Montebello City Council
July 20, 2023

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Montebello Bus Lines
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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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Montebello Bus Lines
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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 low- income 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 off- peak 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%
Retired, 8%Volunteer position,
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.

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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

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Montebello Bus Lines

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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

ITEM # 2

CITY OF MONTEBELLO

SPECIAL CITY COUNCIL AGENDA STAFF REPORT

TO:

Honorable Mayor and City Council Members

FROM:

Arlene Salazar, Acting City Manager

BY:

Fernando Pelaez, Fire Chief

SUBJECT:

AUTHORIZE THE MONTEBELLO FIRE DEPARTMENT EMERGENCY

MEDICAL SERVICES DELIVERY PROPOSAL AND IMPLEMENTATION
PLAN

DATE:

July 20, 2023

RECOMMENDATION(S):

It is recommended that the City Council:

1. Receive and file the Fire Department's Emergency Medical Services delivery model Proposal Plan with authorization to implement a new organizational response model at a subsequent meeting; and

2. Recommend increasing full-time equivalent (FTE) positions in the "Firefighter/EMT" classification, which will include estimated costs for the additional positions and potential funding sources in addition to the general fund; and

3. Recommend the necessary Paramedic Rescue Squad vehicles, including an agreement authorizing the lending/leasing of a Rescue Squad from a partnering Fire Department. All Purchases of the Fire Related Equipment will be in conformance with bidding procedures 3.20.050; and

4. Take such additional related actions as necessary to Implement the Proposed Plan.

FISCAL IMPACT:

There will be additional vehicle, equipment, supply and personnel costs associated with updating Montebello Fire Department's Emergency Medical Services (EMS) delivery model. Moving from a "Medic Engine" to a "Paramedic Rescue Squad" staffing and

SPECIAL CITY COUNCIL AGENDA REPORT - MEETING OF JULY 20, 2023

organizational/response model will require staff to be added (i.e., "Firefighter/EMT" classification) to the Master Position Control and Table of Organization as well as the purchase of "Paramedic Rescue Squad" vehicles. Fire Department staff will continue the organizational review and subsequent City Council action will seek to update the Table of Organization and Master Position Control to add "Firefighter/EMT" positions as well as seek approval to procure the necessary vehicles and equipment to implement the "Paramedic Rescue Squad" response model. Part of this process will address the general working title of Firefighter in our Table of Organization and Master Position Control that has been used for over 20 years to recruit Firefighter/Paramedic. The addition of the Firefighter/EMT position is to seperate both of these types of firefighter positions and a Emergency Medical Services Battalion Chief position, 40 hour 1.0 FTE.

It is estimated that procurement of the Paramedic Rescue Squad vehicles could cost more than $2.0 million -- which includes vehicles and necessary paramedic/rescue equipment. The addition of the necessary Firefighter/EMT full-time positions could cost more than $1.8 million annually. Subsequent agenda reports will provide additional details and costing information for the vehicles/equipment and staffing required to implement a "Paramedic Rescue Squad" response model in the Montebello Fire Department.

BACKGROUND/DISCUSSION:

The Montebello Fire Department was established on June 20, 1922, and commissioned as a volunteer fire department, serving a community with a population of approximately 3,000 at that time. The Department opened its first fire station in a rented facility located at 309 West Whittier Boulevard. As the Department and City continued to grow, during the 1970s, the Department added its first team of Paramedics, and trained with the Los Angeles County Fire Department. These individuals, with additional training and medical equipment, were able to provide advanced life-saving treatment in the field prior to transporting a patient to a local hospital. In the early 2000’s, fire leadership modified the delivery service, implementing a model known as “Medic Engines." These are Advanced Life Support (ALS) Assessment Engines plus the City's one Ladder Truck. This delivery/response change was intended to minimize the need to operate additional fire apparatus and vehicles. The "Medic Engines" model eliminated the use of the Fire Rescue Squads, and the Department started hiring only Firefighter/Paramedics, moving away from its traditional Firefighter/EMT position.

Today, the Department continues to operate three (3) fire stations and has three (3) ALS Engines and one (1) ALS/BLS Ladder Truck, serving a community with a population of 61,200 spread out over 8.33 square miles. The Department is an All-Risk agency providing structural and wildland fire suppression, advanced life support (paramedic) emergency medical care, vehicle and equipment extrication rescue, and hazardous materials response at a First Responder Operations level. The Department also provides non-emergency response, public education, and community outreach services to the community.

According to the Verdugo Fire Communications Center (VFCC), in 2022 the Department's, responses were 8,656, with incident response calls for service totaling

SPECIAL CITY COUNCIL AGENDA REPORT - MEETING OF JULY 20, 2023

6,809, of those 6,677 were medical calls . Emergency Medical Services (EMS) responses accounted for approximately 76% of calls, with Fire Suppression resulting in approximately 24% of the emergency calls. There has been a dramatic increase in EMS related responses in recent years, as well as a demand in specialty care, such as trauma (stabbing, gunshot wounds, head injuries), myocardial infarction, stroke, pediatric emergencies and mental health related issues.

Since the 1970’s, the Department has been functioning as a “Dual-Task” Fire Service offering fire protection and emergency services. As a dual-task fire department, the primary responsibility was to put out fires and when there are no fires, the next task is to provide other emergency services, and this may include providing emergency medical treatment.

As of today, the Department is staffed, trained and equipped to respond to all types of emergencies, responding to natural disasters, such as earthquakes, floods, tornadoes, hurricanes and pandemics, as well as to man-made catastrophes, such as hazmat spills, arson, active-shooter and terrorism. Our Department is considered a dynamic all- hazard, all-risk response entity. Re-establishing the Paramedic Rescue Squads, with capabilities of starting advanced life-saving treatment long before a person reaches the emergency room can save lives.

In the early 2000’s the Department moved to “Medic-Engines”, eliminating the use of Paramedic Rescue Squads. The need for additional healthcare and medical demands, compounded with public health crisis is forcing local fire departments to re-think the fire service delivery model. The Department is taking into account the current challenges, while developing long-term strategies that will allow the expansion and growth of the Department and improve the delivery model to better serve our community and residents. The Public Protection Classification (PPC) survey, and the Insurance Services Office (ISO) has determined that the Department’s improvements have granted the Public Protection Classification: 02/2X. In addition, the Department completed its “Standards of Cover and Community Risk Assessment” in March of 2023.

The Department’s 2023 Comprehensive Risk Assessment and Standards of Cover (CRA-SOC) Report has helped identify these future demands. The 2023 CRA-SOC Report provides an all-inclusive narrative regarding the Department’s needs and growth opportunities. As the City continues to develop and expand, so does the need for public safety services to congruently transition and evolve along with the City’s fast-paced growth. The assessment process and 2023 CRA-SOC Report will assist in identifying and determining the quantity and types of emergency services that are required to protect the residents, businesses, infrastructure, and environment from potential hazards in the most effective manner possible. Identifying and prioritizing hazards that are present in a specific jurisdiction and understanding the potential consequences that human, economic, psychological and environmental impacts will have on the community can be assessed based on multiple factors, including the specific population served (density and demographics), local geography, specific local hazards both natural and human-caused, and current and proposed land use and urban developments.

Staff will continue working through the City's procurement process to identify the means

SPECIAL CITY COUNCIL AGENDA REPORT - MEETING OF JULY 20, 2023

and methods by which the required Paramedic Rescue Squads will be purchased. In addition, there will be changes to the Fire Department's table of organization, adding "Firefighter/EMT" positions and one EMS Battalion Chief. The procurement of the Squads and addition of positions -- along with related actions necessary to implement the new organizational response model -- will be presented at subsequent City Council meetings for review and action.

ENVIRONMENTAL IMPACT:

This item is not subject to the California Environmental Quality Act (CEQA) pursuant to the State CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, sections:
15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment); 15060(c)(3) (the activity is not a project as defined in Section 15378); and 15061(b)(3), because the activity is covered by the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Because there is no possibility that this item may have a significant adverse effect on the environment, the item is exempt from CEQA.

ANALYSIS:

The updated staffing model includes re-structuring the Fire Department's organizational framework, increasing all-ranks staffing capacity by adding new positions (i.e., adding a "Firefighter/EMT" positions to the existing "Firefighter/Paramedic" positions currently identified as Firefighter on Table of Organization and Master Position Control), providing leading-edge training and upgrading facilities. In addition, updating the organizational response model to a "Fire Paramedic Rescue Squad" model requires the purchase and outfitting of Paramedic Rescue Squad vehicles.

The proposed timeline for implementation of the new "Paramedic Rescue Squad" staffing/organizational response model is August/September 2023. The ability of the Department to meet this timeline rests on the ability to procure/borrow one (1) Paramedic Rescue Squad vehicle and ensure sufficient staffing exists. Depending on the procurement process, additional Squads would be available to expand the organizational response model through 2023 and into 2024 (by September, 2024).

There is a comprehensive focus on hiring in order to fill vacancies in the Firefighter ranks, as outlined in Attachment B.

There are on-going recruitment for Firefigher/Paramedics as well as Firefighter/EMTs, as well as Reserve (volunteer) Firefighters. In addition, the Department is able to sponsor recruits through Paramedic Training School, utilizing funding from the Estate of Fire Captain George Miller. It should be noted that the move to a "Paramedic Rescue Squad" model also requires the filling of a Battalion Chief position, focused specifically on EMS oversight. In order to ensure the success of this updated staffing model, having a dedicated Battalion Chief position is necessary and essential. This position would not only ensure proper training and recruitment, but would minimize risk.

The additional staffing resources (i.e., Firefighter/EMT) would provide much-needed

SPECIAL CITY COUNCIL AGENDA REPORT - MEETING OF JULY 20, 2023

operational infrastructure to support the Fire Department’s overall strategic goals in the delivery of life safety and emergency rescue services to the community. The additional Firefighter/EMT personnel would assist in minimizing impacts to fire resources responding to various emergencies in the community and help reduce "out of service" time of the City's emergency response units. Further, these positions would assist with addressing fire fighter fatigue.

SUMMARY:

Staff is presenting the updated Emergency Medical Services (EMS) response model that will take form with subsequent City Council action amending the budget to acquire Paramedic Rescue Squad vehicles and add staffing in the "Firefighter/EMT" position. Fire Department staff will refine its vehicle and equipment needs and present the procurement request at a subsequent City Council meeting. In addition, Staff will prepare and present for City Council review an amendment to the Table of Organization and Master Position Control to add "Firefighter/EMT' positions, as well as provide estimated costs for the new staff.

ATTACHMENT(S)

1. Attachment A - Patient Destination Reference No. 502

2. Attachment B - Projected Implementation Plan

NEXT STEPS:

N/A

DEPARTMENT OF HEALTH SERVICES

COUNTY OF LOS ANGELES
(EMT, PARAMEDIC, MICN)
SUBJECT: PATIENT DESTINATION REFERENCE NO. 502
EFFECTIVE: 07-20-84 PAGE 1 OF 4
REVISED: 10-01-21
SUPERSEDES: 06-01-18
APPROVED: ________________________ ______________________________ Director, EMS Agency Medical Director, EMS Agency
PURPOSE: To ensure that 9-1-1 patients are transported to the most appropriate facility that is staffed, equipped, and prepared to administer emergency and/or definitive care appropriate to the needs of the patient.

A
UTHORITY: Health and Safety Code, Division 2.5, Section 1797.220 California Administrative Code, Title 13, Section 1105 (c) PR
INCIPLES:

1. I
n the absence of decisive factors to the contrary, 9-1-1 patients shall be transported to the most accessible 9-1-1 receiving facility equipped, staffed, and prepared to receive em
ergency cases and administer emergency care appropriate to the needs of the patient.
2 . The most accessible receiving (MAR) facility may or may not be the closest facility geographically. Transport personnel shall take into consideration traffic, weather conditions, or other factors that may influence transport time in identifying the most accessible facility.
3 . The most appropriate receiving facility for a patient may be the health facility which is affiliated with their health plan. Depending upon the patient’s chief complaint and m
edical history, it may be in the patient’s best interest to be transported to their ‘medical home’, as defined by their health plan, personal physician, and/or medical records. 4 . Patients shall not be transported to a medical facility that is on diversion due to internal disaster.
5 . Notwithstanding any other provision of this reference, and in accordance with Ref. No. 503,
Guidelines for Hospitals Requesting Diversion of ALS Patients, final authority for patient destination rests with the base hospital handling the call. Base hospitals shall honor diversion requests based on patient condition and available system resources. 9-1-1 patients shall ordinarily be transported to general acute care hospitals with a basic emergency department permit. Transport to other medical facilities (hospitals wit h a
s
tand-by permit, clinics and other medical facilities approved by the EMS Agency) shall be performed only in accordance with this policy.

PO
LICY:

I. T
ransport of Patients by EMT Personnel
A. E
MT personnel shall transport 9-1-1 patients deemed stable and requiring only basic life support (BLS) to the MAR regardless of its diversion status (exception:

Internal Disaster).

ATTACHMENT A

SUBJECT: PATIENT DESTINATION REFERENCE NO. 502

PAGE 2 OF 4

B. EMT personnel may honor patient requests to be transported to other than the MAR provided that the patient is deemed stable, requires basic life support measures only, and the ambulance is not unreasonably removed from its primary area of response. In order to facilitate this, EMT personnel may transfer care of a patient to another EMT team if necessary.

C. In life-threatening situations (e.g., unmanageable airway or uncontrollable hemorrhage) in which the estimated time of arrival (ETA) of the paramedics exceeds the ETA to the MAR, EMTs should exercise their clinical judgment as to whether it is in the patient’s best interest to be transported prior to the arrival of paramedics.

D. EMT personnel may immediately transport hypotensive trauma patients with life- threatening, penetrating injuries to the torso to the closest trauma center, not the MAR, when the transport time is less than the estimated time of paramedic arrival. The transporting unit should make every effort to contact the receiving trauma center while in route.

II. Transport of Patients by Paramedic Personnel

A. Patients should be transported to the MAR unless:

1. The base hospital determines that another facility is more appropriate to meet the needs of the patient; or

2. The patient meets criteria or guidelines for transport to a specialty care center (i.e., Trauma Center, Pediatric Trauma Center, ST-Elevation Myocardial Infarction Receiving Center, Emergency Department Approved for Pediatrics, Pediatric Medical Center, Perinatal Center, Sexual Assault Response Team Center, or Designated Stroke Center);

3. The patient requests a specific hospital; and

a. The patient’s condition is considered sufficiently stable to tolerate additional transport time; and

b. The requested hospital does not have a defined service area (see Section V of this policy); and

c. The requested hospital can provide services appropriate to the patient’s chief complaint; and

d. The EMS provider has determined that such a transport would not unreasonably remove the unit from its primary area of response.

If the provider is unable to honor the request, and the patient therefore refuses to be transported, the provider should attempt to arrange for alternate transportation (i.e., private ambulance), in order to assist patient with receiving necessary treatment.

4. The MAR has requested diversion of 9-1-1 patients requiring advanced life support (ALS) as specified in Ref. No. 503. ALS patients may be

SUBJECT: PATIENT DESTINATION REFERENCE NO. 502

PAGE 3 OF 4
directed to an alternate open facility provided:

a. The patient does not exhibit an unmanageable airway or uncontrolled hemorrhage.

b. The involved ALS unit estimates that it can reach an alternate facility within fifteen (15) minutes, Code 3, from the incident location. If there are no open facilities within this time frame, ALS patients shall be directed to the MAR, regardless of its diversion status (exception: Internal Disaster).

B. Paramedic personnel may transfer care of a patient to another paramedic team if necessary. If base hospital contact has been made, the initial paramedic team shall advise the base hospital that another paramedic team has assumed responsibility for the patient.

lll. Destination of Restrained Patients

A. Restrained patients shall be transported to the MAR within the guidelines of this policy. Allowable exceptions:

1. Patients without a medical complaint, with a 5150 order written by a designated Department of Mental Health Team, when transport to a psychiatric facility has been arranged.

2. A law enforcement request for transport to medical facilities other than the closest may be honored with base hospital concurrence.

IV. Transport to Hospitals or Medical Facilities that are Non 9-1-1 Receiving Facilities

A. Patient requests for transport to hospitals that are not 9-1-1 Receiving Facilities may be honored by EMT or paramedic personnel provided:

1. The patient, family, or private physician is made aware that the requested hospital is not a 9-1-1 receiving facility;

2. The Base hospital or EMS provider contacts the requested facility and ensures that the hospital has agreed to accept the patient;

3. If transport requires additional transport time, the patient’s condition is considered sufficiently stable to tolerate and the EMS provider has determined that such a transport would not unreasonably remove the unit from its primary area of response

B. Other medical facilities approved on an individual basis by the EMS Agency:

9-1-1 patients may be transported to medical facilities other than hospitals (i.e., clinics, etc.) only when approved in advance by the EMS Agency.

V. Transport to Designated Service Area Facilities

A. Patients shall be transported by EMT or paramedic personnel to hospitals with a

SUBJECT: PATIENT DESTINATION REFERENCE NO. 502

PAGE 4 OF 4
designated service area whenever the incident location is within the hospital’s defined service area (exception: diversion for Internal Disaster). In most instances, the service area hospital is also the MAR.

B. If a patient within the defined service area meets criteria or guidelines for a specialty care center, for care not provided by the service area hospital, this patient shall be transported to the appropriate specialty care center.

C. Patient requests for transport to a service area hospital when the incident location is outside the hospital’s defined service area or inside the service area of another hospital, may be honored by:

1. EMT personnel if it is a BLS patient, the receiving hospital is contacted and agrees to accept the patient, and the transporting unit is not unreasonably removed from its primary response area.

2. Paramedic personnel if the base hospital is contacted and concurs that the patient’s condition is sufficiently stable to permit the estimated transport time, the requested hospital agrees to accept the patient, and the transporting unit is not unreasonably removed from its primary response area. The receiving hospital may be contacted directly if the ALS unit is transporting a BLS patient.

CROSS REFERENCE:

Prehospital Care Manual:

Ref. No. 501, Hospital Directory
Ref. No. 503, Guidelines for Hospitals Requesting Diversion of ALS Patients Ref. No. 504, Trauma Patient Destination
Ref. No. 506, Trauma Triage
Ref. No. 508, Sexual Assault Patient Destination
Ref. No. 508.1 SART Center Roster
Ref. No. 509, Service Area Hospital
Ref. No. 510, Pediatric Patient Destination
Ref. No. 511, Perinatal Patient Destination
Ref. No. 512, Burn Patient Destination
Ref. No. 513, ST-Elevation Myocardial Infarction Patient Destination Ref. No. 516, Cardiac Arrest Patient Destination
Ref. No. 518, Decompression Emergencies/Patient Destination Ref. No. 519, Management of Multiple Casualty Incidents Ref. No. 521, Stroke Patient Destination
Ref. No. 526, Behavioral/Psychiatric Crisis Patient Destination Ref. No. 528, Intoxicated (Alcohol) Patient Destination Ref. No. 838, Application of Patient Restraints

July/August/September 2023
•City Council Meeting
Approve positions and implementation plan Staff Report to Purchase one (1) 2024 Ford F550 from South Coast Fire
Equipment, Inc.

Use one (1) existing Fire Paramedic Rescue Squad (available immediately)
•Staff Report to Purchase one (1) 2024 Ford F550 from South Coast Fire Equipment, Inc.

Use one (1) existing Fire Paramedic Rescue Squad (available immediately)
•Staff Report to Purchase one (1) 2024 Ford F550 from South Coast Fire Equipment, Inc.

Use one (1) existing Fire Paramedic Rescue Squad (available immediately)
•Fire Academy – August 7, 2023 (15-17)
October-December 2023
•Implement one (2) Fire Paramedic Rescue Squad Staff
Report to Purchase three (3) 2024 Ford F-550 Ward Squad Rescue Apparatus from Fire Apparatus Solutions.
•Staff Report to Purchase three (3) 2024 Ford F-550 Ward Squad Rescue Apparatus from Fire Apparatus Solutions.
•Staff Report to Purchase three (3) 2024 Ford F-550 Ward Squad Rescue Apparatus from Fire Apparatus Solutions.
•Staff Report Fire Equipment
•Active Recruitment and Hiring
•Identify two firefighters to attend PTI
August 2024
•Tentative arrival of the three (3) 2024 Ford F-550
Ward Squad Rescue Apparatus
•Prepare all Squads for DHS Review and Approval
September/October 2024
•DHS Required Equipment and Narcotics
Deploy and staff the three (3) Fire Rescue Squads
Reserve/Back-up one (1) Ford F550 and/or use for
MCAP
Reserve/Back-up one (1) Ford F550 and/or use for
MCAP
November2024/May 2025
•Prepare for Transportation Rights
•Develop Ambulance Operator Job Description
•Purchase Rescue Ambulances (2)
•Continue to select candidates for PTI

PROJECTED IMPLEMENTATION PLAN

ATTACHMENT B