Frequency
Figure 2-2 Service Span and Frequency by Line
Weekday Early Morning Midday Afternoon Night
Line 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10
10 Whittier Blvd
20 San Gabriel Blvd
30 Garfield Ave
40 Beverly Blvd
50 Washington Blvd
60 Passons Blvd
70 Wilcox Ave
90 Downtown Express
Saturday Early Morning Midday Afternoon Night
Line 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10
10 Whittier Blvd
20 San Gabriel Blvd
30 Garfield Ave
40 Beverly Blvd
50 Washington Blvd
60 Passons Blvd
70 Wilcox Ave
90 Downtown Express
Sunday Early Morning Midday Afternoon Night
Line 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10
10 Whittier Blvd
20 San Gabriel Blvd
30 Garfield Ave
40 Beverly Blvd
50 Washington Blvd
60 Passons Blvd
70 Wilcox Ave
90 Downtown Express
Line Frequencies 15-20 minutes 21-40 minutes 41-60 minutes 61-90 minutes

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SYSTEM RESOURCES
Revenue Hours
While span, frequency and coverage are the primary measures of service availability for riders, transit providers quantify system resources in terms of revenue hours and peak vehicles.

Revenue hours are defined as the time in which a bus is in service. As a system, Montebello Bus Lines provides more than 600 revenue hours on weekdays. Revenue hours drop by approximately 19% from weekdays to Saturday. Sunday service has approximately 33% less revenue hours than weekdays.

Figure 2-3 Revenue Hours by Route, September 2021
0 20
40 60
80 100
120
140
160
180
200
Daily Revenue Hours
Weekday Saturday Sunday

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Peak Vehicles
Peak vehicles represent the maximum number of buses in operation for each service level (weekdays, Saturday, and Sunday). Peak vehicle counts range from 42 on weekdays to 33 on Saturdays and 28 on Sundays.

Figure 2-4 Peak Vehicles by Route, September 2021
0 2
4 6
8 10
12 14
Peak Vehicles
Weekday Saturday Sunday

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RIDERSHIP
Historical System Ridership
Montebello Bus Lines experienced a significant decline in system ridership in March 2020 when service was suspended and reintroduced at a reduced level due to the COVID-19 pandemic.

Accurate ridership data was not collected between April and June 2020 as riders were required to rear from the back door and fares were not enforced.

Ridership has been slowly recovering since July 2020. Weekday ridership is approximately 40% less than pre-pandemic level and weekend ridership is approximately 50% lower than prepandemic levels.

Figure 2-5 Historical System Ridership
0 50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
Average Monthly Boardings
Suspended
and
Reduced
Service

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System Ridership by Service Level
As of June 2021, Montebello Bus Lines averages 7,500 daily boardings on weekdays, 5,650 boardings on Saturdays, and 4,250 boardings on Sundays.

Figure 2-6 Ridership by Service Level
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
Average Daily Boardings
Weekday Saturday Sunday

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System Productivity by Service Level
Although MBL operates fewer revenue hours on weekends, boardings per revenue is nearly identical across service levels, indicating
Figure 2-7 Ridership Productivity by Service Level
0 2
4 6
8 10
12 14
Average Boardings per Revenue Hour
Weekday Saturday Sunday

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Ridership Distribution
Montebello Bus Lines ridership is highly concentrated along two corridors:
▪ Whittier Boulevard between Atlantic Boulevard and Whittwood Town Center ▪ Beverly Boulevard between downtown Los Angeles and the San Gabriel River Other corridor segments with high to moderate ridership include:
▪ Greenwood Avenue between Beverly Boulevard and Telegraph Road ▪ Washington Boulevard between Greenwood Avenue and Whittier Boulevard ▪ Garfield Avenue between Graves Avenue and Downtown Alhambra ▪ San Gabriel Boulevard between Valley Boulevard and the Shops at Montebello ▪ Olympic Boulevard between Hill Street and Alameda Street Figure 2-8 Weekday System Ridership

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Line Ridership
Line 10 has the highest ridership over 3,000 weekday boardings. Combined, Lines 10 and 40 constitute 70% of the total system ridership. Lines 20, 30 and 50 have moderate ridership. Lines 70 and 90 have very low ridership. Line 60 was reinstated in September 2021.

Figure 2-9 Ridership by Line, June 2021
0 500
1,000
1,500
2,000
2,500
3,000
3,500
Average Daily Boardings
Weekday Saturday Sunday

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Line Productivity
Although Lines 10 and 40 generate much higher ridership than other MBL lines, ridership productivity, measured by boardings per revenue, is relatively similar for Lines 20, 30 and 50.

Lines 70 and 90 are well below industry standards for fixed-route service.

Figure 2-10 Productivity by Line, June 2021
-
2 4
6 8
10 12
14 16
18 Boardings per Revenue Hours
Weekday Saturday Sunday

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ON-TIME PERFORMANCE
On-time performance is measured at scheduled timepoints. Trip segments are considered ontime if the bus departs within one minute before and 5 minutes after the scheduled time. Ontime performance for Montebello Bus Lines is higher than most transit systems in the region.

Lines with on-time performance below the system average of 77% include Lines 50, 60, and 90.

Figure 2-11 On-Time Performance by Line, October 2020
68%
82%
66%
73%
77%
80%
87%
85%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
90 Downtown Express
70 Wilcox Ave
60 Passons Blvd
50 Washington Blvd
40 Beverly Blvd
30 Garfield Ave
20 San Gabriel Blvd
10 Whittier Blvd
Early On-Time Late

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BUS STOPS
The Montebello Bus Lines systems consists of more than 800 bus stops. Only 22% of bus stops are situated within Montebello city limits. Bus stops within the Montebello, Los Angeles, and unincorporated Los Angeles County account for half of bus stop total and generate 65% of system ridership. Other jurisdictions with at least 10% of the system bus stop total include Pico Rivera and Whittier. The City of Montebello does not maintain bus stops outside of Montebello city limits.

Figure 2-12 Bus Stops and Ridership by Jurisdiction
0%
5%
10%
15%
20%
25%
30%
35%
Bus Stops Ridership

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LINE 10

WHITTIER BLVD
Line Overview

WEEKDAY SATURDAY SUNDAY
Headway (minutes) 15 15 15
Cycle time (minutes) 160 160 160
Service span 4:30 AM – 9:45 PM 4:30 AM – 9:45 PM 4:30 AM – 9:45 PM On-Time Performance Ridership by Time of Day
Source: City of Montebello APC Data (Oct 2020)
Description of route: Line 10 – Whittier Blvd provides
east-west service between East Los Angeles College,
Montebello, Uptown Whittier, and Whittwood Town
Center. The route operates along Atlantic Blvd,
Whittier Blvd, Philadelphia St, and Painter Ave.

Major destinations along the line include East Los
Angeles College, Commerce Center, Downtown
Montebello, Uptown Whittier, Whittier College, and
Whittwood Town Center.

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Strengths
▪ Line 10 is the highest ridership line in the MBL system and has high on-time performance. ▪ Ridership is high along the length of the line, with the highest ridership areas including ELAC, Commerce Center, downtown Montebello, Rosemead Blvd, Uptown Whittier, and Whittwood Town Center.

Opportunities
▪ Line 10 is the strongest line in the MBL system and there are few opportunities for improvement. The route already operates with high service frequency, carries the most passengers, and has strong ontime performance.

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Line 10 Eastbound Ridership

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Line 10 Westbound Ridership

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LINE 20

SAN GABRIEL BLVD
Line Overview

WEEKDAY SATURDAY SUNDAY
Headway (minutes) 30 30 30
Cycle time (minutes) 120 120 120
Service span 5:30 AM – 9:30 PM 6:00 AM – 9:00 PM 6:00 AM – 9:00 PM On-Time Performance Ridership by Time of Day
Source: City of Montebello APC Data (Oct 2020)
Description of route: Line 20 – San Gabriel Blvd
provides north-south service between San Gabriel,
Rosemead, Montebello, and Rancho San Antonio.

The route operates along San Gabriel Blvd, The
Shops at Montebello, Montebello Blvd, Greenwood
Ave, and operates a terminal loop to the south along
Telegraph Rd, Gage Rd, and Union St.

Major destinations served by the line include the
Rancho San Antonio neighborhood, the Shops at
Montebello, and the residential and commercial areas
near San Gabriel Blvd & Garvey Ave.

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Strengths
▪ Line 20 is an average ridership route with high on-time performance. ▪ Ridership is highest in downtown Montebello, Rancho San Antonio, near the Shops at Montebello, and in Rosemead.

Opportunities
▪ Ridership is generally low at the northern and southern termini of the line. There is an opportunity to extend or realign Line 20 to serve a stronger anchor destination at the northern and southern termini of the route.

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Line 20 Northbound Ridership Line 20 Southbound Ridership

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LINE 30

GARFIELD AVE
Line Overview

WEEKDAY SATURDAY SUNDAY
Headway (minutes) 60 60 60
Cycle time (minutes) 120 120 120
Service span 5:50 AM – 9:15 PM 5:50 AM – 9:15 PM 5:50 AM – 9:15 PM On-Time Performance Ridership by Time of Day
Source: City of Montebello APC Data (Oct 2020)
Description of route: Line 30 – Garfield Ave provides
north-south service between Alhambra, Monterey
Park, Rosemead, Montebello, Commerce, Bell
Gardens, and South Gate. The line operates along
Huntington Dr and Garfield Ave.

Major destinations served by the line include several
retail areas near major intersections, most notably,
Garfield Ave & Main St in Alhambra, Garfield Ave &
Garvey Ave in Rosemead, Garfield Ave & Florence
Ave in Bell Gardens.

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Strengths
▪ Line 30 is a low ridership line with average on-time performance. ▪ Ridership is highest near downtown Montebello, Rosemead, and Bell Gardens.

Opportunities
▪ Ridership is generally low at the northern and terminus of the line. There is an opportunity to extend or realign Line 30 to serve a stronger anchor destination at the northern terminus of the route.

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Line 30 Northbound Ridership Line 30 Southbound Ridership

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LINE 40

BEVERLY BLVD
Line Overview

WEEKDAY SATURDAY SUNDAY
Headway (minutes) 15 20 20
Cycle time (minutes) 150 150 150
Service span 5:00 AM – 10:00 PM 5:00 AM – 9:45 PM 5:00 AM – 9:45 PM On-Time Performance Ridership by Time of Day
Source: City of Montebello APC Data (Oct 2020)
Description of route: Line 40 – Beverly Blvd provides
east-west service between downtown Los Angeles,
Boyle Heights, East Los Angeles, Montebello, and
Whittier.

Major destinations include retail and employment hubs
in downtown Los Angeles, Boyle Heights, Montebello.

The line also serves three Metro L (Gold) line stations, including Maravilla, East LA Civic Center, and Atlantic stations.

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Strengths
▪ Line 40 is the second highest ridership line in the MBL system and has average on-time performance. ▪ Ridership is generally high along the length of the alignment. The line also connects to three different Metro L (Gold) Line stations, providing additional regional connectivity.

Opportunities
▪ Given the high ridership on Line 40, there may be an opportunity to improve service frequency and operate the line with 15-minute service all day, consistent with service provided by Line 10. ▪ There is an opportunity to extend or realign Line 40 to serve a stronger anchor destination at the eastern terminus, like Rio Hondo college or the Pico Bus Terminal to provide additional transfer opportunities.
▪ On-time performance may be improved by truncating service to end before downtown Los Angeles.

This would remove service from the most congested segments of the line and reduce delays.

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Line 40 Eastbound Ridership

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Line 40 Westbound Ridership

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LINE 50

WASHINGTON BLVD
Line Overview

WEEKDAY SATURDAY
Headway (minutes) 40 55
Cycle time (minutes) 210 240
Service span 4:15 AM – 8:30 PM 4:30 AM – 9:00 PM
On-Time Performance Ridership by Time of Day
Source: City of Montebello APC Data (Oct 2020)
Description of route: Line 50 – Washington Blvd
provides east-west service between downtown Los
Angeles, Wyvernwood, Commerce, Rancho San
Antonio, Pico Riviera, Whittier, and La Mirada.

Major destinations include downtown Los Angeles, LA
County Social Services, Commerce Civic Center,
Downtown Montebello, Uptown Whittier, and
California High School in Whittier.

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Strengths
▪ Line 50 is an average ridership line with below average on-time performance. ▪ Ridership is highest through downtown Montebello, Pico Riviera, and near the LA County Social Services facility.

Opportunities
▪ There may be an opportunity to shorten or remove service from low ridership areas of Line 50, including near La Mirada and the industrial areas along Washington Blvd east of downtown Los Angeles.

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Line 50 Eastbound Ridership

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Line 50 Westbound Ridership

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LINE 60

PASSONS BLVD
Line Overview

WEEKDAY
Headway (minutes) 80
Cycle time (minutes) 68
Service span 6:15 AM – 6:30 PM
On-Time Performance Ridership by Time of Day
Source: City of Montebello APC Data (Oct 2019)
Description of route: Line 60 – Passons Blvd
provides local north-south service between Northgate
Market and the LA County Probation Training Center
in Pico Riviera. This route was suspended during the
COVID-19 Pandemic and restored in 2021.

Major destinations include the LA County Probation
Training Center, retail destinations along Rosemead
Blvd between Beverly Blvd and Whittier Blvd and near
the intersection of Passons Blvd and Washington
Blvd.

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Strengths
▪ Line 60 is a low on-time performance line and provides local north-south connections along Passons Blvd, including to the LA County Probation Training Center. ▪ Ridership on line 60 is peak oriented, with the highest ridership at 7:00 a.m. and 3:00 p.m.

Opportunities
▪ There is an opportunity to extend Route 60 to provide direct, bi-directional service to Rio Hondo college, which would be a stronger destination than the LA County Probation Training Center. ▪ Ridership on the line may be improved by operating on clockface headways, at least every 60 minutes, rather than every 80 minutes as it does currently.

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Line 60 Northbound Ridership Line 60 Southbound Ridership

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LINE 70

WILCOX AVE
Line Overview

WEEKDAY
Headway (minutes) 50
Cycle time (minutes) 90
Service span 5:15 AM – 8:00 PM
On-Time Performance Ridership by Time of Day
Source: City of Montebello APC Data (Oct 2020)
Description of route: Line 70 – Wilcox Ave provides
local service within Montebello, connecting Rancho
San Antonio, the Montebello/Commerce Metrolink
station, Montebello High School, the Montebello Plaza
shopping center, and the Shops at Montebello.

This line provides local circulation between the
relatively dense residential areas in Rancho San
Antonio and the retail and employment opportunities
throughout the City of Montebello.

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Strengths
▪ Line 70 is an average on-time performance line providing north-south connections between the Rancho San Antonio neighborhood and several retail and employment destinations in the City of Montebello. ▪ Ridership is highest in the midday period, which suggests this line may be used predominately to access services.

Opportunities
▪ The line currently operates off clockface headways every 50 minutes with a 90-minute cycle time.

There may be an opportunity to improve service frequency and interline this with another line to operate more efficiently.

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Line 70 Northbound Ridership Line 70 Southbound Ridership

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LINE 90

DOWNTOWN EXPRESS
Line Overview

WEEKDAY
Headway 9 round trips per day
Cycle time (minutes) Varies
Service span 5:30 AM – 10:00 AM
3:00 PM – 8:00 PM
On-Time Performance Ridership by Time of Day
Source: City of Montebello APC Data (Oct 2020)
Description of route: Line 90 – Downtown Express is
a commuter express route that operates along Beverly
Blvd between Whittier, the Taylor Ranch park-andride, Montebello, and East Los Angeles before operating into downtown Los Angeles on Hwy 60, I-5,
and Hwy 101.

The route provides direct, limited stop service and
operates nine round trips per weekday.

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Strengths
▪ Line 90 provides direct, peak-oriented express service between Whittier, Montebello, and downtown Los Angeles.

Opportunities
▪ Line 90 is a low on-time performance line. On-time performance is likely impacted by changes in traffic congestion on highways into and out of downtown Los Angeles. On-time performance may be improved by adjusting scheduled travel times to better reflect operating conditions throughout the day.

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Line 90 Eastbound Ridership

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Line 90 Westbound Ridership

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FARES
Montebello Bus Lines’ fare structure includes two distinct fare types and discount categories (Figure 2-13). The base fare of $1.10 applies to all local lines (10, 20, 30, 40, 50, 60, and 70), while the more expensive express fare of $1.30 only applies to Line 90. Additionally, MBL offers discounted fares to K-12 students ($0.75 per trip) and for people with disabilities and seniors ages 62 and older ($0.50 per trip). These fare discounts only apply to local lines, there are no discounts for express fares.

MBL also offers interagency transfers when passengers transfer to a route operated by another provider. These transfers require an additional $0.25 with a discounted fare of $0.10 for people with disabilities and seniors. MBL offers day passes at a rate of $3.00, discounted to $2.00 for students and $1.50 for seniors and people with disabilities. A Monthly pass is available only for students at a cost of $30.00.

There is an opportunity to simplify MBL fares by rounding these amounts to the nearest increment of $0.25. This makes paying cash fares easier as passengers will no longer have to worry about paying exact fares with nickels and dimes. This may potentially improve travel times by reducing the amount of time passengers spend searching for change and paying their fare.

Figure 2-13 Montebello Bus Lines Fare Structure
Adults Students (K-12)
People with
Disabilities & Seniors
(62+)
Base Fare $1.10 $0.75 $0.50
Express Fare $1.30 $1.30 $1.30
Interagency Transfer $0.25 $0.25 $0.10
Day Pass $3.00 $2.00 $1.50
Monthly Pass None $30.00 None
Note: ID required for discount fare and passes
In addition to accepting cash, MBL offers pass products and accepts cash value payments through the Transit Access Pass (TAP) program that is commonly used throughout the Los Angeles area. MBL also accepts the regional EZ Transit Pass which provides unlimited access to participating agencies for $110 per month ($42 for seniors and people with disabilities). In addition to MBL, participating EZ Transit Pass agencies include Commerce Municipal Bus Lines, Culver CityBus, Foothill Transit, Gardena Municipal Bus Lines, Glendale Beeline, LADOT, Long Beach Transit, Metro Bus & Metro Rail, Norwalk Transit, Santa Clarita Transit, Santa Monica Big Blue Bus, and Torrance Transit.

MBL also accepts bus tokens which are valid for a single, one-way trip (10 tokens for $10).

Tokens are no longer viewed as a best practice for transit fare media. Phasing tokens out of circulation may further simplify the fare collection process for MBL.

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DIAL-A-TAXI
In addition to the fixed-route system, Montebello Bus Lines offers a Dial-A-Taxi service for Montebello residents ages 62 and older and/or with a disability. Qualifying residents may apply through a paper application and a physician’s form submitted to the city. Dial-A-Taxi service provides transportation within the City of Montebello for any trip purpose and within a larger service area (bound between the I-10 Freeway, I-710 Freeway, I-605 Freeway, and Slauson Ave) for medical trips only.

Dial-A-Taxi service is available 24 hours per day and 7 days per week, including holidays. The service provides 26 riders per month with a payment of $1.00 per one-way trip.

MONTEBELLO LINK
MBL offers a contracted service known as Montebello Link that provides feeder service to Metrolink commuter rail service. Montebello Link is a semi-fixed-route service that uses a reservation-based system to provide flexible service between the Montebello Metrolink Station and employment centers in Bell, Commerce, Montebello, and Monterey Park.

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3 MARKET ANALYSIS
How well does MBL serve the communities in which it operates?

DEMOGRAPHIC AND SOCIO-ECONOMIC FACTORS
Examining the density and distribution of specific population segments helps identify areas with high transit need. This section uses Census data to highlight demographic and socio-economic characteristics of persons residing within areas currently served by the Montebello Bus Lines.

Category Why it’s important
Population Population density is among the most important factors influencing transit demand. High-density residential areas have more people within walking distance to major corridors that can support more frequent transit service than low-density areas.

Older Adults Transit provides a safe and low-cost alternative to driving a personal vehicle.

Many older adults choose to transition from driving a personal vehicle to using transit due to health and/or safety reasons.

Young Adults Multiple transportation studies have shown that young adults are obtaining their driver licenses at a later age than previous generations. Young adults are also less likely than their middle-aged counterparts to own a personal vehicle and more likely to consider transit as a transportation option.

Persons with
Disabilities
Persons with disabilities may be unable to operate a vehicle or feel more comfortable on public transportation. Transit stops must accommodate persons with disabilities and paratransit options should be made available People of Color People of color are more likely than their white counterparts to use public transportation as a means of commuting. Neighborhoods with high minority populations are more likely to be underserved by transit networks Limited English
Proficiency
In areas where populations speak a variety of languages, transit maps and marketing materials should be translated into languages spoken in these neighborhoods based on 2020 census data
Low-Income Population Traditionally, low-income populations are less likely to own or have access to a vehicle and more likely to use public transit as their sole means of transportation
Limited Access to
Personal Vehicle
Populations with limited vehicle access are likely to use public transportation as their sole means of transportation

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Population
Communities within the current Montebello Bus Lines service area that have the highest population densities include:
▪ Alhambra
▪ Bell Gardens
▪ East Los Angeles
▪ Monterey Park
▪ South Montebello
Figure 3-1 Population Density

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Older Adults
Communities within the current Montebello Bus Lines service area that have the highest densities of older adults include:
▪ Boyle Heights
▪ Downtown Los Angeles
▪ East Los Angeles
▪ Montebello
▪ Monterey Park
Figure 3-2 Older Adults Density

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Young Adults
Communities within the current Montebello Bus Lines service area that have the highest densities of young adults include:
▪ Boyle Heights
▪ East Los Angeles
Figure 3-3 Young Adults Density

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Persons with Disabilities
Communities within the current Montebello Bus Lines service area that have the highest densities of persons of disabilities include:
▪ Boyle Heights
▪ Downtown Los Angeles
▪ Montebello
Figure 3-4 Density of Disabled Adults

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Limited English Proficiency
Communities within the current Montebello Bus Lines service area that have the highest densities of limited English proficiency include:
▪ Bell Gardens
▪ Boyle Heights
▪ Monterey Park
Figure 3-5 People with Limited English Proficiency

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People of Color
Communities of color are prominent throughout the Montebello Bus Lines service area, especially:
▪ Bell Gardens
▪ Boyle Heights
▪ East Los Angeles
▪ Monterey Park
Figure 3-6 Density of People of Color

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Low-Income Population
Communities within the current Montebello Bus Lines service area that have the highest densities of low-income populations include:
▪ Bell Gardens
▪ Boyle Heights
▪ East Los Angeles
Figure 3-7 Density of Low-Income Population

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Limited Access to a Personal Vehicle
Downtown Los Angeles has the highest densities of persons with limited access to a personal vehicle within the current Montebello Bus Lines service area.

Figure 3-8 Density of Households with Zero or One Cars

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EMPLOYMENT
Category Why it’s important
Employment Density With higher employment density, more transit should be available as an alternative or substitute to driving. Since many employees will be converging in this area, a robust transit network should be available in these areas Density of Low-Wage
Job
Low-wage workers are less likely to have access to a vehicle and be more reliant on public transportation. Low-wage workers are also more likely to work non-traditional hours showing the need for extended hours of service. Areas with a high density of low-wage jobs should see an array of public transportation options for employees.

Retail or Service Jobs Retail and service jobs are often low-paying, and their staff is less likely to have access to a vehicle, therefore areas with high densities of retail or service industry jobs should have a robust transit network available for employees.

Office Jobs Persons with office jobs are less likely to be reliant on public transit. However, if parking costs or gas prices rise, workers may begin relying on public transportation. Areas like downtowns or large office corridors may be convenient transit hubs because of their high concentrations of employment opportunities.

Healthcare Jobs Healthcare workers are more likely to work non-traditional hours, showing the need for extended hours of service. Transit serving healthcare centers such as hospitals or clinics should have service late into the night and early in the morning. Bus stops and other transit stations should be well-lit for passengers using the service at night on off-peak hours.

Industrial or
Manufacturing Jobs
Persons in manufacturing jobs are more likely to be lower-income and be more reliant on public transit. Manufacturing centers tend to be far from areas with high population densities, therefore planning transit routes that connect lowincome areas with manufacturing jobs may require increasing the number of routes as well as the number of stops along the route to ensure accessibility.

Education or Civic
Jobs
Persons with education or civic jobs may be low-wage earners and work offpeak hours. Transit to these areas needs to be available late at night and early in the morning to assure these workers have access to their places of employment around the city.

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Employment Density
Areas within the current Montebello Bus Lines service area that have the highest employment densities include Downtown Los Angeles, East Los Angeles College, and Commerce.

Figure 3-9 Employment Density

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Low-Wage Jobs
Areas within the current Montebello Bus Lines service area that have the highest densities of low-wage jobs include Downtown Los Angeles and Uptown Whittier.

Figure 3-10 Density of Low-Wage Jobs

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Jobs by Industry
Industrial jobs are prominent along the western half of Line 50. A mix of job types can be found along major corridors in the current Montebello Bus Lines service area, such as Whitter Boulevard, Beverly Boulevard, San Gabriel Boulevard, and Garfield Avenue.

Figure 3-11 Distribution of Jobs by Industry

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Transit Needs Index
Communities within the current Montebello Bus Lines service area that have the highest densities of persons with transit needs include:
▪ Alhambra
▪ Bell Gardens
▪ Boyle Heights
▪ East Los Angeles
▪ Montebello
▪ Monterey Park
▪ Rosemead
Figure 3-12 Transit Needs Index

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Employment Density
Downtown Los Angeles and Montebello are the primary work destinations for residents of the City of Montebello.

Figure 3-13 Where Montebello Residents Work

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Employment Density
Persons employed in the City of Montebello most live within a five-mile radius of the city. Many employees also live in outlying communities such as Bell, Cudahy, Downey, Whittier, Alhambra, Rosemead, and El Monte.

Figure 3-14 Where People Who Work in Montebello Live

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Employment Density
The Shops at Montebello is a key destination and major employer within the City of Montebello. A high concentration of the Shops at Montebello employees live in Montebello, Pico Rivera, and East Los Angeles. Other communities with a high number of mall employees include Monterey Park, Alhambra, Rosemead, El Monte, Maywood, Bell, Cudahy, and Bell Gardens.

Figure 3-15 Where People Who Work at The Shops at Montebello Live

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4 REGIONAL CONNECTIVITY
How does MBL connect with neighboring transit providers?

CONNECTING TRANSIT PROVIDERS
Montebello Bus Lines’ expansive service area supports regional connectivity by providing transfer opportunities with nine transit providers. MBL connects to various modes including local bus, express bus, light rail, and commuter rail.

This chapter includes a summary of service operated by the following providers:
▪ LA Metro
▪ Monterey Park Spirit Bus
▪ Bell Gardens Transit
▪ Foothill Transit
▪ Norwalk Transit
▪ Rosemead Explorer
▪ Commerce Transit
▪ LA GO Shuttles
▪ Alhambra Community Transit
The route networks of Montebello Bus Lines and connecting regional transit providers are depicted in Figure 4-1.Connections between Montebello Bus Lines and routes operated by other transit providers are detailed in Figure 4-2.

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Figure 4-1 Montebello Bus Lines and Connecting Transit Providers

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Figure 4-2 Regional Connections by Line/Route
Montebello Bus
Line LA Metro
Monterey
Park Spirit
Foothill
Transit
Norwalk
Transit
Rosemead
Explorer
Commerce
Transit LA GO
10 Whittier Blvd 70, 106, 120,
260, 265, 266
1, 2, 5 285 1, 7 - - -
20 San Gabriel
Blvd
70, 76, 78,
106, 287,
487, 489
- 269 - 1, 2 - -
30 Garfield Ave 18, 66, 70,
76, 78, 79,
106, 108,
110, 111, 115
1, 2, 3, 4, 5 - - - 100, 200,
300, 2000
100,
200,
300,
2000
40 Beverly Blvd 106, 251,
256, 258,
260, 266,
605, 665
- 274 1, 7 - - -
50 Washington
Blvd
60, 62, 66,
120, 251,
258, 260,
265, 266
- - 1, 7 - - -
60 Passons Blvd 62, 265, 266 - - - - - -
70 Wilcox Ave 18, 66, 106,
287
5 269 - 1, 2 100, 300,
2000, 700
100,
300,
2000,
700
90 Downtown
Express
260 - 274 1, 7 - - -

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LA METRO BUS
LA Metro is the region’s largest transit agency. Within the Montebello Bus Lines service area, LA Metro service predominantly runs east-west.

There are 25 LA Metro bus lines that provide connectivity to Montebello Bus Lines service. 24 of these lines operate seven days a week. Line 489 operates on weekdays only. Lines 487 and 489 are express services, the rest are local services. Lines 18, 66, 70, and 76 operate with frequencies of 15 minutes or better, seven days a week. Line 260 operates with a frequency of 15 minutes or better on weekdays with less frequent service on the weekend.

Route Connections
Montebello
Bus Line Availability LA Metro Bus Line
10 Whittier Blvd Weekdays
Saturday
Sunday
70: Downtown LA - El Monte via Cesar Chavez Av/Atlantic Bl/Garvey Av 106: Monterey Park - Cal State LA - LA Union Station - Little Tokyo - Montebello via Garvey Av & 1st St
120: Aviation/LAX Station - Whittwood Center via Imperial Hwy 260: Altadena - Artesia Station via Fair Oaks Av-Atlantic Bl 265: Pico Rivera - Lakewood Center Mall via Paramount Bl 266: Sierra Madre Villa Station - Lakewood Center Mall via Rosemead Bl 20 San Gabriel
Blvd
Weekdays
Saturday
Sunday
70: Downtown LA - El Monte via Cesar Chavez Av/Atlantic Bl/Garvey Av 76: Downtown LA - El Monte via Valley Bl
78: Downtown LA - Arcadia via Huntington Dr
106: Monterey Park - Cal State LA - LA Union Station - Little Tokyo - Montebello via Garvey Av & 1st St
287: El Monte Station - Arcadia Station via Santa Anita Av 487: Downtown LA - Sierra Madre Villa Station
489: Downtown LA - Temple City

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Montebello
Bus Line Availability LA Metro Bus Line
30 Garfield Ave Weekday
Saturday
Sunday
18: Wilshire Western Station - Montebello Metrolink Station via 6th St & Whittier Bl
66: Wilshire Center - Downtown LA - Montebello via 8th St - Olympic Bl 70: Downtown LA - El Monte via Cesar Chavez Av/Atlantic Bl/Garvey Av 76: Downtown LA - El Monte via Valley Bl
78: Downtown LA - Arcadia via Huntington Dr
79: Downtown LA - Arcadia via Las Tunas Dr
106: Monterey Park - Cal State LA - LA Union Station - Little Tokyo - Montebello via Garvey Av & 1st St
108: Marina Del Rey - Pico Rivera via Slauson Av
110: Playa Vista - Bell Gardens via Jefferson Bl-Gage Av 111: LAX City Bus Center - Norwalk Station via Florence Av 115: Playa Del Rey - Norwalk via Manchester Av - Firestone Bl 40 Beverly Blvd Weekday
Saturday
Sunday
106: Monterey Park - Cal State LA - LA Union Station - Little Tokyo - Montebello via Garvey Av & 1st St
251: Cypress Park - Long Beach Blvd C Line (Green) Station via Soto St 256: Commerce - Sierra Madre Villa Station via Eastern Ave-Ave 64-Washington Bl
258: Highland Park/South Pasadena - Paramount via Fremont Av-Eastern Av 260: Altadena - Artesia Station via Fair Oaks Av-Atlantic Bl 266: Sierra Madre Villa Station - Lakewood Center Mall via Rosemead Bl 605: LAC+USC Medical Center - Boyle Heights Shuttle
665: Cal State LA - City Terrace Shuttle

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Montebello
Bus Line Availability LA Metro Bus Line
50 Washington
Blvd
Weekday
Saturday
60: Downtown LA - Artesia Station via Long Beach Bl
62: Downtown LA - Hawaiian Gardens via Telegraph Rd
66: Wilshire Center - Downtown LA - Montebello via 8th St - Olympic Bl 120: Aviation/LAX Station - Whittwood Center via Imperial Hwy 251: Cypress Park - Long Beach Blvd C Line (Green) Station via Soto St 258: Highland Park/South Pasadena - Paramount via Fremont Av-Eastern Av 260: Altadena - Artesia Station via Fair Oaks Av-Atlantic Bl 265: Pico Rivera - Lakewood Center Mall via Paramount Bl 266: Sierra Madre Villa Station - Lakewood Center Mall via Rosemead Bl 60 Passons
Blvd
Weekday 62: Downtown LA - Hawaiian Gardens via Telegraph Rd 265: Pico Rivera - Lakewood Center Mall via Paramount Bl 266: Sierra Madre Villa Station - Lakewood Center Mall via Rosemead Bl 70 Wilcox Ave Weekday 18: Wilshire Western Station - Montebello Metrolink Station via 6th St & Whittier Bl
66: Wilshire Center - Downtown LA - Montebello via 8th St - Olympic Bl 106: Monterey Park - Cal State LA - LA Union Station - Little Tokyo - Montebello via Garvey Av & 1st St
287: El Monte Station - Arcadia Station via Santa Anita Av 90 Downtown
Express
Weekday 260: Altadena - Artesia Station via Fair Oaks Av-Atlantic Bl

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Figure 4-3 LA Metro Bus Network

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LA METRO RAIL
LA Metro also operates several rail lines in the region. Two rail lines, the Blue Line and Gold Line, directly connect with Montebello Bus Lines service.

The Blue Line runs from downtown Los Angeles to downtown Long Beach. Service operates from 3 AM to 1 AM daily. Service runs every 10 minutes during the weekday peak. Service runs every 12 minutes during the weekday midday and on weekends. Less frequent service is provided in the early morning and evening hours. Montebello Bus Line 50 connects with the Blue Line at Washington Station.

The Gold Line runs from Azusa to East Los Angeles. Service operates from 3 AM to 1 AM daily.

Service runs every 10 minutes during the weekday peak. Service runs every 12 minutes during the weekday midday and on weekends. Less frequent service is provided in the early morning and evening hours. Montebello Bus Line 10 connects with the Gold Line at Atlantic Station.

Montebello Bus Line 40 connects with the Gold Line at several stations along E 3rd Street:

Indiana, Maravilla, East LA Civic Center, and Atlantic Stations.

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Figure 4-4 LA Metro Rail Network

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MONTEREY PARK SPIRIT BUS
Monterey Park’s Spirit Bus has been suspended indefinitely due to COVID-19 with service restoration being evaluated on a month-to-month basis. Prior to the pandemic, the system operated five fixed routes, which provided circulation within Monterey Park city limits. All five used to connect to Montebello Bus Lines service as follows.

Route Connections
Montebello Bus Line Availability
Monterey Park
Spirit Bus
Route Availability
10 Whittier Blvd Weekday
Saturday
Sunday
1 Weekday Saturday
2 Weekday Saturday
5 Weekday
30 Garfield Ave Weekday
Saturday
Sunday
1 Weekday Saturday
2 Weekday Saturday
3 Weekday Saturday
4 Weekday Saturday
5 Weekday
70 Wilcox Ave Weekday 5 Weekday

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Figure 4-5 Monterey Park Spirit Network

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BELL GARDENS TRANSIT
The City of Bell Gardens operates a single fixed route. Branded as the Town Trolley Bus, the service operates Monday through Saturday from 6:30 AM to 5:30 PM. Service is provided every 20 minutes and connects with Montebello Bus Line 30 at various points along Garfield Avenue in Bell Gardens city limits.

Figure 4-6 Bell Gardens Transit Network

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FOOTHILL TRANSIT
Foothill Transit is the regional transit provider for the San Gabriel and Pomona Valley. They operate a total of 39 fixed routes. Three lines connect to Montebello Bus Lines, which provide service to Rio Hondo College, the Puente Hills Mall, the El Monte Hospital. Connections to Foothill Transit are made in the southwest corner of their service area. All three Foothill Transit lines offer service seven days a week. Foothill Transit’s Line 274 and 285 operate hourly on weekdays, while Line 269 operates every 30 minutes. On weekends, Lines 269 and 285 operate hourly while Line 274 operates every 45 minutes.

Route Connections
Montebello Bus Line Availability Foothill Transit Line Availability 10 Whittier Blvd Weekday
Saturday
Sunday
285: Puente Hills Mall –
Whittier Hospital – La Habra
Weekday Saturday Sunday
20 San Gabriel Blvd Weekday
Saturday
Sunday
269: El Monte Station – The
Shops at Montebello
Weekday Saturday Sunday
40 Beverly Blvd Weekday
Saturday
Sunday
274: Baldwin Park – Industry
– Whittier
Weekday Saturday Sunday
70 Wilcox Ave Weekday 269: El Monte Station – The
Shops at Montebello
Weekday Saturday Sunday
90 Downtown Express Weekday 274: Baldwin Park – Industry – Whittier
Weekday Saturday Sunday

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Figure 4-7 Foothill Transit Network

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NORWALK TRANSIT
Norwalk Transit operates six fixed routes which serve the City of Norwalk and surrounding communities. Two routes connect to Montebello Bus Lines as follows.

Route Connections
Montebello Bus Line Availability Norwalk Transit Route Availability 10 Whittier Blvd Weekday
Saturday
Sunday
1: Rio Hondo/Bellflower Weekday Saturday Sunday
7: Green Line Station/El Monte
Station
Weekday Saturday
40 Beverly Blvd Weekday
Saturday
Sunday
1: Rio Hondo/Bellflower Weekday Saturday Sunday
7: Green Line Station/El Monte
Station
Weekday Saturday
50 Washington Blvd Weekday
Saturday
1: Rio Hondo/Bellflower Weekday Saturday Sunday
7: Green Line Station/El Monte
Station
Weekday Saturday
90 Downtown Express Weekday 1: Rio Hondo/Bellflower Weekday Saturday Sunday 7: Green Line Station/El Monte
Station
Weekday Saturday

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Figure 4-8 Norwalk Transit Network

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COMMERCE TRANSIT
The City of Commerce operates eight regular bus routes. They also operate two special Sunday church and shopping routes, and a couple trippers on weekdays. All eight of the regular routes connect with Montebello Bus Lines service as follows.

Route Connections
Montebello Bus Line Availability Commerce Transit Route Availability 30 Garfield Ave Weekday
Saturday
Sunday
100 Green Route Weekday Saturday
200 Orange Route Weekday
300 Yellow Route Weekday
2000 Purple Route Weekday
50 Washington Ave Weekday 100 Green Route Weekday Saturday 200 Orange Route Weekday
300 Yellow Route Weekday
400 Red Route Weekday Saturday
500 Blue Route Weekday Saturday
600 Citadel Express Route Weekday Saturday Sunday
700 26th Street Shuttle Weekday
70 Wilcox Ave Weekday 100 Green Route Weekday Saturday
300 Yellow Route Weekday
2000 Purple Route Weekday
700 26th Street Shuttle Weekday

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Figure 4-9 Commerce Transit Network

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ROSEMEAD EXPLORER
The City of Rosemead operates two routes as part of its Rosemead Explorer service. Both routes connect with Montebello Bus Lines service as follows. The primary connection point for both Rosemead Explorer routes is at the Shops at Montebello Route Connections
Montebello Bus Line Availability
Rosemead Explorer
Route Availability
20 San Gabriel Blvd Weekday
Saturday
Sunday
1 Weekday Saturday Sunday
2 Weekday Saturday Sunday
70 Wilcox Ave Weekday 1 Weekday Saturday Sunday
2 Weekday Saturday Sunday

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Figure 4-10 Rosemead Explorer Network

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LA GO SHUTTLES
Los Angeles County funds several shuttle services under its LA GO shuttle program. There are two LA GO shuttle services that directly connect with Montebello Bus Lines service: El Sol Shuttle and Sunshine Shuttle. Both shuttle services operate three routes. All routes connect to Montebello Bus Lines service as follows.

Route Connections
Montebello Bus Line Availability Shuttle Route Availability 10 Whittier Blvd Weekday
Saturday
Sunday
El Sol Shuttle - City
Terrance/East LA Route
Weekday Saturday Sunday
El Sol Shuttle - Whittier
Blvd/Saybrook Park Route
Weekday Saturday Sunday
Sunshine Shuttle - Route A Weekday Saturday
30 Garfield Ave Weekday
Saturday
Sunday
Sunshine Shuttle - Route B Weekday Saturday
40 Beverly Blvd Weekday
Saturday
Sunday
El Sol Shuttle - City
Terrance/East LA Route
Weekday Saturday Sunday
El Sol Shuttle - Whittier
Blvd/Saybrook Park Route
Weekday Saturday Sunday
El Sol Shuttle - Union
Pacific/Salazar Park Route
Weekday Saturday Sunday
50 Washington Blvd Weekday
Saturday
Sunshine Shuttle - Route A Weekday Saturday
Sunshine Shuttle - Route B Weekday Saturday
Sunshine Shuttle - Route C Weekday

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Figure 4-11 LA Go Bus Network

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ALHAMBRA COMMUNITY TRANSIT
The City of Alhambra funds two fixed route services, the Blue and Green Lines, that operate predominantly within city limits and provide connectivity to Metrolink service. Both lines connect with Montebello Bus Line 30 on Garfield Avenue. Blue Line service operates during weekday peak periods only, while the Green Line operates all day on weekdays and Saturday.

Figure 4-12 Alhambra Community Transit Network

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5 COMMUNITY FEEDBACK
What does the community think about MBL service?
This chapter provides an overview of the key themes and takeaways identified during Phase I of public outreach for Montebello Moves. Phase I is intended to identify aspects of the MBL system that are working well, that are not working well, and community priorities for service improvements.

VIRTUAL PUBLIC MEETING
A virtual public meeting was held on Tuesday, October 28, 2021, from 6:00 p.m. to 7:00 p.m. and included simultaneous Spanish interpretation on Zoom. The meeting included a presentation on the project background, key findings from the existing conditions analysis, and highlighted opportunities for engagement throughout the project.

The virtual public meeting also included a series of interactive polling questions using the Mentimeter platform as well as a question-and-answer session.

While the virtual public meeting only had four participants, English and Spanish recordings were posted on the City of Montebello’s YouTube page and have received a combined 39 views as of early December 2021.

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POP-UP EVENTS
The project team attended the City of Montebello’s 101st Anniversary Event at City Park on October 16, 2021, from 11:00 a.m. to 4:00 p.m. The project team staffed a booth in which they distributed project fact sheets, spoke to attendees about the project and encouraged visitors to take the community survey.

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STAKEHOLDER ENGAGEMENT
Two stakeholder meetings were held on October 21, 2021, and included representatives from educational institutions, community based and service organizations, major employers, school districts, and other stakeholder organizations in Montebello and neighboring cities. The list of stakeholder organizations that attended one of the two sessions include:
▪ The Shops at Montebello
▪ Montebello – Unified School District
▪ City of Montebello, Parks Department
▪ City of Montebello, Senior Programs
▪ Montebello Lions Club
▪ Beverly Hospital
▪ Los Angeles County Library
▪ YMCA Montebello – Commerce
Each session began with a presentation that included information on project background, key findings from the existing conditions analysis, and highlighted opportunities for engagement throughout the project. Following this presentation, stakeholder representatives encouraged to participate in a discussion regarding what is working well for MBL, how MBL can improve, and what aspects of service are most important. The key themes and takeaways from these discussions are shown in Error! Reference source not found. and include:
▪ A need for improved information and wayfinding
▪ A need for later evening service to meet more trip purposes ▪ There are opportunities to improve connections with other regional services

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Figure 5-1 Stakeholder Interview Discussion Themes
Theme Comments
Destinations ▪ Partnerships with other transit hubs - for example connecting to Norwalk Green Line.
▪ Connecting people to community services.
▪ Connect parks and public spaces with fixed route between schools and parks.

Reliability ▪ Buses being on time is very important to these bus riders.

Real-Time Information ▪ Kiosk with bus schedules at key destinations or QR codes to get more information.
▪ Digital divide makes it harder to track information on the web or from an app.
▪ Could we have a scrolling video screen of bus times.

Rider Education/Information ▪ People are not aware of how to use the bus and how to get to the bus.

Approximately 30% of the questions received by The Shops at Montebello are regarding MBL and how to find the bus stops. Tells them they are not sure how to travel and use the buses.
▪ There is not good advertisement to where the bus goes and destinations you can reach.

Bus Stops ▪ The high number of stops is good for the community. ▪ City does not respond to repair requests for lighting or graffiti removable. ▪ Bus stop maintenance is lacking.
▪ Bus stop improvements needed to provide better protection against natural elements.

Website and Digital Outreach ▪ Website is difficult to navigate. ▪ Live tracking on the website and more real-time information at bus stops would be helpful.
▪ Consider technology limited users (Seniors) and ADA compliant on-site notifications.
▪ Utilize social media to raise awareness of bus routes. ▪ Include more graphics when sharing resources.

Span of Service ▪ Need for later service to account for people that have late work shifts.

Image ▪ Clean exterior of buses.

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ON-BOARD SURVEY
An on-board survey was conducted between October 6 and October 10, 2021. Surveys were distributed on all eight MBL routes. Over the course of the five-day survey period, a total of 713 surveys were received. The survey sampling method was designed to capture a representative sample of the system population. Surveys were collected during peak and off-peak times and on all directions of travel. Survey instruments were available in English, Spanish, and Chinese.

Trip Purpose
Figure 5-2 shows the purpose of trips both for the entire survey sample and categorized by ridership frequency. Overall, 60% of riders use transit to get to and from work, 15% to get to and from school, and 11% for shopping and errands. Medical, recreation, and other trip purposes make up a relatively small share of trips (6%, 3%, and 5%, respectively). Respondents that ride transit more frequently are more likely to take transit for work, while less frequent riders are more likely to use transit to reach medical appointments or to run errands.

Figure 5-2 On-Board Survey Trip Purpose by Frequency of Riding 60%
14%
11%
6%
3%
5%
0%
10%
20%
30%
40%
50%
60%
70%
Work School /College Shopping
/Errands
Medical /Dental Recreation
/Events
Other

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Figure 5-3 On-Board Survey Trip Purpose by Frequency of Riding 46%
63%
69%
12%
21%
7%
16%
6%
12%
11%
4%
5% 7%
3%
2%
8%
3% 6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
One to four days Five days Six or seven days
Work School/College Shopping/Errands Medical/Dental Recreation/Events Other

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Trip Origins and Destinations
When asked where respondents were traveling to and from (Figure 5-4), the most common trip origins included Montebello (24%) and Whittier (20%). Montebello and Whittier were also the most common destinations, 18% and 16% respectively. Additionally, downtown Los Angeles and Commerce were identified as destinations more frequently than as origins. These locations represent potential major employment centers outside of the City of Montebello.

Figure 5-4 On-Board Survey Rider Origins and Destinations 0% 5% 10% 15% 20% 25%
Other
Santa Fe Springs
Rancho San Antonio
Garvey
La Mirada
San Marino
San Gabriel
Rosemead
Alhambra
Commerce
South Gate
Bell Gardens
Monterey Park
Downtown LA
Boyle Heights
Pico Rivera
East LA
Whittier
Montebello
Residence Destination

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Fare Payment
In addition to characteristics regarding trip purpose, frequency, origin, and destination, respondents were also asked how they paid their fare (Figure 5-5). Most respondents paid with cash (77%), with 10% using a day pass, and 7% using a monthly pass. A smaller percentage of respondents paid an express fare or used an inter-agency transfer, 3% and 2%.

Figure 5-5 On-Board Survey Ridership by Fare Media
Cash, 77%
Day pass, 10%
Monthly Pass, 7%
Express fare, 3%
Inter-Agency
Transfer, 2%

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Employment Characteristics
Given the high percentage of trips used for traveling to work, identifying the employment status and characteristics of transit riders is crucial for ensuring MBL service continues to meet passengers’ commute needs. When asked for their employment status, 70% of respondents indicated they were employed either full time or part time (Figure 5-6).

Figure 5-6 On-Board Survey Respondent Employment Status Employed full time,
49%
Employed part-time,
21%
Homemaker, 6%
Not currently
employed, 16%
Volunteer position, Retired, 8%
1%

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Respondents were also asked whether they work evenings or on weekends when transit service is more limited than during typical weekday commute times. About a quarter (24%) of respondents indicated that they worked evenings after 9:00 p.m. and 42% of respondents indicated that they work on weekdays (Figure 5-7). This suggests that a substantial portion of existing ridership may benefit from increased access to employment by providing later evening service or improved weekend service.

Figure 5-7 On-Board Survey Respondent Evening Employment Figure 5-8 On-Board Survey Respondent Weekend Employment Works after 9:00 pm, 24%
Does not work after 9:00 pm, 46%
Not employed, 30%
Works Saturday
and/or Sunday, 42%
Does not work Saturday
and/or Sunday, 27%
Not employed, 30%

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Service Satisfaction
Respondents were also asked to identify their level of satisfaction with MBL service overall and with specific aspects of service (Figure 5-9). Respondents are generally satisfied with MBL service overall, with 80% of respondents ranking MBL as good or excellent. Respondents were most satisfied with service affordability, operator courtesy, cleanliness, and personal safety.

Aspects of service that respondents were least satisfied with include service span, weekend service, service reliability, travel times, and service frequency. Additionally, respondents were asked to identify their top two priority improvements (Figure 5-10). Buses running on schedule was the most selected improvement, with 29% of respondents selecting it as their top priority and 19% as their second priority. The next most selected priorities include operating later evening service, more frequent service, and more weekend service. These results represent potential areas for service improvements to improve rider satisfaction and make the service more useful for more members of the community.

Figure 5-9 On-Board Survey Respondent Service Satisfaction 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Weekday hours
On schedule
Weekend availability
Trip duration
Weekday freq
Coverage
Personal safety
Interiors clean
Operator courtesy
Fare afforable
Excellent Good Neutral Poor Very poor

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Figure 5-10 On-Board Survey Respondent Improvement Priorities 5%
7%
7%
8%
7%
11%
11%
9%
17%
19%
4%
4%
5%
6%
8%
9%
10%
15%
12%
29%
0% 5% 10% 15% 20% 25% 30% 35%
Courtesy of bus operators
Service to all destinations you want to go to
Total time for your usual trip
Your personal safety at bus stops
Cleanliness of the bus interiors
How affordable the bus fare is
Availability of weekend service
Frequency of weekday service (Mon-Fri)
How late buses operate weekdays (Mon-Fri)
Buses running on schedule
Most important Second most important

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Rider Demographics
A series of survey respondent demographics are shown in Figure 5-11 through Figure 5-14, including household income, age, race and ethnicity, and language spoken at home.

Respondents are generally lower income, with 42% reporting less than $15,000 in annual household income and an additional 22% reporting between $24,999 and $25,000. Only 10% of respondents reported earning $55,000 or more per year. The age of respondents was generally evenly distributed, with 23% reporting 16 to 24, 26% reporting 25 to 39, 25% reporting 40 to 54, and 27% reporting 55 or older. Most respondents (80%) identified as either Hispanic or Hispanic and another racial category. An additional 10% of respondents identified as Caucasian or White, 3% as Black or African American, 3% as Asian, and 5% as other. Sixty-two percent of respondents speak English at home, 38% speak Spanish, and 1% speak another language.

Figure 5-11 On-Board Survey Respondents’ Household Income Less than $15,000,
42%
$15,000 to $24,999,
22%
$25,000 to $34,999,
13%
$35,000 to $54,999,
14%
$55,000 to $75,000,
6%
More than $75,000,
4%

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Figure 5-12 On-Board Survey Respondents’ Age
Figure 5-13 On-Board Survey Respondents’ Race and Ethnicity 16 to 24, 23%
25 to 39, 26%
40 to 54, 25%
55 or older, 27%
Hispanic only, 69%
Hispanic and other,
13%
Caucasian/ White,
10%
Asian, 3%
African
American/Black, 3%
Other, 2%

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Figure 5-14 On-Board Survey Respondents’ Language Spoken at Home Speaks English at
home, 62%
Speaks Spanish at
home, 38%
Speaks other
language at home,
1%

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ONLINE COMMUNITY SURVEY
An online community survey was open between October 11, 2021, and December 3, 2021. The purpose of the survey was to evaluate ridership behavior and demographics for the community, identify satisfaction of various aspects of MLB service, and determine priorities for service improvements. The survey was advertised through paper flyers posted on board vehicles, at major stops, and in public buildings, social media posts on city accounts, and through information sharing with stakeholder networks and constituencies. Additionally, a $50 target gift card was made available as a raffle price to further incentivize participation in the survey. They survey received a total of 155 unique responses.

Overall Results
Unlike the on-board survey, the online community survey was available for all members of the community, not just transit riders actively on-board vehicles. When asked whether they had ridden MBL service in the past year, 85% of survey respondents indicated that they had, compared to 15% who indicated they had not (Figure 5-15). When asked how many days per week they use transit, nearly half of survey respondents indicated that they ride transit five or more days per week (48%), as shown in Figure 5-16. Additionally, nearly half of respondents (46%) have been riding MBL for five or more years and 33% have been riding for three to four years.

Survey respondents were also asked to identify the reasons that they ride transit, and the most common response (48%) was that the did not have access to a vehicle and the second highest response was that transit is convenient (23%). These results suggest that MBL’s ridership base are long-time, transit dependent riders.

Figure 5-15 Community Survey – Have you ridden MBL in the past year? Yes
85%
No
15%

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Figure 5-16 Community Survey – How many days per week do you ride transit? Figure 5-17 Community Survey – How long have you been riding MBL? 11% 10%
14%
7%
40%
5%
3%
10%
0 10
20 30
40 50
60 One Two Three Four Five Six Seven None, I'm not
a regular
transit rider
Number of Respondents
11% 10%
33%
46%
0 10
20 30
40 50
60 Less than 1 year 1 to 2 years 3 to 4 years 5+ years
Number of Respondents

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Figure 5-18 Community Survey – Why do you ride transit? 48%
23%
16% 16%
12% 11%
3%
0 10
20 30
40 50
60 70
80 I don't own a
vehicle
Transit is
convenient
Transit saves me
money
Avoid traffic
congestion
Parking is not
convenient
Someone else in
my household
uses the vehicle
Other (please
specify)
Number of Respondents

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Service Satisfaction
As with the on-board survey, the community survey respondents were also asked to rank their level of satisfaction for various aspects of MBL service, including reliability, service span, coverage, days of service, and service frequency. In general, survey respondents were highly satisfied with MBL service with at least 56% of respondents ranking all aspects of service as either good or excellent and at least 88% of respondents ranking all aspects of service as acceptable, good, or excellent (Figure 5-19).

The areas with the lowest level of satisfaction include reliability of service and hours of service.

These represent the areas with the highest potential for improvements by increasing travel times, reducing on-time performance issues, and extending service span later in the evening.

Figure 5-19 Community Survey – Satisfaction with MBL Service 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Frequency of service
Days of service
Areas served
Hours of service
Reliability of service
Excellent Good Neutral Poor Very poor

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Open-Ended Comments
Survey respondents were given the opportunity to provide open-ended comments throughout the survey. The verbatim comments from the survey are included in Figure 5-26 and Figure 5-27. When asked to identify any places that MBL should serve that it does not today, the most common responses included:
▪ El Monte
▪ East Los Angeles
▪ Downey
▪ Pico Riviera Plazas and Libraries
▪ Citadel Outlets
▪ South Pasadena Metro Station
When given the opportunity to provide any other open-ended comments or suggestions for improving MBL service, common themes included:
▪ Later evening service on Whittier Blvd
▪ Improve reliability and reduce wait times
▪ More frequent service on Lines 30, 50, and 70
▪ Operate Sunday service on Route 50

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Respondent Demographics
Various aspects of the community survey respondents’ demographic characteristics are shown in Figure 5-20 through Figure 5-25. When asked to report their age, 41% of respondents indicated they were between 35 and 44, while 20% were 18-24 and 15% were 45-54, and 12% were 25-34. Relatively few reported being over 54, with 8% between 55 and 64 and 4% 65 or older.

When asked their employment status, 58% of respondents indicated that they were employed part-time or full-time, 22% reported being unemployed, and the remaining 20% reported either being retired, a volunteer, or a homemaker (Figure 5-21). When asked whether they work on evenings or weekends (Figure 5-22), 44% of respondents indicated that they work on evenings, later than 9:00 p.m., and 60% reported working on weekends.

The household income reported by the community survey respondents was notably higher than for the on-board survey, with 42% reporting $55,000 or more per year. An additional 40% reported earning less than $25,000 per year (Figure 5-23).

Most respondents (57%) reported identifying as Hispanic or Latino (Figure 5-24). When asked to identify their racial identify, 53% of respondents identified as White or Caucasian, 11% as Asian, 6% as Native American or Native Alaskan, and 2% each as Hawaiian/Pacific Islander and Black or African American (Figure 5-25). Additionally, 26% of respondents selected other with the most common responses including Mexican, Hispanic, and Latino.

Figure 5-20 Community Survey Respondents’ Age
18-24
20%
25-34
12%
35-44
41%
45-54
15%
55-64
8%
65+
4%

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Figure 5-21 Community Survey Respondents’ Employment Status Figure 5-22 Community Survey – Do you work evenings after 9:00 p.m. or weekends? Employed full time
45%
Employed part time
13%
Homemaker
9%
Not currently
employed
22%
Retired
7%
Volunteer position
4%
44%
60%
56%
40%
0 10
20 30
40 50
60 70
80 Evenings Weekends
Number of Respondents
Yes No

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Figure 5-23 Community Survey – Respondents’ Annual Household Income Figure 5-24 Community Survey – Do you identify as Hispanic or Latino? Less than $15,000
25%
$15,000 to $24,999
15%
$25,000 to $34,999
10%
$35,000 to $54,999
8%
$55,000 to $75,000
29%
More than
$75,000
13%
Yes
57%
No
43%

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Figure 5-25 Community Survey – Respondents’ Race
African
American/Black, 2%
Asian, 11%
Caucasian/White,
53%
Hawaiian/Pacific
Islander, 2%
Native American
Indian or Native
Alaskan, 6%
Other (please
specify), 26%

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Figure 5-26 Open-Ended Question Responses – Unserved Destinations Are there any places that MBL should go that it does not go to today? Anaheim
At the moment I can't think of any places.

Cal State LA and Rio Hondo College. These are both commuter colleges that should have dedicated bus lines to get there.

Citadel Outlets
Direct to Union station or direct to gold line stop.

Downey
El horario se tarda mucho en pasar
El Monte
El Monte Station should be ideal.

From 4th street Montebello to Superior Grocers
Front of metro
further into East LA, it would prevent me having a 15-minute walk before going to school I really would wish it could make its way up the hilly area on maple Avenue—it’s the heights area. If I desired to go downtown, I would have to go down a steep decline and to come home I practically need to HIKE up the hill from Beverly
I’m not sure if it takes you to the Citadel but I would say the Citadel In my opinion they go to all the places I usually go to.

It covers most of the areas.

La Habra
La Puente
Lakewood Boulevard or the North Lakewood Park and Ride in Downey, South Whittier Las Tunas
Legg Lake
El Monte station
Monterey Park Marketplace
More Bus Stops in Pico Rivera
More Pico Rivera and Library stops
More stops in Pico Rivera Plazas & Libraries
No. Keep the existing lines.

None that are necessary, most work in a convenient way

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Are there any places that MBL should go that it does not go to today? On Washington Blvd on Sundays. Public can’t get to Church or hospital or events on Sunday.

Pasadena, Metro green line
Perhaps surveying the needs in our most underserved neighborhoods to learn if expanded service there may be helpful.

Pick up to DTLA near the 60
Route 30 should be extended 1 mile north to the South Pasadena Metro Station instead of ending on Huntington. This would greatly improve regional connectivity. (Metro 176 used to provide service between Alhambra and Gold Line but was canceled this year.) Santa Monica, Long Beach, Brea, El Monte, Pomona
Stop in front of shops
To big Fast Food Plazas
To East los Angeles where I reside
To expand for service improvements plan in the future proposed changes.

Unincorporated West Whittier-Los Nietos, Downey, El Monte Station, Whittier Narrows Recreation Area, Rio Hondo College
Whittier Depot
Yellowstone National Park

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Figure 5-27 Open-Ended Question Responses – Other Comments and Suggestions Do you have any other comments or suggestions for improving MBL service? Add more buses
Add more routes
Add other routes
Adjust the time frequency of buses around schools.

At this time the service is bad. No buses show in the mornings. Sometimes it passes every hour and is already full.

The administration and managers are the worst in this year. Terrible services Be more clean! And make it to the stops on the schedule Better frequency on some existing routes
Better than Metro buses
Buses are always pretty clean. Appreciate that the bus receives updates pretty often.

Buses need to be on time & some drivers need to have a better attitude Can't metro provide late night service on Whittier Blvd? Change of station environment
Customer service
Digital display inside the bus of the route that it is traveling Do away with the lesser times for the 70 bus and the 30 bus. All bus stops should have the same frequency as any other bus during the week and the weekends.

Don’t put a train on Washington.

Drivers should park as close the curb as possible for the elderly and the disabled.

Electric buses
Expand bus routes
Extended route
Fix the bike holder it gets stuck
Have better timing
Hire more drivers
I get out of work at 5pm Monday-Friday and I wait for the 90 on Spring & 1st St. in Downtown Los Angeles. There needs to be a bus that comes between 5-5:30pm. Having to wait until 5:50 is very inconvenient. Before the schedule change a few months back, there was a 5:17 bus, which was very convenient for me and the other riders. Most people get out of work at 5pm, so this almost hour wait makes absolutely no sense. Please change back.

I love taking the MBL it is 100 times better than the regular Metro! I personally wish all the buses would pass more frequently because many students have to take the transit and if we miss a bus it can take 20-40 for the next to pass.

Montebello Moves | Existing Conditions Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | 5-28
Do you have any other comments or suggestions for improving MBL service? I would like to improve with the new service expansion of the destination to Pasadena which is the last stop service of Lake Ave Station & I-210 Fwy on MBL Local 30 instead of Huntington Dr & Story Place last stop services. Please expand MBL 30 (South Gate - Pasadena) on the proposed service change plan. I would like to see other new service expansion of the Cal State LA Transit Center as well.

I would like to see more frequency with the 70 bus. Often times I spend more time waiting for the 70 bus than my actual time riding it. It’s so frustrating when I have to wait up to 50 minutes for the bus when I’m 2 miles away from home and there is no other route or bus to choose from.

I would say sometimes the buses can be dirty, so I would recommend taking time to clean up a bit. I recently went on the bus and it smelled like urine. Overall, I think my experiences on the bus has been good.

It speaks highly of MBL that community needs assessments are being undertaken to learn how to better serve.

Keep the station clean
Last time I went to downtown LA there was no Montebello Bus Lines sign for my stop on 5th/Grand so I almost missed the bus because I had to ask around if the bus still stopped there. Hopefully that’s fixed already and also if you can’t have paper maps again on the bus can there be just one map on the bus that shows that specific buses stops and times it may be helpful for people
Last week I tried to use the bus to go to church but I didn’t know that line 50 does not work on Sundays. Maybe if you guys could work it a few hours on Sundays that would be appreciated. I’ve seen people walking from the Walmart to Greenwood because the line doesn’t run that day.

Light at bus stops. Last night several stops were black. This is a major safety issue. Not sure if this is the city's responsibility.

Line 70 Serves about 4 schools, please make more frequent service to this line.

Maintenance of station environment
Make it more possible for buses to arrive on scheduled time. The wait is sometimes 45 minutes before the next bus comes where the wait should be no more than 10 minutes.

Make Transportation free for students and elderly citizens More advertising
More bus timetable
More buses
More buses that service route 30 and 50, those run almost every hour More freeway express service in Pico Rivera & Whittier, more limited-stop service like the Thursday 10, peak hour bus Montebello - Whittier, 3 space bike racks
No, the service is exceptional.

No... They do a great job!
On-time buses would help improve reliability
Please add more protected stops. The one on Beverly and 19th has no cover for transit riders from the elements.

More of that is needed

Montebello Moves | Existing Conditions Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | 5-29
Do you have any other comments or suggestions for improving MBL service? Please consider extending the short line Route 20 trips from San Gabriel/ Garvey 1 mile north to San Gabriel & Valley. This would allow for easier transfers to the Metro 76 and provide an amazing north-south connection between north and south Rosemead. The 10 freeway divides the community and Route 20 is the only bus that crosses the 10 freeway for 3 miles (between Garfield & Rosemead Bl). Valley Bl also has a lot more businesses and shopping destinations.

Providing hand sanitizer, extra masks for passengers
Que tengas paradas del autobús con asientos y sombra, y que los drivers se acerquen más a la acera la Salida trasera para los adultos cuando salgan con más seguridad.

Run all lines seven days a week please
Safety is important we need to have extra personnel on board Seatbelts and comfy chairs
Should be more empathetic and wait for those who are obviously running to catch the bus instead of shutting the door once they arrive and taking off, especially for elders.

The drivers are excellent
The ticket price should be lower
They need more bus Operators, security, or police officers on the bus for safety, announcements on the bus enforcing the federal mask mandate.

To make it free especially for students and have increased ventilation. I do love the Mask Mandate to make public transit free for everyone especially the young and carless.

To make Transportation Free especially for students and the elderly.

Todos bien, solo el horario se tarda mucho en pasar
Try getting busses out a bit faster but over all that's all.

Wifi on board. Coach seats. Online tracking of vehicles.

Wouldn't it be great to have a real-time message board on each stop or an app that provides up-to-the-minute details on bus status for each station?
Zero emission bus fleet and more limited stop service

ATTACHMENT B
RESOLUTION NO. 23-55

RESOLUTION OF THE CITY OF MONTEBELLO, CALIFORNIA,
APPROVING AND ADOPTING THE MONTEBELLO BUS LINES’

COMPREHENSIVE OPERATIONS ANALYSIS

RECITALS
WHEREAS, the City of Montebello (the “City”), as a transit bus owner by and through Montebello Bus Lines (“MBL”), provides transportation services to residents of Montebello and neighboring cities; and
WHEREAS, MBL is making efforts to become a more economical, efficient, and sustainable transit service; and
WHEREAS, MBL contracted Nelson/Nygard Consulting Associates, Inc. to conduct a Comprehensive Operational Analysis (COA) known as Montebello Moves, with the goal of evaluating transit needs, identifying community priorities, and creating an implementable plan to optimize and expanding MBL service; and WHEREAS, Nelson/Nygard Consulting Associates, Inc. has conducted an Existing Conditions Report to examine evolving market conditions in the area with an emphasis on demographics, socio-economic characteristics, and employment hubs; and WHEREAS, Nelson/Nygard Consulting Associates, Inc. has prepared a Final Report with recommendations for the transit system as a whole, including but not limited to service delivery, capital improvements, and fares; and WHEREAS, MBL plans to execute the encompassed recommendations to improve business operations, service delivery, and transit access.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF MONTEBELLO, CALIFORNIA HEREBY RESOLVES, FINDS, AND DECLARES AS FOLLOWS:

SECTION 1: That the City Council hereby approves and adopts the Montebello Bus Lines’ Comprehensive Operations Analysis Final Report, including the encompassed recommendations.

SECTION 2: That the City Clerk shall certify to the passage and adoption of this Resolution and that the same shall be in full force and effect.

RESOLUTION NO. 23-55

APPROVED AND ADOPTED this 28th day of June 2023.
_______________________________
David Torres, Mayor
ATTEST: APPROVED AS TO FORM:

________________________________ ________________________________ Christopher Jimenez, City Clerk Arnold M. Alvarez-Glasman, City Attorney

STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) SS:

CITY OF MONTEBELLO )
I, Christopher Jimenez, City Clerk of the City of Montebello, County of Los Angeles, State of California, hereby certify that the foregoing Resolution No. 23-55 was passed and adopted by the City Council of the City of Montebello, signed by the Mayor and attested by the City Clerk at a regular meeting of said Council held on the _28th day of _June_ 2023 and that said Resolution was adopted by the following vote, to-wit:

AYES:

NOES:

ABSTAIN:

ABSENT:

The undersigned, City Clerk of the City of Montebello, does hereby attest and certify that the foregoing Resolution is a true, full and correct copy of a resolution duly adopted at a meeting of said City which was duly convened and held on the date stated thereon, and that said document has not been amended, modified, repealed or rescinded since its date of adoption and is in full force and effect as of the date hereof.

DATE:

Christopher Jimenez, City Clerk

ITEM # 20

CITY OF MONTEBELLO

CITY COUNCIL AGENDA STAFF REPORT
TO: Honorable Mayor and City Council Members
FROM: Arlene Salazar, Acting City Manager

BY: Adrianna Kendricks, Director of Transportation
SUBJECT: APPROVE REVISIONS TO THE CITY OF MONTEBELLO

DISADVANTAGED BUSINESS ENTERPRISE (DBE) PROGRAM TO

UPDATE ADMINISTRATIVE PERSONNEL AND TITLES
DATE: June 28, 2023
RECOMMENDATION(S):

It is recommended that the City Council:

1. Approve revisions to the City of Montebello Disadvantaged Business Enterprise (DBE) Program to update applicable administrative personnel and titles; and

2. Take such additional, related action that may be desirable.

FISCAL IMPACT:

There is no fiscal impact related to the recommended actions. However, the City of Montebello receives U.S. Department of Transportation (U.S. DOT) funding through its participation in the DBE program. The U.S. DOT uses 49 C.F.R. Part 26 to regulate Transportation DBE programs. This staff report provides revision to a guiding document that the City uses to administer the DBE program under these regulations.

BACKGROUND/DISCUSSION:

The City is required to implement and monitor established DBE goals as a recipient of U.S. DOT funding. A DBE is a for-profit small business owned and operated, with at least a 51% interest, by an individual from a presumed socially or economically disadvantaged background. The City calculates a DBE goal by evaluating local market conditions on a triennial basis, i.e., every three (3) years. The DBE goal is then monitored and reported to the US DOT on a regular basis.

CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 28, 2023

ENVIRONMENTAL:

N/A
ANALYSIS:

Staff recommends revisions be made to the DBE Program Manual to conform with U.S.

DOT regulations by updating certain sections of the manual.

The DBE Liaison Officer (DBELO) is responsible for the implementation and compliance of the City’s DBE Program. The current DBELO position is classified as an individual who held the “Transit Grants and Projects Administrator” title. This position’s title has changed to Senior Management Analyst and should be reflected in the DBE Program Manual without a specified name attached to the position.

Bidders/proposers who fail to meet the DBE contract goal or fail to provide documentation of Good Faith Efforts to provide DBE opportunities may be provided an administrative reconsideration by the DBE Reconsideration Official (DBERO). The current designated DBERO is as an individual instead of a specific position. The DBE Program Manual should identify the “Transit Administration Manager or designated position” as the DBERO instead of an individual.

Additionally, the DBE Organizational chart should be updated to only include the titles of positions that monitor the City’s DBE Program without specific names attached.

SUMMARY:

Staff recommends that the City Council adopt revisions to the City of Montebello Disadvantaged Business Enterprise (DBE) Program Manual and update the applicable administrative personnel and titles; and direct staff to take such additional, related, action that may be desirable.

ATTACHMENT(S)

1. Attachment A - City of Montebello Disadvantaged Business Enterprise (DBE) Program Manual
NEXT STEPS:

N/A

City of Montebello

DISADVANTAGED BUSINESS

ENTERPRISE (DBE) PROGRAM
MANUAL
Submitted to
U.S. Department of Transportation
Federal Transit Administration
(Revisions 2023)

ATTACHMENT A

The City of Montebello (City)

DBE PROGRAM MANUAL
The City of Montebello (City)
Disadvantaged Business Enterprise (DBE) Program Manual
2019

TABLE OF CONTENTS

I. POLICY AND GENERAL REQUIREMENTS Page 4
A. Policy Statement
B. Objectives
C. Applicability
D. Non-Discrimination Requirements
II. DEFINITION OF TERMS Page 5
III. RECORD KEEPING REQUIREMENTS Page 14
A. Uniform Reports of DBE Awards/Commitments and Payments B. Bidders List
IV. ASSURANCES AND REQUIRED CONTRACT PROVISIONS Page 16 A. Non-Discrimination Assurances
B. Contractor Assurance Clause
C. Prompt Payment Clause
V. ADMINISTRATIVE REQUIREMENTS AND STAFFING Page 18
A. DBE Program Updates
B. DBE Liaison Officer (DBELO)
C. DBE Program Staffing
D. DBE Organizational Chart
E. DBE Reconsideration Official
F. Prompt Payment Mechanisms
G. DBE Financial Institutions
H. DBE Directory
I. Overconcentration
J. Business Development Programs
K. City Written Certification
L. Small Business Participation and Small Business Element VI. GOALS, GOOD FAITH EFFORTS AND COUNTING Page 26
A. Use of Set-asides or Quotas
B. Overall and Contract-Specific DBE Goals
C. Overall DBE Goal-Setting Methodology
D. Public Participation
E. Annual Review and Remedy Reports
F. Transit Vehicle Manufacturers
G. Methods for Meeting Goals
H. Contract-Specific Goal-Setting Methodology
I. Design-Build Contracts (Federal Register / Vol.68, No.1151) J. Evaluation and Award of Contracts with DBE Goals

The City of Montebello (City)

DBE PROGRAM MANUAL
The City of Montebello (City)
Disadvantaged Business Enterprise (DBE) Program Manual
2019
K. Meeting Established Goals or Demonstrating Good Faith Efforts L. Counting DBE Participation
VII. DBE CERTIFICATION AND ELIGIBILITY Page 40
A. California Unified Certification Program
B. Scope of Work Covered by Certification
C. Annual Affidavit of Continuing Eligibility
D. Notification of Change in Circumstances
E. Lapse in Certification Status
F. Procedures for Removal of DBE Eligibility
G. Certification Denials and Appeals
VIII. COMPLIANCE AND ENFORCEMENT OVERSIGHT Page 44
A. Information, Confidentiality, Cooperation
B. Monitoring Payments to DBEs
C. Compliance Monitoring
D. Submission of DBE Information and Ongoing Reporting Requirements E. DBE Participation Change Requests
F. Dispute Resolution
G. Administrative Sanctions for Non-Compliance

The City of Montebello (City)

DBE PROGRAM MANUAL
The City of Montebello (City)
Disadvantaged Business Enterprise (DBE) Program Manual
2023

I. POLICY AND GENERAL REQUIREMENTS
A. Policy Statement (§26.1, §26.3)
The City of Montebello’s (hereinafter referred to as “City”) is a recipient of U.S.

Department of Transportation (U.S. DOT) Federal Assistance funds through the Federal Transportation Administration (FTA). As a condition of receiving such assistance, the City has developed a DBE Program in conformance with the federal Disadvantaged Business Enterprise (DBE) Program and its regulations published under U.S. DOT 49 CFR Part 26. The City will continue carrying out this Program as long as it receives funds from U.S. DOT. The City is committed to fulfilling the spirit and intent of the federal DBE Program and its regulations by ensuring that DBEs have equitable access to participate in all federally funded City contracting opportunities.

In accordance with the U.S DOT’s DBE Program, the goal of the City’s DBE Program is to ensure that minority-owned, women-owned, and other disadvantaged small businesses can fairly compete for contracts and subcontracts financed in whole, or in part, with U.S. DOT funds.

Notices setting forth this policy are posted at the City’s office and website and they are available to the public and to the DBE and non-DBE business communities that perform or are interested in performing work on City contracts. Questions regarding City’s DBE Program should be addressed to DBE Liaison Officer, 23920 Valencia Blvd., Montebello, CA 91355, or by telephone at 661-286-4188.

B. Objectives (§26.1, §26.23)
In accordance with the intent of the U.S. DOT’s DBE Program regulations, the City is firmly committed to its DBE Program objectives, which are designed to:

1. Ensure non-discrimination in the award and administration of City’s U.S. DOTassisted contracts;

2. Create a level playing field by which DBEs can fairly compete for the City’s U.S.

DOT-assisted contracts;

3. Ensure that the DBE Program and Overall Goal are narrowly tailored in accordance with applicable law;

4. Ensure that only firms that meet 49 CFR Part 26 eligibility standards are permitted to participate as DBEs in the City’s DBE program;

5. Help remove barriers which impede the participation of DBEs in the City’s U.S DOTassisted contracts;

The City of Montebello (City)

DBE PROGRAM MANUAL
The City of Montebello (City)
Disadvantaged Business Enterprise (DBE) Program Manual
2023

6. Promote the use of DBEs in all types of U.S. DOT-assisted agreements and procurement activities conducted by the City;

7. Provide training and other assistance through our resource partners to address capital, bonding, and insurance needs;

8. Assist in the development of DBE firms that can compete successfully in the marketplace outside of the DBE Program; and

9. Establish and provide opportunities for DBEs by providing flexibility in the implementation of the City’s DBE Program.

10. Monitor and enforce contractor compliance in meeting established DBE goals and/or exercising Good Faith Efforts (GFE) to do so as defined in 49 CFR Part 26.

Contractor shall not discriminate on the basis of race, color, national origin, or sex in the award and performance of subcontracts.

To oversee the Program, the City has designated the Director of Contracts Administration & Materials Management to serve as the City’s DBE Liaison Officer (DBELO). However, all City executives, management and staff share in the responsibility for making the City’s DBE Program a success and shall give their full cooperation to the DBELO in the implementation of this Policy. Implementation of the DBE Program has the same priority as all other legal obligations incurred by the City as contained within its financial assistance agreement with the U.S. DOT.

To formalize its commitment, the City of Montebello’s City Council hereby adopts the DBE Program applicable to the City of Montebello’s contracting operations.

Arlene Salazar Date
Acting City Manager
The City of Montebello
C. Applicability (§26.3)
The City, is a direct recipient of federal transit funds authorized by Titles I, III, V, and VI of ISTEA, Pub. L. 102-240 or by Federal transit laws in Title 49, U.S. Code, or Titles I, II, and V of the Teas-21, Pub. L. 105-178. These funds were received from the U.S.

DOT, and as a condition of receiving U.S. DOT assistance, the City is required to submit for approval, to the U.S. DOT Operating Administration from which it receives the majority of its federal funding, a DBE Program developed in accordance with federal

The City of Montebello (City)

DBE PROGRAM MANUAL
The City of Montebello (City)
Disadvantaged Business Enterprise (DBE) Program Manual
2023

regulations published under Title 49 CFR, Part 26 and subsequent Guidance. This Program sets forth the policies and procedures to be implemented by the City to ensure that DBEs have an equitable opportunity to participate in the City’s U.S. DOT-assisted contracting opportunities.

Any terms used in this section that are defined in 49 CFR Part 26, or elsewhere in the Regulations, shall have the meaning set forth in the Regulations. In the event of any conflicts or inconsistencies between the Regulations and the City’s DBE Program with respect to U.S. DOT-assisted contracts, the Regulations shall prevail. In conformance with 49 CFR 26, the City will continue to carry out its DBE Program until all funds from U.S. DOT financial assistance have been expended.

D. Non-Discrimination Requirements (§26.7)
The City will never exclude any person from participation in, deny any person the benefits of, or otherwise discriminate against anyone in connection with the award and performance of any contract covered by 49 CFR part 26 on the basis of race, color, sex, or national origin.

In administering its DBE program, the City will not, directly or through contractual or other arrangements, use criteria or methods of administration that have the effect of defeating or substantially impairing accomplishment of the objectives of the DBE program with respect to individuals of a particular race, color, sex, or national origin.

Through such efforts, the City will ensure that its contracting and procurement- related processes promote equity in access, consideration, and opportunity for DBEs in response to the requirements set forth under Title 49 CFR, Part 26: “Participation by Disadvantaged Business Enterprises in Department of Transportation Financial Assistance Programs.”
II. DEFINITION OF TERMS (§26.5)
Any terms used in this Program that are defined in 49 CFR Part 26 or elsewhere in the Regulations shall have the meaning set forth in the Regulations. Some of the most common terms are defined below:

Affirmative Action: Positive activities undertaken by the City and its contractors to eliminate discrimination and effects of past discrimination and to ensure non-discriminatory practices in the future.

Appeal: A formal filing by which a business entity challenges a legal decision made by a lower authority and brings it to a higher authority for review.

Affiliation: has the same meaning the term has in the Small Business Administration (SBA) regulations, 13 CFR part 121.

The City of Montebello (City)

DBE PROGRAM MANUAL
The City of Montebello (City)
Disadvantaged Business Enterprise (DBE) Program Manual
2023

(1) Except as otherwise provided in 13 CFR part 121, concerns are affiliates of each other when, either directly or indirectly:
(i) One concern controls or has the power to control the other; or (ii) A third party or parties controls or has the power to control both; or (iii) An identity of interest between or among parties exists such that affiliation may be found.
(2) In determining whether affiliation exists, it is necessary to consider all appropriate factors, including common ownership, common management, and contractual relationships. Affiliates must be considered together in determining whether a concern meets small business size criteria and the statutory cap on the participation of firms in the DBE program.

Alaska Native: A citizen of the United States who is a person of one-fourth degree or more Alaskan Indian (including Tsimshian Indians not enrolled in the Metlaktla Indian Community), Eskimo, or Aleut blood, or a combination of those bloodlines. The term includes, in the absence of proof of a minimum blood quantum, any citizen whom a Native village or Native group regards as an Alaska Native if their father or mother is regarded as an Alaska Native.

Alaska Native Corporation (ANC): Any Regional Corporation, Village Corporation, Urban Corporation, or Group Corporation organized under the laws of the State of Alaska in accordance with the Alaska Native Claims Settlement Act, as amended (43 U.S.C. 1601, et seq.).

Assets: All the property of a person available for paying debts or for distribution, including one's respective share of jointly held assets. This includes, but is not limited to, cash on hand and in banks, savings accounts, IRA or other retirement accounts, accounts receivable, life insurance, stocks and bonds, real estate, and personal property.

Bidders List: A list of all firms that have participated or attempted to participate on prime contracts and subcontracts on the City’s U.S. DOT-assisted projects.

Business, Business Concern or Business Enterprise: An entity organized for profit with a place of business located in the United States, and which operates primarily within the United States or which makes a significant contribution to the United States economy through payment of taxes or use of American products, materials, or labor.

California Department of Transportation (CalTrans): The State of California’s government department that manages the state highway system and is actively involved with public transportation systems throughout California. CalTrans is the largest recipient of U.S. DOT funds within California.

The City of Montebello (City)

DBE PROGRAM MANUAL
The City of Montebello (City)
Disadvantaged Business Enterprise (DBE) Program Manual
2023

California Unified Certification Program (CUCP): California’s one-stop certification clearinghouse which standardizes DBE certification criteria across all certifying members of the CUCP and enables applicants to apply once for DBE certification, which will be honored by all U.S. DOT recipients within California.

Code of Federal Regulations (CFR): Codification of the general and permanent rules and regulations of the executive departments and agencies of the U.S. federal government.

Commercially Useful Function: Work performed by a DBE that has a necessary and useful role in the contract scope of work and on which the firm’s role is not a superfluous step added in an attempt to obtain credit toward goals. If, in the City’s judgement, the firm (even though an eligible DBE) does not perform a commercially useful function in the transaction, the firm will not receive DBE credit.

Compliance: Correct and accurate implementation of U.S. DOT DBE Program requirements.

Contingent Liability: A liability that depends on the occurrence of a future and uncertain event. This includes, but is not limited to, guaranty for debts owed by the applicant concern, legal claims and judgments, and provisions for federal income tax.

Contract: A legally binding relationship obligating a seller to furnish supplies or services (including, but not limited to construction and professional services) and the buyer to pay for them. For purposes of this part, a lease is considered to be a contract.

Contracting Opportunity: Any decision by the City or its contractors to institute a procurement action to obtain a product or service commercially (as opposed to intergovernmental actions).

Contractor: One who participates, through a prime or subcontract (at any tier), in a City contract.

County Business Patterns (CBP): Statistical data authorized by United States Code Titles 13 and 26 and compiled by the U.S. Census Bureau, which provides annual details of geographic, industry, and other information for U.S. business establishments.

Days: In computing any period of time described in this part, the day from which the period begins to run is not counted, and when the last day of the period is a Saturday, Sunday, or Federal holiday, the period extends to the next day that is not a Saturday, Sunday, or Federal holiday. Similarly, in circumstances where the recipient's offices are closed for all or part of the last day, the period extends to the next day on which the agency is open.

DBE Certification: A certification issued to a firm by a certifying member agency of the California Unified Certification Program (CUCP), which has been determined to meet all the requirements in accordance with Title 49 CFR, Part 26. To receive DBE credit toward

The City of Montebello (City)

DBE PROGRAM MANUAL
The City of Montebello (City)
Disadvantaged Business Enterprise (DBE) Program Manual
2023

meeting a contract goal in the context of the prime contract award process, a DBE firm must be certified before the due date for bids or offers on the prime contract 49 CFR

26.81(c).

DBE Directory: The California Unified Certification Program’s (CUCP’s) list of certified DBEs, which is used by the City and its contractors to identify potential DBE prime and subcontractors, suppliers, etc.

DBE Liaison Officer (DBELO): A staff member of a public agency that receives U.S. DOT financial assistance, who is responsible for implementing all aspects of the agency’s DBE Program.

De-certification: The result of the process initiated to remove a firm’s DBE eligibility.

The City of Montebello (City)

DBE PROGRAM MANUAL
The City of Montebello (City)
Disadvantaged Business Enterprise (DBE) Program Manual
2023

Disadvantaged Business Enterprise (DBE): A for-profit small business concern—

1. That is at least 51 percent owned by one or more individuals who are both socially and economically disadvantaged or, in the case of a corporation, in which 51 percent of the stock is owned by one or more such individuals;

2. Whose management and daily business operations are controlled by one or more of the socially and economically disadvantaged individuals who own it; and

3. Has been certified as Disadvantaged in accordance with Title 49 CFR, Part 26 by a certifying member agency of the CUCP.

Disparity Study: Fact-based technique and methodology used to establish whether or not underutilization of certain groups, i.e., minorities and women, exists in the purchasing and contracting practices of an entity. A disparity study must be conducted in order to establish the legal validity of any affirmative action program in public contracting.

Department or U.S. DOT: The U.S. Department of Transportation, including the Office of the Secretary, the Federal Highway Administration (FHWA), the Federal Transit Administration (FTA), and the Federal Aviation Administration (FAA).

U.S. DOT-Assisted Contract: A contract between a recipient and a contractor (at any tier) funded in whole or in part with U.S. DOT financial assistance, including letters of credit or loan guarantees, except a contract solely for the purchase of land or improved real property.

Federal Fiscal Year (FFY): The annual period beginning October 1st and ending September 30th of any given year.

Fraud: includes a firm that does not meet the eligibility criteria of being a certified DBE and that attempts to participate in a U.S. DOT-assisted program as a DBE on the basis of false, fraudulent, or deceitful statements or representations or under circumstances indicating a serious lack of business integrity or honesty, the Department may initiate suspension or debarment proceedings against you under 49 CFR part 29. If you are a firm that, in order to meet DBE contract goals or other DBE program requirements, uses or attempts to use, on the basis of false, fraudulent or deceitful statements or representations or under circumstances indicating a serious lack of business integrity or honesty, another firm that does not meet the eligibility criteria of subpart D of this part, the Department may initiate suspension or debarment proceedings against you under 49 CFR part 29. The City may take enforcement action under 49 CFR Part 31, Program Fraud and Civil Remedies, against any participant in the DBE program whose conduct is subject to such action under 49 CFR part 31. The City may refer to the Department of Justice, for prosecution under 18 U.S.C. 1001 or other applicable provisions of law, any person who makes a false or fraudulent statement in connection with participation of a DBE in any U.S. DOT-assisted program or otherwise violates applicable Federal statutes.

The City of Montebello (City)

DBE PROGRAM MANUAL
The City of Montebello (City)
Disadvantaged Business Enterprise (DBE) Program Manual
2023

Goal: A numerically expressed objective, which the City or its contractors are required to make good faith efforts to achieve.

Good Cause: An acceptable reason for terminating a DBE subcontractor on a City contract. “Good cause” is defined as a situation where the DBE subcontractor has failed or refused to perform the work of its subcontract in accordance with normal industry standards.

Good Faith Efforts (GFE): Efforts to achieve a DBE goal or other requirement of this Part, which, by their scope, intensity, and appropriateness to the objective, can reasonably be expected to fulfill the program requirement.

Home State: The state in which a DBE firm or applicant for DBE certification maintains its principal place of business.

Indian Tribe: means any Indian tribe, band, nation, or other organized group or community of Indians, including any ANC, which is recognized as eligible for the special programs and services provided by the United States to Indians because of their status as Indians, or is recognized as such by the State in which the tribe, band, nation, group, or community resides. See definition of “tribally-owned concern” in this section.

Joint Venture: An association between a DBE firm and one or more other firms to carry out a single, for profit business enterprise, for which the parties combine property, capital, efforts, skills and knowledge, and in which the DBE is responsible for a distinct, clearly defined portion of the work of the contract and whose share in the capital contribution, control, management, risks and profits of the joint venture are commensurate with its ownership interest.

Liabilities: Financial or pecuniary obligations. This includes, but is not limited to, accounts payable, notes payable to bank or others, installment accounts, mortgages on real estate, and unpaid taxes.

Manufacturer: A firm that operates or maintains a factory or establishment that produces, on the premises, the materials, supplies, articles, or equipment required under the contract and of the general character described by specifications.

Native Hawaiian: Any individual whose ancestors were natives, prior to 1778, of the area which now comprises the State of Hawaii.

Native Hawaiian Organization: Any community service organization serving Native Hawaiians in the State of Hawaii which is a not-for-profit organization chartered by the State of Hawaii, is controlled by Native Hawaiians, and whose business activities will principally benefit such Native Hawaiians.

Non-compliance: Failure, either willful or inadvertent, to correctly and accurately implement DBE Program requirements.

The City of Montebello (City)

DBE PROGRAM MANUAL
The City of Montebello (City)
Disadvantaged Business Enterprise (DBE) Program Manual
2023

North American Industrial Classification System (NAICS): The five to six-digit classification numbers that best describes the primary business of a firm. The basis for industry classification changed from the 1987 Standard Industrial Classification System (SIC) to the 2004 NAICS.

Operating Administration: Any of the following agencies of the U.S. Department of Transportation (U.S. DOT): Federal Highway Administration (FHWA), Federal Transit Administration (FTA) and Federal Aviation Administration (FAA).

Personal Net Worth: The net values of the assets of an individual remaining after total liabilities are deducted. An individual’s personal net worth does not include: The individual’s ownership interest in an applicant or participative DBE firm or the individual’s equity in his or her primary place of residence. An individual’s personal net worth includes only his or her own share of assets, jointly or as community property, with the individual’s spouse.

Primary Industry Classification: means the most current North American Industry Classification System (NAICS) designation which best describes the primary business of a firm. The NAICS is described in the North American Industry Classification Manual— United States, which is available on the Internet at the U.S. Census Bureau Web site:
http://www.census.gov/eos/www/naics/.

Primary recipient: means a recipient which receives U.S. DOT financial assistance and passes some or all of it on to another recipient.

Principal Place of Business: The business location where the individuals who manage the firm's day-to-day operations spend most working hours. If the offices from which management is directed and where the business records are kept are in different locations, the recipient will determine the principal place of business.

Program: Any undertaking on the City’s part to use U.S. DOT financial assistance as authorized by laws to which the DBE Program applies.

Race-Conscious Measure or Program: A program or measure that focuses specifically on assisting DBEs, i.e., by the development and inclusion of participation goals or good faith effort activities.

Race-Neutral Measure or Program: A program or measure that focuses on assisting all small businesses equally, regardless of gender, ethnicity, or social/economic disadvantage, i.e., community outreach and awareness programs. For the purposes of this part, race-neutral includes gender-neutrality.

Recipient: An entity, public or private, that receives U.S. DOT financial assistance (through the programs of the FAA, FHWA, or FTA), including primary recipient (an entity that passes some or all of the financial assistance to another recipient) and subrecipient (an entity that receives U.S. DOT financial assistance through a primary recipient).

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Regular Dealer/Supplier: A firm that owns, operates, or maintains a store, warehouse, or other establishment in which the materials, supplies, articles or equipment of the general character described by the specifications and required under the contract are bought, kept in stock, and regularly sold or leased to the public in the usual course of business. To be a regular dealer, the firm must be an established, regular business that engages, as its principal business and under its own name, in the purchase and sale or lease of the products in question. Any supplementing of regular dealers’ own distribution equipment shall be by a long-term lease agreement and not on an ad-hoc or contract by contract basis.

Set-Aside: A contracting practice restricting eligibility for the competitive award of a contract solely to DBE firms or on some other basis not related to qualifications or pricing.

Small Business or SB: The City adheres to the U.S. Department of Transportation’s definition of a Small Business Enterprise.

Small Business Administration or SBA: The federal United States Small Business Administration.

SBA Certified: A firm refers to firms that have a current, valid certification from or recognized by the SBA under the 8(a) BD or SDB programs.

Small Business Concern: A business that meets the definition contained in Section 3 of the Small Business Act and Small Business Administration regulations implementing it (13 CFR part 121) that also does not exceed the cap on average annual gross receipts specified in §26.65(b).

Socially and Economically Disadvantaged Individual: Any individual who is a citizen (or lawfully admitted permanent resident) of the United States and who is—

1. Found by the CUCP certifying member agency to be socially and economically disadvantaged on a case-by-case basis.

2. A member of any one or more of the following groups, members of which are rebuttably presumed to be socially and economically disadvantaged:
(i) “Black Americans” which includes persons having origins in any of the Black racial groups of Africa;
(ii) “Hispanic Americans” which includes persons of Mexican, Puerto Rican, Cuban, Dominican, Central or South American, or other Spanish or Portuguese culture or origin, regardless of race;
(iii) “Native Americans” which includes persons who are American Indians, Eskimos, Aleuts, or Native Hawaiians;

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(iv)“Subcontinent Asian Americans” which includes persons whose origins are from India, Pakistan, Bangladesh, Bhutan, the Maldives Islands, Nepal or Sri Lanka; (v) “Asian Pacific Americans” which includes persons whose origins are from Japan, China, Taiwan, Korea, Burma (Myanmar), Vietnam, Laos, Cambodia (Kampuchea), Thailand, Malaysia, Indonesia, Philippines, Brunei, Samoa, Guam, the U.S. Trust Territories of the Pacific Islands (Republic of Palau), the Commonwealth of the Northern Marianas Islands, Macao, Fiji, Tonga, Kiribati, Tuvalu, Nauru, Federated States of Micronesia, or Hong Kong. (vi)Women; and
(vii) Any additional group whose members are designated as socially and economically disadvantaged by the SBA, at such time as the SBA designation becomes effective.

3. Being born in a particular country does not, standing alone, mean that a person is necessarily a member of one of the groups listed in this definition.

Spouse: A married person, including a person in a domestic partnership or a civil union recognized under State law.

Transit Vehicle: A vehicle used by the City, e.g. railcar, bus or van, for the primary purpose of public mass transportation; this definition does not include locomotives or ferry boats.

Transit Vehicle Manufacturer (TVM): Any manufacturer whose primary business purpose is to manufacture vehicles specifically built for public mass transportation. Such vehicles include, but are not limited to: Buses, rail cars, trolleys, ferries, and vehicles manufactured specifically for paratransit purposes. Producers of vehicles that receive postproduction alterations or retrofitting to be used for public transportation purposes (e.g., socalled cutaway vehicles, vans customized for service to people with disabilities) are also considered transit vehicle manufacturers. Businesses that manufacture, mass-produce, or distribute vehicles solely for personal use and for sale “off the lot” are not considered transit vehicle manufacturers.

A manufacturer of vehicles used by the City for the primary purpose of public mass transportation (e.g. railcars, buses, and vans). The term does not apply to firms that rehabilitate old vehicles or to manufacturers or dealers of transit vehicles with respect to requirement of paragraph 26.49 of the regulation.

Tribally-owned Concern: Any concern at least 51 percent owned by an Indian tribe as defined in this section.

Unified Certification Program (UCP): A one-stop certification clearinghouse which standardizes DBE certification criteria across all certifying members of the UCP and

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enables applicants to apply once for DBE certification, which will be honored by all U.S.

DOT recipients within the state.

U.S. Census Bureau: The U.S. government agency responsible for the U.S. Census, as well as other national demographic and economic data.

U.S. Department of Transportation (U.S. DOT): Department of the U.S. federal government that is actively involved with U.S. transportation at the national, state, and local levels. The U.S. DOT includes the Office of the Secretary, Federal Highway Administration (FHWA), Federal Transit Administration (FTA), and Federal Aviation Administration (FAA).

III. RECORD KEEPING REQUIREMENTS (§26.11)
The City maintains a recordkeeping system which identifies U.S. DOT-assisted contract awards and tracks prime contractors’ progress in achieving DBE goal commitments throughout the performance of the contract. The City verifies payments made to DBEs and keeps record of actual DBE attainments. Any areas of identified non-compliance are subject to administrative sanctions against the contractor as outlined in this manual.

The City’s records serve to document all information, for each U.S. DOT-assisted contract, needed to comply with U.S. DOT regulations. Records will include, but will not be limited to, the following information:

1. Contract funding source(s);

2. Contract title and number;

3. Type of contract (e.g., construction, professional services, material supplies, TVM or other);

4. DBE contract goal, if applicable, and methodology used in establishing the goal;

5. Prime contractor/consultant name, address and primary contact;

6. DBE commitment (percentage and dollar value of contract allocated to DBEs);

7. Good Faith Effort (GFE) analysis and evaluation results, if applicable;

8. Name, certification status (DBE or non-DBE) and subcontract dollar value for each listed subcontractor;

9. DBE status, gender, ethnicity, and dollar value of participation for each listed DBE;

10. Type of work performed by each listed DBE (i.e., subcontractor, regular dealer/supplier, broker, manufacturer, trucking company, etc.);

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11. Tally of DBE utilization throughout the life of the contract, including final DBE utilization reported at contract close-out;

12. Field observation/on-site interview forms;

13. Monthly Report measuring DBE commitment percentage and dollar amount vs. actual attainment;

14. Certification by the City, attesting to having monitored contractor compliance, documentation submittal requirements, and on-site performance; and

15. Outreach efforts made by the City to inform DBEs of the contracting opportunity and inform prime bidders/proposers of DBE availability and interest in the contract.

A. Uniform Reports of DBE Awards/Commitments and Payments (§26.11(a)) The City’s DBELO or designee shall submit for FTA review and approval, a semi-annual Report of DBE Awards or Commitments and Payments (Exhibit D). In conformance with FTA direction the City will submit reports through FTA’s Transit Award Management System (TrAMS) by June 1 and December 1 of each federal fiscal year. The reports shall list the dollar value of DBE participation for U.S. DOT-assisted contracts and subcontracts awarded and closed and shall demonstrate the City’s progress toward reaching the FTA-approved overall/triennial DBE goal. All dollar amounts reported will reflect the federal share of such contracts. The report will identify the dollar amount awarded to certified DBEs through the use of race conscious methods and race neutral methods. The City will also report DBE participation and payments on ongoing contracts.

The City will adhere to the following reporting period based on the Federal Fiscal Year • Reporting period: October 1st through March 31st report due June 1st • Reporting period: April 1st through September 30th due December 1st B. Bidders List: §26.11(c)
49 CFR §26.11 requires the City to create and maintain a Bidders List. All U.S. DOTassisted contracts shall include a contract clause requiring all prime bidders/proposers to submit a completed Bidders List to the City, for their firm and for all firms (DBE and non-DBE) that submitted a bid, proposal or quote, to the prime bidder/proposer on U.S.

DOT-assisted contracts, including firms who were contracted by the prime bidder. The Bidders List shall, at a minimum, contain the following information for each firm:

1. Firm name

2. DBE certification status

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3. Address

4. Phone #

5. Email

6. Age

7. Contract/Agreement amount

8. Contact name and title

9. Type of product/service provided/NAICS

10. Range of annual gross receipts

11. DBE Certification Status

12. DIR Registration No.

The City will use this information to assist in establishing the City’s market area and as a resource in the City’s DBE goal-setting process.

IV. ASSURANCES AND REQUIRED CONTRACT PROVISIONS
A. Non-Discrimination Assurances (§26.13(a))
Pursuant to the requirements of this Part, the City will sign the following assurance as a condition of financial assistance agreements with the U.S. DOT, and which is hereby made applicable to all of the City’s U.S. DOT-assisted contracts:
“The City shall not discriminate on the basis of race, color, national origin, or sex in the award and performance of any U.S. DOT-assisted contract or in the administration of its DBE Program or the requirements of Title 49 CFR, Part 26. The City shall take all necessary and reasonable steps under Title 49 CFR, Part 26 to ensure nondiscrimination in the award and administration of U.S. DOT-assisted contracts. The City’s DBE Program, as required by Title 49 CFR, Part 26 and as approved by U.S.

DOT Operating Administrations, is incorporated by reference in this agreement.

Implementation of this Program is a legal obligation and failure to carry out its terms shall be treated as a violation of this agreement. Upon notification to the City of its failure to carry out its approved Program, the Department may impose sanctions as provided under Title 49 CFR, Part 26 and may, in appropriate cases, refer the matter for enforcement under 18 U.S.C. 1001 and/or the Program Fraud Civil Remedies Act of 1986 (31 U.S.C. 3801 et seq.).”
This language will appear in financial assistance agreements with sub-recipients. This language is to be used verbatim, as it is stated in 26.13(a).

B. Contractor Assurance Clause (49 CFR §26.13b)
The City shall ensure that the following language and/or procedures are included in all financial assistance agreements with sub-recipients:

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The City shall require that the prime contractor include the following clause in every U.S. DOT- assisted contract and subcontract:
"The Contractor, City or subcontractor shall not discriminate on the basis of race, color, national origin, or sex in the performance of this Contract. Contractor shall carry out applicable requirements of 49 CFR Part 26 in the award and administration of U.S. DOTassisted contracts. Failure by Contractor to carry out these requirements is a material breach of this contract, which may result in the termination of this contract or such other remedy as the City deems appropriate, which may include, but is not limited to:
(1) Withholding monthly progress payments;
(2) Assessing sanctions;
(3) Liquidated damages; and/or
(4) Disqualifying the Contractor from future bidding/proposing as non-responsible.

Contractor agrees to include these requirements in all subcontracts at any tier." This language is to be used verbatim, as it is stated in 26.13(b).

C. Prompt Payment Clause
The City has adopted a prompt payment provision on all U.S. DOT-assisted contracts to facilitate timely payment to all subcontractors in accordance with regulatory mandates. Pursuant to 49 CFR Part 26.29, the City will include the following clause in each U.S. DOT-assisted contract:
“Contractor/Consultant agrees to pay each subcontractor under this Contract for satisfactory performance of its contract no later than seven (7) days from the receipt of each payment Contractor/Consultant receives from the City. Contractor/Consultant agrees further to return retainage payments to each subcontractor within thirty (30) days after receiving payment for work satisfactorily completed and accepted including incremental acceptances of portions of the Agreement work by the City. Any delay or postponement of payment from the above referenced time frame may take place only for good cause and with the City’s prior written approval.” Contractor/Consultant shall incorporate this clause verbatim, set forth above, in all subcontract, broker, dealer, vendor, supplier, purchase order or other source agreements issued to both DBE and non-DBE firms.

Any violation of the provisions listed above shall subject the violating Contractor/Consultant to the penalties, sanctions, and other remedies specified in Section 7108.5 of the California Business and Professions Code. This requirement shall not be construed to limit or impair any contractual, administrative or judicial remedies otherwise available to Contractor/Consultant or subcontractor in the event of a dispute

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involving late payment or nonpayment by Contractor/Consultant; deficient subcontractor performance and/or noncompliance by a subcontractor.

Failure to comply with this provision without prior approval from the City will constitute noncompliance, which may result in the application of appropriate administrative sanctions, including, but not limited to, a penalty of two percent (2%) of the invoice amount due per month, for every month that full payment is not made.

V. ADMINISTRATIVE REQUIREMENTS AND STAFFING
A. DBE Program Updates (§26.21)
As a recipient of more than $250,000 of U.S. DOT financial assistance over a Federal Fiscal Year and pursuant to 49 CFR §26.21, the City shall continue to implement the DBE Program unless and until all funds from U.S. DOT financial assistance have been expended.

The City will regularly review directives issued by U.S. DOT and update its DBE Program as necessary to fully comply with the intent of the US DOT’s DBE Program.

The City will promptly advise all applicable U.S. DOT Operating Administrations, of any significant updates and/or changes to the City’s DBE Program.

B. DBE Liaison Officer (DBELO) (§26.25)
The City Manager, while maintaining ultimate responsibility for the City’s DBE Program, has designated the Senior Management Analyst to serve as the DBE Liaison Officer (DBELO) with responsibility for the implementation all aspects of the City’s DBE Program and ensuring that the City complies with all provisions of 49 CFR Part 26. The DBELO has direct, independent access to the City Manager concerning DBE Program matters. The DBELO is responsible for developing, implementing and monitoring the DBE Program, in coordination with other appropriate officials. A DBE Program Implementation Organizational Chart demonstrating the DBELO’s position in the organization can be found in Exhibit B “DBE Program Organizational Chart”. Contact information for the City’s DBELO is as follows:

Senior Management Analyst
DBE Liaison Officer
City of Montebello
400 S. Taylor Avenue
Montebello, CA 90640
Telephone: (323) 558-1625