Norwalk City Council
December 16, 2025

SHORT RANGE TRANSIT PLAN
FY 2025 - 2027

TABLE OF CONTENTS
Introduction .......................................................................................................................................................... 4 City Background and Mission Statement .............................................................................................................. 4 NTS Mission Statement ......................................................................................................................................... 5 NTS Fixed Route Transit Operations/Services ................................................................................................ 7 NTS Organizational Chart ............................................................................................................................. 7 NTS Fixed Route History .............................................................................................................................. 7 Fixed Route Line Descriptions ...................................................................................................................... 8 NTS Maps and Schedules ............................................................................................................................. 9 NTS Service Area .......................................................................................................................................... 9 Major Service Changes .............................................................................................................................. 10 Minor Service Changes .............................................................................................................................. 14 Recent Changes Due to COVID-19 ............................................................................................................. 15 FTA COVID-19 Relief Funds Summary ........................................................................................................ 18 Implementation of New Technology ......................................................................................................... 25 Farecapping ............................................................................................................................................... 33 Fareless System Initiative .......................................................................................................................... 35 NTS Paratransit & General Public Paratransit Services ................................................................................ 39 NTS Dial-A-Ride Service Overview ............................................................................................................. 39 NTS Dial-A-Ride Service Information ......................................................................................................... 42 Future Dial-A-Ride Service Changes........................................................................................................... 42 Microtransit/On-Demand Service .............................................................................................................. 45 ADA Compliance ........................................................................................................................................ 47 Equipment Maintenance Services ................................................................................................................. 52 Fleet Maintenance Management System .................................................................................................. 53 Capital Program ............................................................................................................................................. 61 Zero-Emission Battery Electric Buses ......................................................................................................... 66 Hydrogen Buses and Fuel Station .............................................................................................................. 71 Multi-Level Parking Structure Expansion ................................................................................................... 72 Transit Plaza Beautification ....................................................................................................................... 74 Contingency Fleet ...................................................................................................................................... 75 Fare Box Replacement Project ................................................................................................................... 80 Bus Smartcard Validators (BSV) ................................................................................................................. 82 Radio Communications Systems ................................................................................................................ 85 Intelligent Transportation System ............................................................................................................. 87 Facility Improvements at Norwalk Transportation and Public Services Facility (Phase III) ....................... 91 Bus Shelter Replacement Projects ........................................................................................................... 100 Federal Transit Administration – Transit Asset Management Plan ......................................................... 104 State of Good Repair ................................................................................................................................ 106 California High Speed Rail ........................................................................................................................ 108 Southern California Association of Governments (SCAG) – Green Line Extension ................................. 110 Green Line/Metrolink Express Service Connection (BRT)/Green Line Extension .................................... 111 ECO-RAPID Transit ................................................................................................................................... 111 NTS Participation in Coordination Initiatives ............................................................................................. 113 Regional Homeland Security and Emergency Management Efforts ........................................................ 114 Public Transit Agency Safety Plan ............................................................................................................ 114 Transportation Planning and Development ............................................................................................... 117 Transit-Oriented Development ................................................................................................................ 117 Micro Transit ............................................................................................................................................ 120 Active Transportation .................................................................................................................................. 121 Micro Mobility ......................................................................................................................................... 121 City’s Bicycle Master Plan ........................................................................................................................ 122 Bike Lockers Program .............................................................................................................................. 127 SECTION II ......................................................................................................................................................... 129 Tables ........................................................................................................................................................... 129 SECTION III - APPENDIX ..................................................................................................................................... 138 Route Maps .................................................................................................................................................. 138 NTS System Map ...................................................................................................................................... 139 Route 1 ..................................................................................................................................................... 140 Route 2 ..................................................................................................................................................... 141 Route 3 ..................................................................................................................................................... 142 Route 4 ..................................................................................................................................................... 143 Route 5 ..................................................................................................................................................... 144 Route 7 ..................................................................................................................................................... 145

NORWALK TRANSIT SYSTEM
SHORT RANGE TRANSIT PLAN 2025 - 2027

4 NORWALK TRANSIT SYSTEM (NTS)
FY 2025-2027 SHORT RANGE TRANSIT PLAN
Introduction
The Los Angeles County Metropolitan Transportation Authority (Metro) is required by Federal Statutes (Title 23 U.S.C. 134(9) & (h) and State Statutes (P.U.C. 130303) to prepare a Transportation Improvement Program (TIP) of Los Angeles County. Th e Short Range Transit Plan (SRTP) facilitates input of transit operators’ financial and planning informat ion into the Los Angeles County TIP. The SRTP/TIP serves as a formal record of both Metro and the City of Norwalk’s commitments to transit and are mandatory components of the federal funding process.

It is the responsibility of Metro to review each mu nicipal transit operator’s SRTP to ensure that all Federal, State and local reporting requirements ar e achieved, data collection efforts are coordinated and operator budgets are consistent with funding assumptions and regional planning policies.

City Background and Mission Statement
The City of Norwalk is located seve nteen (17) miles southeast of Los Angeles. Norwalk encompasses 10.5 square miles and is primarily a residential community composed of middle and lo w-income families. The 2010 Census bureau and State Employment Department data indicates that 13.9 percent of the City’s 105,549 residents are over the age of 60, and 45 percent are identified as tran sit dependent. In addition, 10 percent of Norwalk’s residents are physically disabled, and 14.8 percent live below poverty level. Preliminary results of the 2020 Census
indicate that Norwalk’s population slightly
decreased by -1.13% from 105,549 to 104,356
making it the 69th largest city in California. The average household income in Norwalk is $79,508 with a poverty rate of 12.84%. California among most states across the country has the lowest response rates in responding to the 2020 Census;

9.7 million households or 64.1% responde d, putting California 4.1 percentage points behind its 2010 final self-response rate. COVID- 19 is partly to blame impacting outreach efforts.

Census responses are important such that it drives funding for health care, schools and senior services, among other critical needs.

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5 The City of Norwalk is a safe, family oriented commu nity that continuously improves the services it provides its citizens and businesses. The City’s mission is committed to meeting the needs of its residents and businesses by providing exceptional public services and facilities that are responsive to the community through honest, efficient and fiscally responsible leadership.

NTS Mission Statement
On August 1, 2024, Norwalk Transit System (NTS) proudly celebrated 50 years of dedicated service, providing vital transit access to education, healthcare, employment, and community resources throughout the Southeast region of Los Angeles County.

Since its founding, NTS has remained committed to its mission: to meet the needs of the community by delivering efficient, economical, an d high-quality public transportation services with a focus on safety and effectiveness. The year 2024 marked a significant milestone—NTS’s 50th anniversary—highlighting five decades of innovation, reliability, and service to the public good.

To commemorate this achievement, NTS hosted its Golden Anniversary Celebration at the Transportation/Public Services Facility, honoring the agency’s legacy and the many contributions made to Norwalk and its neighbo ring communities. As part of the year-long celebration, NTS held monthly Appreciation Events from August 2023 through August 2024, recognizing the dedication and hard work of its essential transportation workforce.

The anniversary event began with a warm welcome from Mayor Margarita Rios, followed by an invocation from Pastor Arthur McKibben. The Public Safety Cadets proudly led attendees in the Pledge of Allegiance. A historical overview of Norwalk Transit was presented by James C. Parker, Executive Director of Regional Transportation, through a brief commemorative video. The program concluded with commendations and heartfelt closing remarks delivered by City Manager Jesus M. Gomez.

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6 Senator Bob Archuleta and Norwalk Public Safety Cadets Senator Bob Archuleta and James C. Parker, Executive Director of Regional Transportation
James C. Parker, Executive Dir. of Regional Transportation Congresswoman Linda Sanchez, Mayor Margarita Rios, Councilmember Jennifer Perez, Councilmember
Ana Valencia and James C. Parker, Executive Director
of Regional Transportation
James C. Parker, Executive Director of Regional Transportation and NTS Staff from Administration, Operations and Vehicle Maintenance

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7 SECTION I
NTS Fixed Route Transit Operations/Services

NTS Organizational Chart

NTS Fixed Route History
NTS operates its public transportation service as a department of the City of Norwalk. NTS was established as a municipal fixed-route service prov ider on August 1, 1974. In November 1974, NTS began to offer residents of the City of Norwalk a demand-responsive Dial-A-Ride service for the physically challenged.

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8 Fixed Route Line Descriptions
NTS provides a public transportation network that serves the needs of Norwalk residents as well as providing access to other jurisdictions and connectivity to various regional transit systems. Statistics indicate that there is significant transfer activity between NTS routes and other regional transit systems including Metro, Long Beach Transit, Montebello Bus Lines and Orange County Transit Authority (OCTA); as well as the Metro Light Rail Green Line Stat ion and Norwalk/Santa Fe Springs Metrolink Commuter Rail Station.

Route 1 - Rio Hondo/Bellflower - NTS Route 1 operates in a north-southwesterly direction and provides service to the cities of Norwalk, Bellflower, Santa Fe Springs and Whittier, and connects with Express Metro Line 577 and Foothill Transit Line 274 at the Rio Hondo College terminus. The service operates primarily on major arterials, including Alondra, Pioneer, Norwalk Boulevard and Workman Mill Road, and serves the Norwalk Civic Center and Entertainment Complex in Norwalk. Route 1 operates seven (7) days a week. The span of service is 5:26 a.m. to 10:36 p.m. on weekdays. Weekend service is from 7:50 a.m. to 5:33 p.m. The service frequency is a pproximately every 30 minutes on weekdays, and 50 minutes on weekends.

Route 2 – Norwalk Square/Green Line/Cerritos College/C erritos Mall – NTS Route 2 operates as a local circulator and serves the cities of Norwalk, Cerrito s and Artesia. The service provides two way service over a large loop primarily on Pioneer Boulevard and Studebaker Road and serves the Norwalk Civic Center, Norwalk Town Square, and the Los Cerritos Mall. The service also connects to the Metro Green Line station in Norwalk. This rout e operates seven (7) days a week. The span of service is between 5:55 a.m. and 7:32 p.m. on weekdays. On weekends th e route operates between 9:15 a.m. and 6:31 p.m.

Service frequency is approximately every 37 minutes in each direction on weekdays and 74 minutes on weekends.

Route 3 – NTS Route 3 formerly operated as a local circ ulator between the cities of Norwalk and Santa Fe Springs. Effective June 26, 2016; Route 3 was modifi ed by eliminating service to the Whittier Depot, thus terminating at the Santa Fe Springs Gateway Pl aza located at Telegraph Rd. and Carmenita Rd. The span of service is between 5:30 a.m. and 7:19 p.m. on weekdays with no service on weekends. Service frequency is approximately every 60 minutes in each direction on weekdays.

Route 4 – NTS Route 4 operates in an east-west directio n, and provides service along Imperial Highway between the Metro Green Line Station, the Norwalk/ Santa Fe Springs Transportation Center (Metrolink Station) and east along Imperial Highway to Beach Boul evard in the City of La Habra. Route 4 links the two rail stations with several major employers in the Imperial Highway corridor including the Los

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9 Angeles County Registrar/Recorder and Biola University . This service operates seven (7) days a week.

The weekday span of service is between 4:07 a.m. a nd 10:41 p.m., with the last few trips terminating at the Metrolink Station. Service on the weekend operates between 6:45 a.m. and 7:29 p.m. Weekday headways vary from approximately 7 minutes to 30 minutes in the peak periods, an average of 27 minutes in the mid-day, and every 45 minutes on weekends.

Route 5 – It operates from the Metro Green Line Station via I-605 to Rosecrans Avenue and east to Santa Gertrudes Avenue, in the City of La Mirada, where it loops via Santa Gertrudes Avenue, La Mirada Boulevard, Ocaso Avenue, and Adelfa Drive, back to Santa Gertrudes Avenue and returns via Rosecrans Avenue. The service operates five (5) days a week with no service on Weekend and connects the Metro Green Line Station with both residential and industri al land uses on Rosecrans Avenue. It operates between 4:05 a.m. and 7:34 p.m. on weekdays providing 45-minute headways throughout the day.

Route 7 – NTS Route 7 service operates northbound from Norwalk C Line Station from Imperial Hwy. to Bloomfield Avenue (becomes Santa Fe Springs Road at Telegraph Road), through the City of Santa Fe Spring into the City of Whittier, where it loops th rough the Whittier Uptown to Workman Mill Road into the City of El Monte, via Peck Road, Valley Boulevard, Santa Anita Avenue into the El Monte Station. It operates between 3:49 a.m. and 9:56 p.m. on weekda ys with headways varying from approximately 32 minutes to 42 minutes. Service on Saturday operates between 5:36 a.m. and 7:48 p.m. with approximately 60-minute headways.

NTS Maps and Schedules
NTS Schedules, System Maps and Rider’s Guide ar e published in English and Spanish and provide customers with information on all NTS fixed-routes, including fare policy. Schedules including route maps are placed on board NTS buses for distribution to riders, and provided at the Transportation Department Customer Service Center located at the Norwalk Transportation Center, 12650 Imperial Highway in Norwalk. NTS maps and schedules are also available via the City’s webpage at:
https://www.norwalk.org/departments_services/norwalk_transit_system_nts/fares.php and at local libraries, local government office s, and social service agencies throughout the Southeast Los Angeles County region. In addition to NTS information, the City provides information on Metro and other services operating locally. See Section 3 – Appendix – Individual route maps 1-5 and 7.

NTS Service Area
The fixed-route service provides local circulation an d interjurisdictional serv ice connecting Norwalk and adjoining communities of Artesia, Bellflower, Cerritos, El Monte, La Mirada, La Habra, Santa Fe Springs,

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10 South El Monte, Whittier, and the unincorporated area s of Los Angeles County; as well as, providing bus service as a link between the Metro Green Line Light Rail Station and the Norwalk/Santa Fe Springs Metrolink Commuter Rail Station. Configuration of the routes was to a large extent, determined through significant community involvement.

Major Service Changes
Major service changes at Norwalk Transit System (NTS) are typically guided by recommendations from a Comprehensive Operational Analysis (COA). Howeve r, the regularly scheduled COA was postponed in 2022. On March 24, 2023, NTS issued Request for Pr oposals (RFP) No. 23-710, titled “Comprehensive Operational Analysis for Norwalk Transit System Fi xed Route Service.” Unfortunately, no bids were received in response. Since that time, significant street and roadway improvement projects have further delayed the COA process. In response , staff is currently refining the scope and requirements of the RFP, with plans to reissue it in July 2026. The update d COA will focus on evaluating the performance of Routes 1 through 5 and Route 7, with the goal of identifying opportunities to enhance on-time performance and overall route productivity. These e fforts are intended to inform and support upcoming service adjustments “shake-up” during NTS’s regular service change periods, which occur in September, January, and May.

NTS released RFP No. 23-710 on March 24, 2023 for a Comprehensive Operations Analysis ( COA) to analyze and optimize NTS’ routes 1, 2, 3, 4, 5 & 7 to create the best transit network possible for NTS customers within its budget and to address:
• Improving service integrity.
• Improve existing rider travel times.
• Improving productivity and reducing costs.
• Avoid duplication and prioritize frequency vs. coverage. • Improving responsiveness to customer issues and requests for service changes.
• Improving human resource management (recruiting full-time versus part- time coach operators).
• Coordinating time points for transfers between NTS and other transit agencies.

Additionally, feasibility of future service expansions will be considered:
• Increase service on Route 3 south to terminate at the Cerritos Towne Center.

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11 • Increase service on Route 4 to the east beyond Imperial Hwy at Beach Blvd, to terminate at the Brea mall.
• Increase service on Route 5 to include Saturday service. • Increase service on Route 7 to include Sunday service.

However, no bids were received. Briefings were conducted with potential bidders and most shared they did not have the manpower to perform a broad array of tasks requested. NTS requested the following deliverables:
• Perform a comprehensive Line by Line analysis of NTS’ fixed route service with strategies to match ridership demand with the service types and resources within the defined periods; • Robust Community Outreach Plan throughout the study focused on customer experience; • A comprehensive ridership forecast, current and future, with recommendations on how to increase ridership;
• Safety and location assessment of the current bus stops/shelters with recommendations for potential new locations;
• Financial analysis of the operational cost;
• Comparison analysis on the service network feeding into other transit operators in the region with a seamless service recommendation;
• Identify any potential opportunities that a micro-transit/on-demand service would be used for integrating into NTS’ fixed-route services to improve mobility of the community. The Consultant will conduct an assessment analysis and recommendation of the app-based tool, incorporating micro-transit/on-demand services to include demand based transit service providers as well as Transportation Network Companies (TNCs) such as Lyft and Uber; • Study “right-sizing” the fare across Los Angeles County, including the subsided fare box recovery;
• Provide a comprehensive recommendation on the overall branding and enhancement of client management protocol for NTS.

NTS is currently working on re-scoping the solicitation (i.e. re-define project objectives, streamline delivery sche dule, breakdown scope into mileston es/tasks, etc.) for a re-release tentatively scheduled for summer 2026. This timeline will allow for the evaluation of NTS’s Pilot Microtransit program, which is sc heduled to launch in early January 2026. The following metrics will be applied to the pilot program to access the following:
• Demand and usage patterns
• Cost-effectiveness compared to fixed-route service

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12 • Response times and reliability
• Rider feedback and accessibility

Procedures for Implementation of Major Service Changes and Fare Restructuring:

NTS is required to facilitate a Notice of the Public Hearing and other legal notices to be published. This includes utilizing The Norwalk Now, a Friday only publication. Other publications include Long Beach Press Telegram, Whittier Daily News, La Opinion (Spa nish), La Balita (Tagalog), Korea Daily News and Chinese Daily News. Hardcopies are posted at City Hall, Senior Center, and Social Services. They are also posted on the City’s and Transit departmental websites.

Also, outreach efforts to stakeholders and NTS patrons included the following activities:
• Airing of the notice of service changes in English and Spanish on Norwalk’s cable television station.
• Notices in English and Spanish on all NTS fixed-route buses. • Letters mailed to stakeholders, including local school districts, electe d officials, etc.; and affected municipal bus operators.
• Meeting with MTA Gateway Cities Service Council.
• NTS Ambassadors distributed flyers on-board buses and at key bus stops.

Title VI and Environmental Justice Equity Analysis Methodology for Service Changes:

NTS follows Federal Transit Administration (FTA) procedures as it relates to performing an equity analysis on a voluntary basis since it’s only required for Transit providers that operate 50 or more fixed route vehicles in peak service and are located in urbanized areas (UZA) of 200,000 or more people.

Pursuant to FTA, Title VI Compliance, an analysis is required for all service changes that meet the definition of a Major Service Change whereby potential
disparate impacts on minority populations and
disproportionate burdens on low-income populations must be analyzed. More specifically, the service change analysis must evaluate minority (Title VI protected classes) as well as Environmental Justice (EJ) populations (persons who are either members of a minority and/or persons with incomes below 100% of the Federal Poverty Level).

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13 In order to fulfill these requirements demographic a nd service profile maps/charts were prepared for both minority and low-income populations as part of the Comprehensive Operational Analysis (COA). A Major Service Change is typically defined by each transit agency as any of the following:
• A change of 25% or more in the number of revenue vehicle hours on a route (measured weekly) • A change of 25% or more in the route miles of a service • The addition or elimination of a route
• Changes that affect 25% or more of riders on a particular route or system-wide Minority Population – By definition, all six (6) NTS routes qualify as “minority routes” because 1/3 or more of NTS service hours or miles are provided in minority areas.

Based on 2020 U.S. Census data, 75.6% of individuals living within the NTS service area identified themselves as a minority. Census tracts where th e percentage of the minority population exceeds the 75% average were identified as minority tracts.

Low Income Population – The annual income thresh old to meet poverty standards currently ranges from about $10,000 to just above $20,000 and var ies based on household size, number of dependent children and other factors. Based on curr ent census data 11.3% of the population within NTS’ service area qualify as low income (in poverty). Census tracts where the percentage of the low income population exceeds this average were identified as low income tracts.

Low income population in the NTS service area (censu s tracts) predominantly reside in a band starting in Whittier and moving south through the eastern po rtion of Santa Fe Springs and into Norwalk and Bellflower.

Title VI and EJ Assessment:

The preliminary analysis indicates there are no dispar ate impacts as a result of previous major service changes to NTS Title VI routes; nor disproportionate ly high or adverse impacts due to changes to EJ routes based on the following:
• NTS routes provide access to virtually every mino rity tract in the servic e area, and in Norwalk the NTS routes provide quarter-mile or better acce ssibility to all minority tracts. The heaviest concentration of minority population in the surrounding communities include; Bellflower, Cerritos, Santa Fe Springs and Whittier.
• Routes 1 through 7 all spend a majority of time traversing these low income census tracts.

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14 Minor Service Changes
Recent minor adjustments to the transit network h a v e i m p a c t e d R o u t e s 1 , 4 , a n d 7 , e a c h y i e l d i n g operational improvements and enhanced rider experien ce. For Route 1, service restoration efforts have led to increased frequency, thereby improving accessibility and reducing wait times for passengers.

Modifications to Route 4 were implemented to enhance coordination with Metrolink train schedules.

These changes have facilitated more seamless transfers for commuters, with minimal negative feedback reported. On Route 7, the number of buses in operation was increased from three to five. This expansion has resulted in more frequent service in tervals and has effectively alleviated overcrowding during peak travel times.

Service adjustments included the following:
• Route 1 – Weekday service levels restored to allow for 30 minute headways all day with the exception of 3 late evening trips that have 1 hour headways. • Route 4 – Weekday service restored to pre-pande mic levels however, the express service now runs along Imperial Hwy with headways varying from 5 to 30 minutes during peak hours.

Overall these changes created more efficient bus /rail interface between the Metrolink Station and Norwalk C Line Station.
• Route 7 – Service restored to pre-pandemic levels with headways from 35 to 40 minutes. The short line trips between Rio Hondo and the El Monte Bus Station were not restored thus allowing for more frequency along the entire route.

T h e s e c h a n g e s w e n t i n t o e f f e c t o n J a n u a r y 1 2 , 2025, restoring weekday service to 24 buses. This resulted in more frequent service, reduced passenge r crowding, and a more enjoyable travel experience for riders on the affected routes. The current status of NTS service is as follows:

Route 1 Weekday service levels restored to allow for 30 minute headways all day with the exception of 3 late evening trips that have 1 hour headways.

Route 2 No changes since last SRTP.

Route 3 No changes since last SRTP.

Route 4 Weekday service restored to pre-pandemic levels however, the express service now runs along Imperial Hwy with headways varying from 5 to 30 minutes during peak hours. Overall these changes created more efficient bus/rail interface between the Metrolink Station and Norwalk C Line Station.

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15 Route 5 No changes since last SRTP.

Route 7 Service restored to pre-pandemic levels with headways from 35 to 40 minutes. The short line trips between Rio Hondo and the El Monte Bus Stat ion were not restored thus allowing for more frequency along the entire route.

Recent Changes Due to COVID-19
On February 28, 2023, the Governor
terminated the state’s COVID-19 State of
Emergency. He also phased out the executive
actions put in place since March 2020 as part of the
pandemic response. The public health order effective March 13, 2023, supersedes all prior health orders. The order provides prevention and mitigation strategies for slowing the spread of COVID-19 in homes, workplaces, and communities.

As of 2025, the most recent changes related to COVI D-19 in the transit industry and public health policy have largely reflected a shift from emergency response to long-term adaptation and resilience. Here's a summary of recent COVID-related changes and trends as of 2025:
1) Service Restoration and Adjustments
• Many transit agencies, including smaller systems, have restored pre-pandemic service levels, but with modifications based on new tr avel patterns (e.g., more mid-day and weekend service, fewer peak-hour trips).
• Microtransit and on-demand services have expanded to address flexible rider needs and fill service gaps.
2) Permanent Health & Safety Protocols
• Enhanced cleaning protocols remain in place, though less frequent than during peak pandemic years.
• Some agencies continue to provide hand sa nitizer stations and encourage mask use during flu/COVID season, especially for vulnerable populations. 3) Remote Work Impacts
• Ridership patterns have shifted due to hybrid and remote work, leading to lower peak- hour demand and increased focus on non-commute trips.

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16 Although California’s COVID-19 State of Emergency has officially ended, the lingering impacts of the pandemic continue to affect public transit. Riders hip recovery remains slow and uneven across many transit agencies throughout the state. Fortunat ely, the three federal pandemic relief packages provided billions of dollars to California transit agen cies, offering a critical financial lifeline during the height of the crisis. These funds helped agencies maintain operations and avoid deeper service cuts while waiting for state and local tax revenues to re bound. However, as these federal relief funds are now nearing exhaustion, transit agencies are faci ng new fiscal challenges. Operating costs have increased, while ridership and fare revenues have only partially recovered. As a result, some systems are approaching a “fiscal cliff”—a point at which they w ill require either significant new funding or will be forced to implement substantial service reductions and cost-cutting measures.

NTS is focused on full recovery as part of its long-t erm strategic planning as it adjusts to new conditions created by the COVID-19 pandemic. Namely, restoring ridership and repositioning the system to better serve its patron for the future. NTS’ ridership is recovering at a steady rate; 696,241 in FY21 to 1,297,047 in FY25; a 86% increase inching closer to pre-pandemic ridership levels of 1.4 million.

Recent studies have shown that though transit ridership in the United States has recovered slowly, it was As NTS works to regain ridership to pre-pand emic levels, some additional factors may impact continued recovery. While transit ridership in the United States has steadily improved since the pandemic, many systems remain below 2019 levels as of 2025. Ridership was still about one-third below the 2019 levels by June 2022

1. As NTS continues efforts to restor e ridership, evolving factors such as hybrid work patterns, service reliability, and public safety perceptions may influence the pace of recovery. Service disruption is a factor for NTS alon g with other agencies nationwide because of the bus operators' shortage. This operator shortage is driv en by multiple factors, including competition from other transportation and logistics companies (e.g., Amazon, UPS, Lyft, Uber, and the trucking industry), a generally low unemployment rate, and increased reports of assaults against transit operators, along with rising crime in many urban areas. NTS recognizes that resolving the operator shortage is a critical step toward full recovery. In response, NTS impl emented a series of recruitment and retention incentives in January 2022. These me asures included signing bonuses, increased compensation for part- time operators, and expanded advertising efforts th rough City Hall’s scrolling marquee and local cable TV. Also, telecommuting is a factor in recovery as it is expected to be a long-lasting impact of the COVID- 19 pandemic. Its impact include the reduction in frequency of riding or the purpose of using transit.

1 Ziedan A, Brakewood C, Watkins K.. J Public Trans. 2023;25:100046. doi: 10.1016/j.jpubtr.2023.100046. Epub 2023 Jun 24. PMID: 37389199; PMCID: PMC10290420

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17 Metro’s change to their fare policy (i.e. fare ca pping) could encourage pa rt-time commuters to use transit when they commute which started on July 1 st (see pg. 30 for Metro’s New Fare Chart). NTS will also consider planning services for more divers e travel purposes rather than just focusing on commuting. Lastly, NTS’s recent technological enhancements were implemented to help improve rider’s satisfaction as part of the Intelligent Transportation System (ITS) project. Namely, giving them the ability to obtain real time information on the status of an y service changes, disruptions, and other alerts via a website, https://nts.rideralerts.com or the following “myStop” app for smartphone users:
• Apple: Download on the App Store
• Android: Get it on Google Play
In short, ITS is designed to improve transit safety , enhance productivity and mobility by integrating advanced communication/information technologies into vehicles and infrastructure. It allows for a connected environment among vehicles, the infrastructure and passengers' wireless devices (i.e. allowing drivers to send and receive real-time inform ation about potential hazards and road conditions).

Additionally, the ITS technology is capable of collect ing large amounts of data on the operational status of NTS. Archiving and analyzing this data can provide significant benefits to transportation with assisting in transportation administration, policy evaluation , safety, planning, program assessment, operations research, and other applications (see pg. 73 for detailed information regarding NTS’s ITS Project).

Most recently, in July 2025, NTS intiated its implementation phase of a new reporting and communication system called ELERTS, aimed at enhancing safety and service by enabling real-time reporting of concerns from both riders and employees. ELERTS specializes in crowd-sourced incide nt reporting through its mobile application, “See Something, Say Something” (See Say). The See Say app empowers users to quickly and discreetly report suspicious activity, safety concerns, or service issues directly to NTS. Wh at sets this platform apart is its integration with NTS’s AVAIL CAD/AVL system, which allo ws reported incidents to be linked to the real- time location of buses. This integration enables NT S to respond more efficiently and effectively to incidents as they occur. The See Say platform is already in use by several other transit agencies, including Foothill Transit and Victor Valley Transit, and has proven to be a valuable tool in improving responsiveness and fostering a safer transit environment. How it works:
• Mobile app: Passengers can download an app, such as the ELERTS See Say app, to discreetly and quickly report issues with photos or videos.
• Web form: A web-based form on the transit agency's website allows users to submit detailed reports.
• Texting: Some systems allow for reports to be submitted via text message.

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18 • Voicemail: A dedicated voicemail system can be used to leave detailed messages that are transcribed for review.
• Customer service integration: The system routes reports to a central console, enabling customer service representatives to receive and respond to reports promptly.

FTA COVID-19 Relief Funds Summary

CARES Act “Funds to prevent, prepare for, and respond to coronavirus” On Friday, March 27, 2021, the Coron avirus Aid, Relief, and Economic Security (CARES) Act was signed into law. Under this legislation, the Federal Transit Administration (FTA) allocated $25 billion to support public transportation systems across the country:
• $22.7 billion for large and small urban areas
• $2.2 billion for rural areas
• Funding was provided at a 100% federal share, with no local match required These funds were made available to support capital, operating, and other eligible expenses necessary to prevent, prepare for, and respond to COVID-19. Elig ible operating expenses included those incurred on or after January 20, 2020, such as:
• Maintaining transit services
• Administrative leave for transit personnel due to reduced operations • COVID-19-related safety and cleaning measures
The City of Norwalk, through the Norwalk Transit System (NTS), received a CARES Act funding allocation of $3,807,217, which was programmed via FTA Grant #CA-2020-142. These funds we re used to support a range of eligible expenses, including driver salaries, fuel, personal protective equipment (PPE), cleaning supplies, administrative leave due to quarantine, and COVI D-19 safety enhancements. The full allocation was expended by June 30, 2021.

CRRSAA Act “Funds to prevent, prepare for, and respond to coronavirus” On December 27, 2020, the Coronavirus Response a nd Relief Supplemental Appropriations Act of 2021 (CRRSAA) was signed into law. The Act included $90 0 billion in supplemental appropriations for COVID- 19 relief, of which $14 billion was allocated to supp ort the transit industry during the COVID-19 public health emergency. The legislation emphasized that funding was to be prioritized for the payroll and operations of public transportation services.

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19 CRRSAA also imposed specific funding limitations:

1. The combined allocations from the CARES Act an d CRRSAA for urbanized areas could not exceed 75% of the operating costs reported in the 2018 National Transit Database (NTD).

2. For rural areas, the combined allocations could not exceed 125% of 2018 NTD-reported operating costs.

The City of Norwalk, through Norwalk Transit System (NTS), received an allocation of $3,477,040 in CRRSAA funding, which was programmed under FTA Grant #CA-2021-059. These funds were used to support eligible operating expenses—including driver salaries and fringe benefits, Dial-a-Ride contractor costs, COVID-19 safety and sanitation measures, personal protective equipment (PPE), cleaning supplies, and fuel—for the period of July 1, 2021, through June 30, 2022. The full allocation was expended by June 30, 2022.

American Rescue Plan Act of 2021 “Funds to prevent, prepare for, and respond to coronavirus” The American Rescue Plan Act of 2021 (ARP), signe d into law by President Biden on March 11, 2021, provided $30.5 billion in federal funding to support the nation’s public transportation systems in their continued response to the COVID-19 pandemic and to assist in the national vaccination effort.The relief funds will be distributed as follows, at 100-percent federal share:

$26.6 billion to be allocated by statutory formulas to urbanized and rural areas and tribal governments
$2.2 billion to FTA grant recipients in communi ties that demonstrate additional pandemic- associated needs.
$1.675 billion for projects in the Capital Investment Grants (CIG) Program $50 million under the Enhanced Mobility of Seniors and Individuals with Disabilities formula program
$25 million for competitive planning grants
$5 million for competitive tribal grants

All funds were made available at 100% federal shar e for payroll and operations, including operating costs incurred during the public health emergency. Eligible uses included the purchase of personal protective equipment (PPE), sanitation supplies, and administrative leave for operations or contractor personnel due to service reductions. Funds were required to be ob ligated by September 30, 2024, and disbursed by September 30, 2029.

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20 The City of Norwalk, NTS’ allocation of ARPA funding in the amount of $5,588,109 was programmed via FTA Grant # CA-2021-178. Funds (25% or $1, 397,027) was used to support eligib le operating expenses (i.e. driver salaries/fringe benefits, Dial-a-Ride contractor costs, C-19 safety/sanitation precautions, PPE & cleaning supplies, fuel, etc.) for the period of July 1, 2021 th ru June 30, 2022. Funds (46% or $2,556,122) was used to support eligible operating expenses (i.e. driver salaries /fringe) for the period of July 1, 2022 thru June 30, 2023. The remaining balance of funds (29% or $1,634,960) was used to support operating costs for the period of July 1, 2023 thru June 30, 2024. The full allocation was expended by June 30, 2024.

Fares:

At this time, NTS does not plan to implement an y fare increases. The last fare increase was implemented in two (2) phases: first on Sunday, November 20, 2011, and the second on Sunday, November 17, 2013. These revenue enhancements a ssisted NTS with eliminating prior year budget deficits due to in part to the recession. The follo wing chart includes the current fare structure and approved increases:

Fixed Route Fare Increase
Fare Structure Current Approved Fare Structure Nov. 20 th 2011 Nov.17 th 2013 Base Fare: $0.90 Base Fare: $1.10 $ 1.25
Student (K-12) 0.60 Student (K-12): 0.75 1.00
Senior/Disabled/Medicare: 0.35 Seni or/Disabled/Medicare: 0.35 0.60 NTS Intra-agency Transfer: 0.25 NTS Intra-agency Transfer: 0.35 0.50 Dial-A-Ride Fare Increase
Senior/Disabled 0.75 Senior/Disabled $1.00 $1.00

While no additional fare increases are planned,
instead, NTS will focus on enhancing its transit rider
c u s t o m e r b a s e a s p a r t o f a n e f f o r t t o i n c r e a s e ridership. More specifically, developing student
customer focus strategies by collaborating in Metro’s
Universal College Student Transit Pass (“U-Pass
Program”) Program for colleges, universities and trade schools to increase the use of public transit by college students. The U-Pass Program provides colle ge students of participating schools with fare discounts and an expedited activation process that is administered directly on campus. The U-Pass

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21 allows for unlimited rides on all Metro services in LA County, including Metro Rail, Metro Rapid and Express buses, and 10 local municipal transit operators.

NTS entered into a collaborative agreement with Metro to participate in the U-Pass Program commencing December 31, 2018 with an automatic renewal each year on July 1 for the subsequent Fiscal Years by accepting U-Pass Me dia (i.e. U-Pass card or U-Pass stic ker) on all of its fixed route services. Each boarding by a U-Pass Program passenger provides NTS a reimbursement rate for college students of $0.75. It is anticipated that reduction in the per boarding fare rate will be off-set by an increase in ridership from additional colleges participating in the program. NTS fareboxes on buses were reprogrammed to record each “U -Pass” Program boarding in order to be reimbursed by Metro in keeping with the amount of service provided to students.

The program offers the following features:
• Sign up online through college website or in person on campus • Fee to participate paid to college instead of to Metro • Computer chip sticker placed directly on school ID instead of requiring separate photo TAP card • Metro U-Pass can be used to unlock Metro bikes
• Lower units requirement with a minimum of 6 units t to allow more part-time students to participate

Also, Metro has established an Employer Pass Pilot Program (“E-Pass Program”) on July 1, 2020 that allows employers
(50 or more) to pay the cost per boarding for their
employees to use public transit provided by participating Metro (including without limitation, Metro Bus, Metro Rapid, Metro Liner and Metro Rail 24/7) and participating municipal transit agencies. NTS is reimbursed $1.25 for all E-Pass boardings. NTS has exercised its option to participate in the E- Program and its fare table has been configured to accept said product in January 2020. More recently, Metro is looking to close the loop from U-Pass

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22 to E-Pass with the 12-month Grad Pass. The Grad Pass Program will allow U-Pass Program participants to purchase Metro fare at the reduced College/Vocational rate for 12 months after graduation. Efforts to launch a marketing strategy with Metro Commute Services to reach out to employers in the City of Norwalk will commence post COVID-19 conditions.

The Cerritos College Board of Trustees approved a contract with Metro on March 9, 2021 with program kick off for “GoPass” on March 31, 2022. Cerritos Co llege students who pay thei r Student Activities Fee each semester can now ride and transfer between several transit systems all over L.A. The pass allo ws unlimited rides on: City of Commerce, Culver CityBus, Foothill Transit, Gardena Transit (GTrans), Long Beach Transit, Los Angeles Department of Transportation (LADOT) DASH, Los Angeles Metro (bus and rail), Montebello Bus, Norwalk Transit, Pasadena Transit, Santa Monica Big Blue Bus, and Torrance Transit. Cerritos College promoted the GoPass Program by utilzing 2 wrapped NTS buses; one for each route that serves Cerritos College (Route 1 and 2) from October 3 thru January 31, 2023.

Students must be enrolled in at least one course at Cerritos College for the semester the GoPass is being requested. The following steps are required every semester:

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23 EZ Transit Pass
NTS continues to participate, along with the MTA a nd other municipal transit operators in the regional transit pass program, known as EZ Transit Pass. The EZ Transit Pass is valid for unlimited travel on 23 different public transit carriers; Metro Bus and Rail systems and municipal fi xed-route systems in Los Angeles County. Transit patrons can purchase the EZ Transit Pass on a monthly basis.

As of September 1, 2012, the EZ Transit Pass became available on TAP as well. A monthly sticker was placed on the card for agencies th at currently do not accept TAP but are part of the EZ Transit Pass program. The transition from paper to TAP cards makes it easier for customers to travel without transfers, renew their passes each month and replace th eir cards, should they be lost or stolen. The EZ transit pass is one of the last paper passes to transition to smart card technology. EZ transit pass fares (all Metro services) are $110 for regular and $42 fo r reduced senior 62+/disabled patrons (additional charges apply to ride Metro Silver Line, Metro Express Buses, Non-Metro Express Buses).

As of September 1, 2015, EZ transit passes no longer will have an affixed EZ transit pass sticker on the front side of the TAP card. However, the passes will continue to be valid fare directly through the TAP card, and all that is required is to “TAP” before boarding any bus or train that participates in the EZ Transit Pass program.

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24 Last Day to Use Metro Tokens is Friday, November 29, 20192 After this day, tokens were no longer acce pted as fare media. Metro stopped selling tokens on May 15, 2018. Unused tokens ar e non-refundable and will not be accepted as fare payment. Current token holders are encouraged to load fare onto a TAP card.

Tokens will be phased out over 13 months, starting with an initial two-month notification campaign, after which token sales would end, followed by at least a year for riders to use up existing tokens.

Existing programs that provide tokens to low-inco me riders (Immediate Needs Program, Rider Relief Program) would replace tokens with TAP cards.

Frequently Asked Questions:

1. When is the last day I can use tokens?
Friday, November 29, 2019 is the last day you can use tokens on Metro. Tokens can be used to purchase Metro 1-Way trips on a TAP card.

2. Can I still use my tokens at other agencies?
No, tokens will be phased out on the following agen cies that still accept tokens: Access Services, Culver CityBus, LADOT, Long Beach Transit, Montebello Bus Lines, Monterey Park Spirit Bus, Norwalk Transit and Torrance Transit.

3. What will replace tokens?
TAP cards will replace tokens. Loading fare onto a TAP card is the safest and most convenient way to travel throughout LA County.

4. Why are tokens being phased out?
The use of TAP cards has caused Metro tokens to become obsolete. As token use continues to decline, TAP cards have proven to be a viable, cost effective replacement that enables simpler, safer travel throughout LA County.

Update: Metro had extended a grace period on March 2, 2020 to allow customers to use Metro tokens to pay fare until further notice.

2 Operations Bulletin #19-9-37 Dated September 17, 2019

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25 Implementation of New Technology
Transit Access Pass (TAP) - NTS continues to participate in a majo r regional effort to integrate transit fare media. Installation of the new fare tec hnology known as Universal Fare System (UFS) was successfully completed on thirty-two fixed-route buses and seven paratransit transit vans on April 6, 2009. This technology includes new fare boxes and ticket vending mach ines, as well as the use of smart cards branded as TAP (Transit Access Pass); a smart card-fare payment system for LA County. TAP is a durable plastic card that contains a smart chip th at deducts the exact fare amount and remembers the account balance through the capability of storing e-cash.

This UFS technology will help to promote the deve lopment of new regional fare policies which may allow interagency transfers, day passes and other o pportunities to improve convenience to passengers and promote seamless travel on public transportation.

NTS staff continues its participation in the Money
Committee to address ongoing issues such as IATs,
transfer policies, clearing/settlement agreement that
determines the business rules for future operation of the TAP program.

Benefits of TAP include:
 Balance Protection - if your card is lost or stol en you can recover the balance and transfer it to a new card.
 Programs - pay for Metro Bike Share with your TAP Wallet funds.

Additional programs including MicroTransit, Parking and Electric Vehicle car sharing are also on the way.
 Rewards (coming soon) - Earn points when you buy TAP products.

Apply your points to purchase additional TAP products or to pay for programs.

Currently, TAP is accepted by 26 transit agencies; all Metro bus and rail lines as well as municipal transit systems throughout Los Angeles County:

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26 2018-2019 Metro TAP Changes - In June, 2015, the Metro Board of Directors approved Transfer on 2nd Boarding3. After obtaining all regional transf er agencies’ approval, developing, testing and implementing new software and building campaign strategies for distribution of one million TAP cards, final implemen tation was in Spring 2018. Transfer on 2nd Boarding refers to the regional interagency transfer policy that eliminates the need for paper transfers for customers transferring between agencies. Transfer fare will be automatically paid with existing Stored Value on a TAP card when boarding a second transit agency within 2.5 hours from the first boarding.

Customers will benefit from faster boarding time and will no longer need to carry exact change.

The transfer on second boarding policy includes four changes to fare payment:
• Eliminate paper interagency transfers: Interagency transfers remain available, but only when fare is paid via TAP card. Interagency transf ers will be available for 2.5 hours after initial boarding.
• Eliminate day passes: Instead of day passes, riders would pay for subsequent same-day rides with TAP stored value, which could be added at vending machines and on buses. The day pass elimination only applies to day passes purchased on buses. Day passes will be available to purchase at ticket machines, retail vendors, online, and by phone. • Charge $2 for TAP cards systemwide: TAP cards are currently $1 at vending machines and on buses, and $2 elsewhere (online, by phone, at a Metro Customer Center, etc.) Senior, disabled, and student TAP passes are currently free and will remain so.

Overall, Metro anticipates that these changes woul d reduce the use of cash and increase TAP use, thereby speeding up boardings.

In late 2019, Metro launched a new line of TAP products called TAP Wearables 4, which includes the TAP
Flex wrist bands, and the TAP Mini key chain fob. TA P Wearables will work the same way as the regular TAP card. You can load Stored Value and passes onto it , and tap it on the buses as you go. The cost to purchase a TAP Flex is $10. You can register your wearable

Frequently Asked Questions:
1) When does my TAP wearable expire?

3 Metro, Board Report #2017-0706, November 15, 2017
4 Metro Operations Tariff Notice July 15, 2019

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27 TAP wearables expire in 5 years.

2) Where are TAP wearables accepted?
TAP wearables are accepted across LA County by the 25 agencies that accept TAP.

3) How many products can be loaded onto a TAP wearable? Up to 8 fare products can be loaded on to a TAP wearable.

4) Can a TAP wearable be balance-protected like a TAP card? Yes, you can protect the balance on your TAP wearable against loss or theft by creating an account at taptogo.net and registering it. You will need to enter the 20-digit serial number shown on your TAP wearable.

5) If I lose or damage my TAP wearable, can I transfer
the remaining balance on to a new TAP wearable?
Yes, as long as the original one was registered. Contact the TAP Service Center to transfer your balance. A $5 service fee may apply to balance transfers.

6) Are Reduced Fare TAP wearables available?
Not at this time.

7) How do I care for my TAP wearable?
TAP wearables can be wiped with a damp towel. They should not be submersed in water.

Additionally, a pilot program was unveiled to test TAP cards that hang in kiosks at 7-Eleven, CVS Pharmacies and other stores. Customers will find TAP cards alongside other major cards that can be purchased and loaded at checkout. These specially-packaged TAP cards have a bar code that can be scanned at check out and reloaded. The card will still tap as always on any TAP-enabled device and can be reloaded at a bar-code location, a TAP vending machine, at one of over 450 regular TAP vendor locations or online.

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28 TAP App - In April 2020, Metro finalized the “Terms of Service” and “Privacy Notice” which were developed to replace the current TAP Cardholder Agreement and Privacy Policy on taptogo .net and to facilitate the roll-out of the TAP Mobile App. TAP card is now available via iPhone, Apple Watch and Android phone for safe and easy contactless fare payment. With TAP card on iPhone and Apple Watch,
riders hold their device near the TAP dial upon boarding a bus or train and fare is validated immediately. There’ s no need to use Face ID, Touch ID or wake the device
. Riders can also quickly add stored value dire ctly from Apple Wallet or in the TAP mobile app with Apple Pay and riders no longer need to use or touch a TAP vending machine or purchase a TAP card from a vendor. The TAP app also supports Reduce d Fare, Low Income Fare is Easy (LIFE) and cash paying customers. And, riders can transfer an ex isting physical TAP card to their iPhone or Apple Watch via the TAP app.

GoPass Program – A 20-month pilot GoPass Program was underw ay from October 1, 2021 thru June 20, 2023. The program is now permanent, following successful pilot extensions and Metro Board approval. In short, the GoPass Program is availabl e to students at partic ipating K-12 schools and community colleges, with a focus on helping students ride transit without the worry of paying fare. The 2025-2026 school year pass is valid from July 1, 202 5, through September 30, 2026. With a registered GoPass TAP card, students attending participating schools can ride Metro and other participating systems to and from school, and for trips after school and on weekends. As of mid-2024, there are a total of 17 Transit partners (including NTS), 21 Co mmunity Colleges and over 125 K-12 School Districts participating in the program.

Using the TAP App for the GoPass Program

Download the Download the TAP APP on Apple App Store or Google Play
• https://www.taptogo.net/articl es/en_US/Website_content/TAP- App
• Apple - Compatible with iPhone 8 and above (running iOS 13.6 and above) and Apple Watch series 3 and above (running watchOS 6.2.8 and above)
• Compatible with most Android phones with NFC (near-field communication) capability, running software version 11 and above

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29 Transfer your physical TAP Card to your phone
• See videos here for details: https://www.ta ptogo.net/articles/en_US/Website_content/TAP- App
• When your card is transferred to your phone, your plastic card will be deactivated and cannot be reactivated or used in the future
• The virtual card in your phone will have a new card number that is different from the original plastic card

Use the new virtual card number in your phone to register for the GoPass Program at www.taptogo.net/gopass
• If you are replacing a lost GoPass use the “Replace a Lost TAP Card” link at the bottom of the page.
• This will ensure that your existing pass gets transferred to your new virtual card • You will also need an Eligibility Code provided by your School Administrator to register your virtual card in the GoPass Program
• Once you register the virtual card in the GoPa ss Program, wait 4 hours and then TAP your phone on a TAP reader within 30 days to complete activation TAP App Frequently Asked Questions (FAQ) are a good reference guide and cover many common questions:
https://www.taptogo.net/articles/en_U S/Website_content/TAP-App-FAQs?r=0 &ui-knowledge-aloha-components- aura-components-knowledgeone.ArticleActi ons.handleEditPub lished=1#overview If you need additional assist ance, call TAP Customer Care:
• 866.TAPTOGO (1.866.827.8646) from
• Monday-Friday, 8:00 am – 4:30 pm

At the June 2024 meeting, the Metro Board approv ed TAP Plus, which will expand and upgrade the capabilities of Metro’s fare payment system to ma tch the features available at other transit systems around the country and the world. These improvements will include acceptance of credit and debit cards as payment on buses and at rail stations, as well as a new account-based system that makes it easier for current and new customers to sign up and us e TAP while making it easier for riders to access free fares and discounts like GoPass and LIFE program.

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30 Currently, Metro Bike Share is now a TAP program. Over 150 stations and 1,500 bikes are available in Downtown LA, Central LA, Hollywood, North Hollywood and on the Westside 24/7, year-round access. To sign up, interested persons must be at least 16 years old and have a TAP account with an associated credit card. To ch eck out a bike, a TAP card must be used to release the bike or download the Metro Bike Share app to access mobile check-out. Available bikes/docks in real time can be accessed using the station map or Metro Bike Share app. Bikes should be returned to a Metro Bike Share station or designated docking area. Additionally, to avoid replacement fees, bikes should be returned undamaged and within the allowed check-out time. Below is a summary of pass rates available for purchase:

Reduced fare passes are available for TAP Reduced Fare cardholders:
• Senior (62 years and older)
• Person with Disability
• College/Vocational Student
• K-12 Student (16 years and older)
With a Reduced Fare card, a 30-Day Pass costs $5 and a 365-Day Pass costs $50. The discounted price will be applied at checkout.

By downloading the Metro Bike Share app, passes ca n be purchased, real-time bike and dock availability can be checked and bikes can be unlocked via personal smartphone.

Additional programs including Microtransit, Scooters, Ride -Hailing, Parking and Electric Vehicle car charging are also on the way.

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31 On June 16, 2021, construc tion and installation of a TAP Vending Machine, on the we stside (City of Norwalk section) of the Metrolink Station parking lot was completed and is now fully operational.

Commuters may now utilize the TAP Vending Machine (TVM) to purchase a TAP Card, add fare media products (i.e. EZ Pass, Metro Passes, etc.) and cash to their TAP Card on site, at this location anytime (Monday thru Sunday 24 hours).

The Low-Income Fare is Easy (LIFE) program prov ides transportation assistance to low-income individuals in Los Angeles County. The LIFE program offers fare subsidies that may be applied toward the purchase of passes on Metro or any LIFE participating transit agencies OR a free region al ride option.

Once enrolled, LIFE benefits can be loaded onto a TAP card at any participat ing vendor location, online or by phone. In addition, if as a Reduced-Fare TAP cardholder, additional savings with LIFE may apply based upon eligibility. Individuals may apply by self-c ertifying that they meet the LIFE Program income levels. Riders that are new to the program will get a free 90-day pass valid for base fare only. After the pass expires, riders will be able to load the LIFE discount fare onto their TAP card.

The following agencies accept LIFE subsidies for fare s: Antelope Valley Transit Authority (AVTA), Big Blue Bus, Culver City Bus, Foothill Transit, GTrans, LADO T, Long Beach Transit, Montebello Bus Lines, Norwalk Transit, Pasadena Transit, Santa Clarita Transit and Torrance Transit.

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32 NORWALK TRANSIT SYSTEM
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33 Farecapping

Lastly, Metro’s new fares went into effe ct on July 1, 2023 whereby fare capping and additional fare changes were implemented to simplify fare payment on Metro bus and rail. With fare capping, the more rides, the more a patron will save. Patrons will never pay more than $5 in a da y or $18 within seven days. Once the 1-Day or 7- Day fare cap has been reached, rides are free. Freq uent riders will benefit the most. Any Metro rider with a TAP card can participate in fare capping. TAP cards do not have to be registered but have Stored Value in order to pay per ride; benefits of fare cappi ng will be automatic. The 1-Day cap is valid for each calendar day and the time frame begins at 12:00am and ends at 11:59pm each day. Similar to the 7-Day pass, the 7-Day cap start date is flex ible and begins when you first tap.

Patrons can check the progress of their fare capping by scanning the QR code:

New Metro Fare Chart (Fare Changes Effective July 1, 2023) Rider Category & Fare Product Current Fares Fares Starting July 1 Regular Fare

Base Fare $1.75 $1.75
Upcharge 75¢ Free
Day Pass/1-Day Cap $7 $5
7-Day Pass/7-Day Cap $25 $18
30-Day Pass $100 Not Offered
30-Day Pass + Zone 1 $122 Not Offered
Senior/Disabled

Base Fare 75¢/35¢ 75¢/35¢
Upcharge 60¢ Free
Day Pass/1-Day Cap $2.50 $2.50
7-Day Pass/7-Cay Cap Not Offered $5

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34 Rider Category & Fare Product Current Fares Fares Starting July 1 30-Day Pass $20 Not Offered
K-12 Student/College/Vocational

K-12 Base Fare $1 75¢
Upcharge 60¢ Free
College/Vocational Base Fare $1.75 75¢
Upcharge 60¢ Free
Day Pass/1-Day Cap Not Offered $2.50
7-Day Pass/7-Day Cap Not Offered $6
K-12 Student 30-Day Pass $24 Not Offered
College/Vocational 30-Day Pass $43 Not Offered
LIFE

20 Free Rides 20 Free Rides

Additional important details:
• This system replaced all Metro passes, including 1-day, 7-day, and 30-day passes. • You must pay with a TAP card or TAP-enabled device to take advantage of fare capping. • Base fare for a single bus or train ride remains at $1.75 and includes two hours of free one-way transfers.
• There are special reduced fares and caps for students, seniors, and people with disabilities.

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35 Fareless System Initiative
The Fareless System Initiative (FSI) was a pilot progra m designed to allow students at participating K–12 schools and community colleges to ride public transit without the burden of paying fare.

During the August 27, 2020 meeting of the Los Angeles County Metropolitan Transportation Authority (Metro) Board of Directors, Metro staff introduced the concept of implementing an FSI to explore the challenges and opportunities associated with eliminating fares for all riders on Metro buses and trains.

Norwalk Transit System (NTS) coordinated with Metro and the Metro Board to establish a collaborative effort in launching a countywide FSI pilot, which included voluntary participation by municipal (Muni) operators. The leading concept that emerged was a 23-month Phase 1 Pilot, wh ich launched in August 2021 and continued through June 2023, providing fareless public transit for all K–12 and community college students in Los Angeles County. Metro estimated that the nearly two-year student pilot would result in approximately $49.9 million in lost fare revenue.

The FSI Phase 1 Pilot encompassed the following:

1. Metro proposed using federal American Rescue Plan Act (ARPA) funds for Phase 1 of the FSI Pilot to cover the cost of fare-free transit for K–12 students throughout Los Angeles County.

2. Metro, along with municipal (Muni) agencies that agreed to participate in Phase 1 of the FSI Pilot, were permitted to use a portion of their federal ARPA funds to fully offset fare revenue losses associated with K–12 student ridership.

3. Metro staff contacted twenty-three (23) school districts in Los Angeles County to encourage their participation in the FSI by contributing $3.00 per student toward the cost of a Transit Access Pass (TAP) card, which provided unlimited rides during the pilot period.

Approximately 850,000 new K–12 TAP cards were di stributed to school districts across the county. Metro staff indicated that Little Lake School District had expressed interest, and they planned to follow up with Norwalk/La Mirada Unified School District.

4. At that time, Metro proposed maintaining existing community college student fare programs with Muni agencies during Phase 1 of the FSI Pilot, including the Universal Pass Program (U- Pass). Norwalk Transit System (NTS) maintained a U-Pass agreement with Rio Hondo College, which, in the 2018–2019 pre-COVID academic year, recorded 70,869 U-Pass boardings.

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36 5. Metro staff planned to propose that Phase 2 of the FSI—focused on low-income riders—be contingent upon the acquisition of additional federal funding. NTS sought Metro’s commitment that any successful acquisition of such funds (e.g., through the Justice40 Initiative, Freedom to Move Act, etc.) or other local revenue source s (e.g., congestion pricing, school district contributions) used to subsidize FSI Phase 1 a nd/or Phase 2, be allocated through a formula- based process to both Metro and participating Muni agencies.

Metro’s FSI Task Force believed that:

Investment in fareless transit was equitable.

A fareless system in Los Angeles County represented both an investment in social mobility a nd a critical tool in addressing income and transportation inequality.

A fareless transit system provided financial relief to communities facing rising living costs and expanded access to public transportation for work, school, and essential trips.

In Los Angeles County, the implementation of a fareless system supported the state’s efforts to achieve its ambitious climate goals by increasi ng transit ridership, stimulating economic recovery, and improving air quality—particularly in some of the state’s most disadvantaged and environmentally burdened communities.

On August 10, 2021, Norwalk Transit System (NTS) pr ogrammed its bus fare tables to recognize Annual Fareless System Initiative (FSI) passes for both K– 12 and community college students. Subsequently, on September 23, 2021, the Metro Board of Director s approved the implementation of Phase 1 (K– 14) of the FSI, along with enhancements to the Low-Income Fare is Easy (LIFE) Program.

The Board retained discretion over the duration of the pilot and the authority to terminate the program at its conclusion, should long-term federal or state funding commitments not be secured. Additionally, the Board approved the funding plan for both Phas e 1 (K–14) and Phase 2, which would expand fareless access to low-income riders.

As of 2025, Metro’s FSI is ongoing, with a major u pdate being the permanent continuation of the free GoPass program for K-12 and community college students after a pilot phase ended in June 2023. While

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37 the original plan for a fully universal farele ss system has not been implemented, the 2025-2026 GoPasses are now available, requiring students to activate new TAP cards with 2025-26 eligibility codes.

Future outlook for a universal fareless system:

No universal implementation yet: The plan for a fully universal fareless system has not been fully implemented. The initiative was scaled back to a student-focused pilot.

Continued study: The initiative is still being studied for potential future expansion to other rider groups.

Focus on other improvements: The 2025 Short Ra nge Transportation Plan prioritizes other aspects like service improvements, efficiency, and fare programs like LIFE and fare capping.

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38 Ridership/Passenger Fare Revenue Analysis:

Ridership has declined due to the COVID-19 pandemic outbreak and consequently passenger fare revenue has suffered as well. Boardings per revenue ho ur is the standard measurement of productivity in the transit industry. While boardings per hour measure a route’s productivity, operating cost per passenger is a good measure of a route’s efficiency, determining how much it costs to move every passenger on a per trip basis.

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39 NTS Paratransit & General Public Paratransit Services NTS Dial-A-Ride Service Overview
The City of Norwalk initiated a public demand-responsive service for persons with disabilities on November 1, 1974. Today, the NTS Dial-A-Ride provides curb-to-curb service fo r trips taken within the City of Norwalk and weekday trips to approved medi cal facilities in the cities of Bellflower, Downey, Lakewood and Whittier. NTS changed from disabled transportation service to transportation of elderly and disabled in 2002 utilizing lift-equipped accessible vans.

The service operates on weekdays between 7:00 a.m. and 7:00 p.m., and on weekends from 9:00 a.m. to 5:30 p.m. Vans are used to provide service during regular operating hours. Late night evening service operating on weekdays between the hours of 7:00 p.m. and 10:45 p.m. is provided for riders who have transportation needs within the City of Norwalk. Lastly, accessible taxicab voucher service operating on weekdays between the hours of 7:00 a.m. and 7:00 p.m. is provided within the City of Norwalk, Santa Fe
Springs and satellite locations (i.e. Bellflower, Downey, Lakewood, Whittier) for trips to medical, dental and non-medical locations.

The Dial-A-Ride service is re stricted to residents of Norwalk who ar e either 60 years of age and older or are physically disabled, regardless of age. In 1996, NTS began providin g taxicab voucher service for late evening weekday Dial-A-Ride service within the City of Norwalk.

On December 15, 2020, City Council approved an emergency amendment and term extension between the City and Fiesta Taxi Cooperative, Inc. to cont inue Paratransit User Side Subsidy Transportation Program through February 28, 2021. The amendmen t and term extension was necessary due to the COVID-19 pandemic delaying the RFP process for Paratransit User Side Subsidy Transportation Program until further notice. Subsequently, at its regularly sc heduled meeting held on February 16, 2021, Council approved a Service Agreement with Fiesta Taxi Cooper ative, Inc. to provide the Paratransit User Side Subsidy Transportation Program for qualified senior ci tizens/disabled residents of the cities of Norwalk and Santa Fe Springs (SFS) for the period of July 1, 2021 through June 30, 2024, with an option to extend annually for two (2) additional one (1) year periods fr om July 1 through June 30 of each year thereafter.

The Taxi Voucher Program service prov ides inter-jurisdictional trips to medical, dental, and various non- medical facilities.

Effective; July 12, 2010 MV Transportation assume d operation of NTS’ Advanced Reservation DAR and Subscription Service. All services provided rema ined the same utilizing existing NTS vans, however, operated and maintained by MV Transit certified drivers/mechanics.

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40 The most recent RFP (No. 20-627) was released on August 24, 2020 for the provision of Paratransit Demand Response User Side Subsidy Transportation Program and Advanced Reservation Dial-a-Ride.

The City declared a local emergency on March 19, 2020, due to the COVID-19 pandemic. Hence, MV Transportation’s agreement was extended to March 31, 2021 from the original expiration date of June 30, 2020 due to exigent circumstances. Finally, an award was made on February 2, 2021 to First Transit for the provision of Advanced Reservation Dial-a-R ide/Subscription Service and Late Night Weekday Service covering the period of April 1, 2021 through June 30, 2023, with an option to extend annually for two (2) additional one (1) year periods from July 1 through June 30 of each year thereafter. Based on the Evaluation Criteria, it wa s determined that First Transit ranked highest and thereby was deemed to be the mo st responsive and responsible Pr oposer in conformance with the requirements of the RFP. First Transit has provid ed paratransit services since 1985 and is part of FirstGroup America which is by far the largest private supplier of transportation services in the state of California. Recently in March 2023, Transdev acquired First Transit positioning itself to be a leading private operator of Transportation Services in the US; across a variety of transit modes, including fixed route bus systems, paratransit, shuttle services, rail, light rail and fleet maintenance. Transdev’s newly expanded entity in the U.S. now in cludes operations in 43 states (inc luding Washington D.C. and Puerto Rico). The company now serves 400 cities and communities, operates 17,300 vehicles, 340 of which are electric, and has an expanded workforce of 32,000. On May 16, 2023, City Council approved a contract amendment for additional hours to cover increased demand for Sunday services and an additional van to cover Monday thru Friday. This increase is due to the restored confidence of patrons utilizing DAR service as the pandemic wanes. Lastly, agreement with First Transit was extended to December 31, 2025 pending release of “RFP No. 26-821 Advanced Reservat ions Dial-A-Ride/Subscription Services and Paratransit On-Demand User Subsidy Program”.

Senior Nutrition Van - NTS has continuously expanded services since the inception of the original Dial-A -Ride service. In 1994 NTS began to offer “Nutrition Van” transportation services to and from the Norwalk Social Services Center for elderly members of the community to get free hot meals during the week. Th e Social Service Nutrition Van service is for registered riders of Norwalk Transi t’s Dial-A-Ride Program. The vans provide weekday service to and from the Norwalk Social Service Ce nter, at 11929 Alondra Blvd.; and the Norwalk Senior Center, located at 14040 San Antonio Blvd. A service ro ute makes designated stops at senior residential

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41 facilities. Passengers may request to be picked up or dropped off at home or by pre-arrangement.

Additionally, in June 2023 the Norwalk Senior Center initiated the Senior Farmer ’s Market trips (9-1pm) every Tuesday as part of the senior wellness initiative.

Inter-jurisdictional Stored Value Taxi Swipe Card Service - In 2003, the NTS Dial-A-Ride program services were expanded to further to assist the elderly and disabled by offering sub-regional inter- jurisdictional weekday taxicab voucher service for trips to medical facilities located in surrounding cities.

Taxicab voucher service is provided to major medical facilities and adjacent do ctors’ offices outside of the City of Norwalk (in the cities of Bellflower, Downey, Lakewood, Santa Fe Springs and Whittier) between the hours of 7:00 a.m. to 7:00 p.m. Monday thru Friday. As a part of the TMA and Coalition with the cities of Whittier* and Santa Fe Springs in 2005, the taxicab voucher service was expanded to include Santa Fe Springs residents to medical fac ilities within the cities of Bellflower, Downey, Lakewood, Norwalk, Pico Rivera, Santa Fe Springs and Whittier. In 2008, the City of Whittier joined the taxicab voucher service to supplement their regular
Dial-A-Ride service for inter-jurisdictional medical trips and later on November 4, 2013, the City of Whittier dropped out of the TMA as a result of their discontinuation in the Paratransit User Side Subsidy Transportation Program.

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42 NTS Dial-A-Ride Service Area
NTS DAR service area includes Senior and Disabled service for the City of Norwalk; and weekday trips to approved medical facilities in the cities of Bellflower, Downey, Lakewood, Santa Fe Springs and Whittier.

NTS Dial-A-Ride Service Information
Published brochures and information on Norwalk Di al-A-Ride program requirements, including fares, service span, etc., are made available to customers in the Customer Information Center located at Norwalk Transportation Center, 12650 East Imperial Highway in Norwalk, on Dial-A-Ride service vehicles, and on the City of Norwal k website (www.norwalk.ci.ca.us/trans portation). In addition to NTS information, the City also provides information on Access Services and MTA tr ansit services operating locally.

Future Dial-A-Ride Service Changes
In keeping with its commitment to provide economic public transportation in a safe and effective manner, NTS is continuing to evaluate its paratran sit services to enhance productivity and customer satisfaction. This includes development of reco mmendations for future service expansion and/or restructuring of existing services that takes into account the following:
• Residential and socio-economic growth in the service area • Existing travel patterns of riders and non-ride rs to explore the best possible approach to enhancing the use of public transportation, in cluding consolidating portions of paratransit services into community fixed route service.

Overall, the ongoing internal performance evaluation process will ensure that NTS continues to improve its service to meet both current and future needs of the community within the constraints of available funding from local, state and federal sources. The addition of Late Night Service that started on November 1, 2017 from the hours of 7:00 p.m. to 10 :45 p.m. is a demonstrat ion of NTS’s commitment to addressing the transportation needs of its residents.

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43 On July 1, 2016 NTS launched its new paperless, stor ed-value swipe TaxiCard as part of its Dial-a-Ride User-Subsidy Taxi Program. The program eligibilit y requirements have not changed and remain the same. Each TaxiCard is preloaded with 50 trips each month. Additional trips may be added with prior approval through the program. At the end of the month, the unused TaxiCard trips will expire and another 50 trips will be added to the TaxiCard for the next month. Patrons will simply present their TaxiCard to the taxi driver and the driver will swipe and return the card. At the end of trip, the driver will ask to have the card swiped again and patrons will be asked to pay the $1.00 co-pay and any remaining trip balance exceeding $16.00 value.

Sample TaxiCard

Patrons can register by completing a Registration Form and have their picture taken at the Transportation/Public Services Facility (Customer Service Lobby) at 12650 E. Imperial Highway. Patrons will receive their new NTS TaxiCard within two weeks.

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44 On April 1, 2021 First Transit replaced MV Transpor tation, Inc. as the service provider for Advanced Reservation Dial-A-Ride Service which ends at 7 p.m. and the Late Evening Weekday Service from 7 p.m. to 10:45 p.m. All other features of the program remain the same.

In an effort to improve the Taxi Card Dial-a-Ride Program, plan for future service accommodations and enhance patron’s experience using this service, NTS distributed a Dial-a-Ride Survey to all registered users of Fiesta Taxi. The survey covered Gene ral Usage, Service Comments/Concerns, Wheelchair- Accessible Service and Expanding Service. The survey results revealed that the top 3 areas of patron satisfaction included “Convenience, Punctuality and Service”. Average patron usage of the program is 1 trip per week followed by
4 trips per week. An
overwhelming 71% of
patrons used the program
for shopping purposes
followed by 26% for
visiting family/friends and
3% other (i.e. medical
appointments). The most
popular of medical
destinations included cities
of Cerritos, Long Beach,
Los Alamitos and Artesia.

The highest reported
issue(s) with the program
ranged from no shows,
late arrival, fare disputes and unavailability of drivers.

Additionally, NTS was in the planning phase of implementing a new pilot program titled “Emergency Paratransit On-Demand Response User-Side Subsid y Transportation Servic es.” The program was designed to serve qualified senior citizens and disabled residents of the cities of Norwalk and Santa Fe Springs, providing transportation to medical, dental, and non-medical (Santa Fe Springs only) appointments within the cities of Bellflower, Downey, Lakewood, Santa Fe Springs, and Whittier.

As such, NTS will be rolling out with its 12-month Mi crotransit/On-Demand Service on January 12, 2026 to address this service gap and enhance mobility op tions for the community. This innovative service

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45 model was designed to complement fixed-route services by offering flexible, real-time transportation for riders whose needs may not be fully met by traditional transit options. By providing a more responsive and adaptable solution, the MicroTransit program helps bridge the gap identified through resident feedback—particularly for return trips from medical appointments and other time-sensitive travel needs. This service represents a key step in NTS’s commitment to improving accessibility, reliability, and customer satisfaction across its service area and to ensure that all patrons had a guaranteed, safe return ride home.

Microtransit/On-Demand Service
Effective January 12, 2026, Norwalk Transit System (NTS) will launch a new microtransit service called “Norwalk
Community Link.” This innovative, on-demand
transportation option is designed to provide flexible,
affordable rides within the City of Norwalk and will be accessible through a dedicated mobile application. The service is intended to complement existing fixed-route transit by serving as a first- mile/last-mile solution, improving connectivity for commuters and enhancing overall mobility.

To implement this pilot program, NTS will collaborate and contract wi th Nomad Transit, LLC, a wholly

owned subsidiary of Via Transportation, Inc. (“Via” ). The Microtransit/On-Demand Pilot will operate for a 12-month period following its January 2026 launch. Via brings extensive experience in delivering microtransit services, having partnered with agencies such as LA Metro, the Los Angeles Department of Transportation (LADOT), and Torrance Transit.

Addressing Fixed-Route Productivity Challenges:

The microtransit service is being introduced, in part , to address productivity challenges on Routes 3 and 5 of NTS’ fixed-route network:
• Route 3 operates as a local circul ator, running between 166th Street & Norwalk Boulevard (southern terminus) and the Santa Fe Springs Gateway Plaza (northern terminus).
• Route 5 operates eastbound and westbound between the City of La Mirada and the C Line Light Rail Station, primarily along Rosecrans Boulevard.

Both routes face several operational challenges, including:
• Service through low-density corridors with scattered pockets of high-density housing;

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46 • Limited access to major regional transit hubs;
• High headways of 45–60 minutes;
• No weekend service, reducing accessibility for non-traditional commuters.

Microtransit Service Features:

The Norwalk Community Link will offer riders the ability to schedule trips within a designated service zone using either a mobile app or a dedicated phone line (for those without smartphone access). Trip types will include:

1. Door-to-door service within the service zone;

2. Door-to-transfer service, connecting riders to fixed-route transit systems, including NTS;

3. Door-to-terminus service, with drop-off at either the Norwalk/Santa Fe Springs Metrolink Station or the I-105/I-605 Norwalk C Line Light Rail Station.

The service will utilize dy namic routing technology,
allowing vehicles to be dispatched in real time based
on rider demand, optimizing efficiency and reducing
wait times.

Via will provide the app-based platform through
which riders can book and pay for shared, on-
demand rides using dedicate d vehicles. A call-in option will also be available for riders who prefer or require phone-based booking.

Fare Policy and Operations:

The fare for the Microtransit/On-Demand service will align with Norwalk Transit System’s (NTS) current fixed-route adult base fare of $1.25 for the duration of the pilot program. NTS w ill collect and retain all fare revenue, net of any applicable service fees, starting from the official launch of the service.

To encourage early adoption and help riders beco me familiar with the new system, NTS will offer free rides during the first 30 days of service. This introductory period is intended to give patrons and commuters the opportunity to explore the convenienc e of the Microtransit service and learn how to book rides using the mobile app or dedicated phone line.

Service hours will be:
• Monday through Friday, from 6:00 a.m. to 7:00 p.m.

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47 ADA Compliance
The Americans with Disabilities Act of
1990 or ADA (42 U.S.C. § 12101) is a civil rights law that prohibits discrimination based on disability

5. It affords similar
protections against discrimination to Americans with
disabilities as the Civil Rights Act of 1964, which made discrimination based on race, religion, sex, national origin, and other characteristics illegal, an d later sexual orientation and gender identity. In addition, unlike the Civil Rights Act, the ADA also requires covered employers to provide reasonable accommodations to employees with disabilities, and imposes accessibility requirements on public accommodations. 49 CFR Part 37 applies to the following entities, whether or not they receive Federal
financial assistance from the Department of Transportation:
(1) Any public entity that provides designated public transportation or intercity or commuter rail transportation;
(2) Any private entity that provides specified public transportation; and (3) Any private entity that is not primarily engaged in the business of transporting people but operates a demand responsive or fixed route system” (§ 37.21(a)).

FTA works to ensure nondiscriminatory transportation in support of its mission to enhance the social and economic quality of life for all Americans. The FTA Office of Civil Rights is responsible for civil rights compliance and monitoring to ensure nondiscriminatory provision of public transit services.

In short, ADA requires that public transportation provides equal access to:

Programs; Services, Facilities, Activities, etc.

Avoid discrimination and harassment by:

Using common sense, Be inclusive, Ensure accessibility, Make accommodations, Protect rights, etc.

Examples of discriminatory practices:

Using common sense, Be inclusive, Ensure accessibility, Make accommodations, Protect rights, etc.

Denying service because of a person’s disability;
Requiring a rider to disclose the nature of their disability; Requiring use of a PCA (however, it is not reasonable for Drivers to act as a PCA for a rider, either); Denying boarding/alighting assistance;

5 ADA of 1990, Wikipedia, https://en.wikipedia.org/wiki/Americans_with_Disabilities_Act_of_1990

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48 Prohibiting any person with a disability from serving as PCA for another person with a disability; Poor maintenance of accessibility features;
Not calling stops (fixed route service)

Every fixed-route bus and DAR van in the City’s fleet is equipped with operational wheelchair lifts or ramps. In addition, NTS has participated in regional efforts to provide sensitivity training to all Coach Operators, as well as, to provide the disabled with mo bility training to encourage greater use of the dial- a-ride-services.

In May 2023, key NTS Staff part icipated in ADA Compliance Requirements for Bus & Demand Responsiveness Services Training provided by Jess Segovia, ADA Guru with 25 years in public transit. Staying current in ADA requirement s allows for a comprehensive approach to handling all ADA-related incidents (i.e. advanced wheelchair securement strategies, service animals, strategies for reducing lawsuits/com plaints, regional planning process, ADA Paratransit eligibility determination, etc.). Ultimately, these trainings are aimed to improve customer service
through improved awareness of human disabilities and
increase levels of comfort in working with diverse groups of people. Given the myriad of challenges faced by Bus Drivers, it is imperative that staff are “trained to proficiency”, as required by ADA.

Challenges to name a few include; competition for ti me/attention, riders do not always cooperate, equipment do not always work, operating a vehicle, etc. A few highlights of key training areas included 6:

General Assistance Requirements
ADA states “it is assumed that transit personnel are pr epared to provide a reasonable level of assistance to customers with or without disabilities as part of their routine job of serving the public.” • Acceptable
o Fare Handling
o Luggage and Packages (outside normal policy)
• Not Acceptable
o Acting as a PCA
o Hand-carrying rider
• What Rider information is needed?

6 ADA Compliance Training, Jess Segovia, Accessible Public Transit Consultant, Pasadena CA, September 14 2022

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49 o Information that helps assist rider
o Do not pry or make inappropriate statements (disabilities, gender, LGTBQ)

Providing Alternative Transportation •
• When lift / ramp is broken, provide alternative transportation o Next bus (depends on service frequency) – 30 minutes
o Shadow vehicle
• Paratransit service back-up
• Taxi contractor
• Human Services agency

Stop Announcements
• Announcements must be made at regular intervals; as determined by the agency • Upon request, Operators must announce a requested stop location o Recommended practice is for Operator to ask the rider with a disability about their stop o ADA requires that Operator make all stops requested by rider with a disability • Must be clear, audible and timely; with consistent wording and using familiar names • Recommended that agencies develop procedures for how to make stop announcements o How far in advance of a stop to make announcement
o How to handle rider requests (should accommodate)
o How to use automated system (if available)
o What to do in case of automated system failure
• Prepare list of stops for Operator use
o Should include this procedure in Operator rulebook and trainings

Personal Care Attendants
• A personal care attendant (PCA) is someone designated or employed to assist the eligible rider o May always travel with the eligible individual
o The transit entity may require that the rider reserve a space for the PCA when reserving the trip
• Cannot require that riders travel with a personal care attendant (PCA) • Operators are not required to provide PCA-type assistance

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50 • If a rider acts in a way, or needs a level of assi stance, that can be addressed with a PCA, one can be required
• Examples of assistance needed
o Tourette’s Syndrome (yelling, etc.)
o Undoing wheelchair securement straps o Placement of head/body o Administering medication
o Medical device / oxygen tank support
• Companions may be charged same rate as rider
o Unless acting in the capacity of a PCA
• Children may act as a PCA for a rider
• A minimum age limit for children may be set by agency; a local decision

Denial of Service
• There are instances where denial of service is not considered discriminatory • Examples
o Presence of feces/urine
o Presence of other bodily fluids (wounds)
o Violence (actual or threat; sometimes)

Characteristics of Service Animals
• Can be animals other than dogs, including:
o Pigs
o Mini Horses
o Snake
• Must be trainable
o May be trained by people with disabilities
• Service animals perform many different tasks
o Tasks in response to type of disability/ies
o Additional examples
o Seizure notification
o Medication reminder
o “Handing” pass to Operator
• Assistance does not need to relate to use of public transit

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51 • A harness, vest, patch or backpack is NOT required o These things are not proof of a service animal
• What to ask when inquiring about an animal
1) Is your animal a service animal required because of a disability? 2) What tasks has the animal been trained to perform?
• Animal must be in “control” at all times
o “Control” may include verbal commands
o Leash may prevent animal from completing tasks
• Rider may have numerous service animals
o Number is determined by types of assistance needed

Personal Care Attendants
• Agencies must remove barriers for people with disabilities • Must provide courteous and respectful service
• “Reasonable” assistance must be provided
• Assistance must meet needs of riders
• Must consider modifying policies if possible
• Must allow riders with disabilities more time if needed • Must allow use of mobility aids and medical devices
o Assist when necessary / possible
• Service to riders with disabilities may be denied
o Determinations must be “objective”
o Must give riders opportunity to correct actions
• Service Animals must be allowed on transit
o Must have an inclusive approach
• Training must prepare staff to be “proficient” in their job • To keep and grow ridership, consider embracing the “spirit” of the ADA, not the “word” of the ADA
o Ensure high customer satisfaction

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52 Given the valuable insights provided through the ADA Compliance for Bus and Demand Responsive Services Training, Norwalk Transit System (NTS) w ill coordinate a future on-site, in-person training session to extend this opportunity to additional st aff members. This session will be designed to benefit personnel across various departments—including Tran sit Operations Supervisors (TOS), Dispatch, and Customer Service—ensuring they are well-informed a nd properly trained in Americans with Disabilities Act (ADA) requirements.

The goal is to strengthen agency-wide understa nding of ADA compliance standards and promote consistent, equitable service delivery across all transit modes.

Equipment Maintenance Services

The Equipment Maintenance Division of the Norwalk Transportation Department provides maintenance support to NTS’ fleet of buses and vans as well as the City’s fleet of vehicles and equipment. Equipment Maintenance is responsible for maintain a variety of vehicles and equipment that require ongoing/preventative maintenance including: buses, heavy duty vehicles, light trucks, passenger sedans and other pieces of equipment ranging from genera tors to power mowers. Currently, NTS operates alternative fueled compressed Natura l Gas (CNG) buses and Zero Emissi on Battery Electric Buses (BEB) with an impending arrival of 3 additional BEBs in Winter 2026.

The South Coast Air Quality Management District (S CAQMD) requires all NTS future bus acquisitions to be alternative fueled. NTS fueling facilities and maintenance building infrastructure upgrades were successfully completed in 2014 so as to support addi tional future CNG bus purchases. Improvements to Vehicle Maintenance in the form of electrical infrastructure (i.e. charging stations) were successfully completed in December 2021 to suppo rt the acquisition of 4 BEBs which were delivered in June/July 2021. Additional improvements and upgrades (i.e. transformer, power feeds, switchgear, back-up generator, etc.) is in progress in order to accommo date the next 3 BEBS. The next round of (14) bus replacements to consistent of BEBs and CNGs will be coming up in 2026/2027. The Equipment Maintenance Division is responsible to ensure that the fleet is properly maintained in accordance with generally accepted industry standards and in complian ce with all Federal, State, and Local regulatory, and vehicle manufacturer’s specifications. The Equi pment Maintenance division operates year-round, seven days a week.

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53 Fleet Maintenance Management System
The Department of Transportation ac quired FASTER, its “legacy” Fleet Maintenance Management System (FMMS) in 2013. FASTER was a major upgrade from the previous DOS-based system owned by the City. With the implementation of FASTER, a fleet management software, Vehicle Maintenance has been able to mana ge all aspects of vehicle maintenance and services including asset management for all citywide vehicl es and equipment as it relates to the following attributes:

1. Increased availability of equipment.

2. Reduction in total cost per mile expenditures.

3. Reduced administrative overhead.

4. Improved lifecycle costing.

5. Improved regulatory compliance.

6. Increased technician productivity.

7. Effective equipment and parts warranty tracking.

8. Cost control based on just-in-time invent ory and improved preventative maintenance scheduling.

9. Direct and indirect labor allocations.

10. User specific report functionality.

Below summarizes the additional benefits and features of FASTER:
• Ability to track all expenses related to the fleet acquisition, maintenance and operational costs; • Schedule/perform timely preventive vehicle maintenance and maintain parts inventory.

However, after the implementation of FASTER in March 2015, NTS Equipment Maintenance staff began to experience challenges including reconciling equipm ent maintenance costs, maintaining accurate life cycle costs, and parts inventory. These challenges were compounded with the fact the system could not be configured or customized to meet the depa rtment’s reporting and recordkeeping data needs.

The service agreement with FASTER expired on May 31, 2022 and as such, an RFP (#22-655) was released in November 2021. The purpose of this was to secure bids to provide the Vehicle Maintenance Division with tools to assist management and staff in maintaining and managing assets as efficiently and cost effectively by replacing the current legacy system, FASTER. The intent would be to convert

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54 that data over to the new system. Through improved information management and process examination, the department will improve customer service, repairs and maintenance services, and increase staff efficiency and productivity. Complete, real-time, easily accessible data will enhance staff and management ability to maximize availability, usage and cost effectiveness of resources.

On January 13, 2022, a total of five (5) were received whereby Avail and Mainstat was shortlisted as the top two (2) firms given the competitiveness of their firm’s proposal and pricing. Following the conclusion of the evaluation proc ess, which included interviews an d software demonstrations, etc., NTS staff determined that Avail’s Enterprise Transit Management Software (ETMS) was the most advantageous and would provide the following benefits:

1. Increased availability of assets and equipment.

2. Ease of use of the system.

3. Ability to customize reports at no additional charge to the city.

4. Reduced administrative overhead.

5. Ability to directly communicate with our existing Avail CAD/AVL system already installed in the NTS bus fleet and Dispatch center.

6. Improved lifecycle costing.

7. Improved regulatory compliance (i.e. CHP inspections, state of good repair, etc.).

8. Increased technician productivity.

9. Equipment and parts warranty tracking.

10. Cost control based on real time inventory tracking and improved preventative maintenance scheduling.

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55 The new FMMS from Avail will allow for parameters for aging, maintenance costing, fuel consumption, and mileage on each vehicle type and vehicle application. Along with the means of identifying and tracking vehicles that have reached their useful and need of replacement. Additionally, the new FMMS will be capable of tracking monthly contributions an d providing a real-time replacement balance on the equipment module. As part of the new FMMS purchase, the NTS requested software maintenance, support services, and application upgrades as part of the annual maintenance costs.

A kick-off meeting between Avail and Norwalk Transit System (NTS) staff took place on July 11, 2022, to discuss project roles and responsibilities, the project timeline, and the training process.

Major activities for Project Implementation included:

Installing the Avail ERP software modules in a test environment for configuration and testing purposes.

Ensuring that all software module licenses were installed correctly.

Configuring the ERP modules using the standard off-the-shelf setup.

Collaborating with NTS staff to resolve any issues identified during the review of combined data tables.

Addressing issues discovered during scenario testing with NTS staff.

Providing installation, configuration, and testing support via remote access platforms such as Microsoft Teams or Zoom.

Migrating data and configuration settings from the test environment to the live environment following successful testing.

Delivering an Acceptance and Project Sign-Off Checklist to confirm that project goals were met and accepted by NTS, ensuring the overall success of the implementation.

Completed Project Timeline:

July–August 2022 – Discovery Phase
September 2022 – March 2023 – Configuration, data imports, and online training April–May 2023 – On-site training
June–September 2023 – Inventory setup and Go-Live
October–December 2023 – Project Close-Out

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56 The new system has significantly enhanced the Vehi cle Maintenance division’s ability to manage and maintain assets in a more cost-effective and efficien t manner. It supports the accurate reconciliation of maintenance expenses, enables precise tracking of lif e cycle costs, and improves oversight of parts inventory. As a result, the department is better equipped to make data-driven decisions, optimize resource allocation, and extend the operational life of fleet assets.

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57 Fuel Management System

On November 19, 2018, the FLEETWATCH fuel and fluids Management System replaced the EJ Ward fuel system. The FLEETWATCH Controller was installed as an addition to the CNG fuel management system. It is a powerful combination of hardware and sof tware providing real- time control and data acquisition for vehicles, employees, fuel/fluids and tank monitor systems. The system is a reliable and accurate way to monitor unle aded, diesel usage as we are currently doing with our CNG fuel. The system also monitors the fluids at the fuel island such as oil, coolant, and transmission fluid.

Asset Management Benefits
Achieve longer component and vehicle life by identifying vehicles with excessive fluid consumption
Reduce number of component failure related breakdowns and road calls
Increase accuracy in scheduling preventive maintenance
Reduce number of breakdowns and road calls due to incomplete serving
Personnel Management Benefits
Improve employee effectiveness by setting service standards Detect problem areas in service operation
Increase number of vehicles serviced per hour/per attendant Reduce employee turnover through service standard goals and training
Increase accountability for complete servicing of all vehicles Plans to create an ISC (intersystem communication) connection between AVAIL ETMS system and FLEETWATCH will be assessed to determine projec t feasibility. A shared connection between the two systems will allow for information to be shared whic h is available in one system and not available in the other. This necessitates the need to enter data manually which is time consuming and opens the door to errors and inconsistent data. Additionally, Staff is reviewing modules within Fleetwatch’s fluid management system to determine usability as it rela tes to automatic consumption recording. Given the

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58 manual process of recording fluids dispensed; mechanics must notate on worksheets what fluids were dispensed, quantities, and for fluids with no meters, estimate quantities dispensed. Unfortunately, this often leads to improper quantity estimates and recording errors which affects the year-end warehouse inventory financial statements. The current softwa re license and hardware service agreement is effective through June 30, 2026 which includes software maintenance and support.

More recently, FLEETWATCH announced its deployment and move to the FLEETWATCH Cloud environment. A “Kickoff and Discov ery” meeting with NTS Vehicle Ma intenance & Administration Staff will be scheduled for January 2026 with migration to follow. Additionally, a FLEETWATCH Technical Support team will be come on site to perform a pre-liminary assessment of our current FLEETWACH to evaluate options for:

1. Data Tools User Authentication

2. TLS Connectivity to the Cloud

3. Closeout File Transfers

4. Vendor Integrations

5. Customer Internally Developed Reporting Integrations and/or Reports
Some of the benefits of moving to the FLEETWATCH Cloud are as follows:

Support:

Real Time Monitoring with 24/7 Support
Reduce Required Inhouse Support Resources
Reduce Future VM Resources and Reallocate Existing Resources

Lower Licensing Costs
All Licensing Included in Your Subscription

Stay Current with Latest Releases
Updates can be rolled out As Available, Monthly, Quarterly, etc.

Updates are performed automatically with little to no downtime

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59 Additional Benefits
Isolate Vendors from Your Network
Access the Latest Tools and Utilities
Improved Data Integrity
Easier Third-Party Cloud Integration
Third-Party Cybersecurity Verification

Southern California Regional Transit Training Consortium (SCRTTC) dba California Transit Training Consortium

Mission Statement: “ Advance the skills of our transit workforce ...

Preparing for the future ”. NTS is an active member of the SCRTTC. The SCRTTC is a California Corporation/501 c (3) Non-Profit or ganization (formed in 2005) and comprised of public transportation agencies and college members located in Southern California.

The organization has delivered over 86,772 hours to 6,139 students through 22 different courses of training to transit workers across Southern Califor nia. This partnership of 35 public transportation agencies, 18 educational institutions and 6 private industry firms intends to develop industry driven, competency based curriculum that meets present and future technological needs of public transit systems. The vision and purpose of this organization is to provide a resource network comprised of public and private organizations focused on the development of the transportation industry’s workforce that is knowledgeable of ITS standards, practices, and procedures for incumbent and new workers.

NTS is a host site for training in the newly offere d courses on hybrid-electric vehicle maintenance. As such, NTS will continue to work with SCRTTC to id entify new training needs as the transit technologies training requirements continue to gr ow and expand. This training is also key to the NTS capability to meet the South Coast Air Quality Management (AQMD) mandated air quality regulation compliance.

On June 27, 2022, CTTC named Maggie Pears as the new Executive Director.

Pears brings a wealth of diverse qualifications and experiences to the position.

At CTE, Pears provides crucial administrative and technical support to zero- emission transportation projects.

Goals of SCRTTC are as follows:

Develop a new “Learning Model” to increase the professional and technical competency of the Southern California public transit workforce

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60 Assure that this new “Learning Model” includes the elements of Intelligent Transportation Systems (ITS)
Develop industry driven, competency based courses that meet present and future needs Expand the “Learning Model” on a Regional and National level

SCRTTC Transit Members:

Executive Committee
Members for 2024/25 who
all share a passion for
continued education and training to preserve the longevity of the transit industry include:

Rashidi Barnes (CEO of Tri Delta Transit)
Obed Mejia (Sr. Technical Trainer Bus Maintenance of LA Metro) Jannet Malig (Director of Advanced Transportati on & Logistics - Cerri tos College Community College)
Eric O’Connor (Assistant Director of Transportation at Santa Monica Big Blue Bus)

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61 Capital Program

The NTS transit capital program supports both local and regional goals and is outlined on Table l-7.

On March 17, 2020, Norwalk City Council approved a purchase agreement with Gillig, LLC (Gillig) to acquire four (4) BEBs (expansion buses) by participating in a purchasing cooperative agreement with the Commonwealth of Virginia Contract which complies with all federal requirements and regulations. The BEB’s require chargers to re-charge the on-board batteries overnight to power the buses for the next day. The Commonwealth of Virginia Contract will allow the purchase of four (4)
ChargePoint CPE250 charging eq uipment through Gillig, LLC.

Gillig’s Battery Electric buses integrates the Cummins
electrified powertrain with Low Floor platform to bring the most comprehensive, advanced zero-emission bus to the
market. The charging equipment(s) were delivered in mid-November 2020 and the (4) ZEBs were delivered in late June 2021 and early July 2021. On September 21, 2021, City Council approved an agreement with Elecnor Belco Electric, Inc., for the Co nstruction of Battery Electric Bus Infrastructure and installation of four Electric Bus Chargers i. e. removal and replacement of concrete paving and foundation, installation of underground electrical co nduit and conductors, installation of bollards, and re-striping area). Additionally, Southern Californi a Edison (SCE) participated in the deployment and infrastructure construction; providing the power s upply to the aforementioned chargers. They also facilitated the securement of an easement on the City’s property to allow for the installation of required power supply needed to charge the buses. The contractor’s work was completed on November 24, 2021, and inspected by the City’s Bu ilding and Safety staff on Decemb er 3, 2021 with a determination that the work was performed in a satisfactory manner . The City’s inspector gave final approval to the project on December 7, 2021. All charging stations were installed on a new dedicated circuit deployed by Edison with its own panel, meter, and service, separately from any existing panel, meter or service.

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62 A meter base was installed by SCE with a disconnect
switch (left) and breaker cabinet (right) including
perimeter bollards to mitigate contact by vehicles. The meter base is the source of main electrical power feed
to the (4) electric charging stations. The disconnect
switch is used to isolate electrical circuits and allows for emergency shutdowns and switching to alternate power
sources.

NTS engaged in a purchasing cooperative agreement with the Washington State Department of Enterprise Services, which allowed for the procurement of five (5) zero-emission Battery Electric Buses (BEBs) and four (4) ChargePoint Express CPE250 bus chargers from Gillig, LLC. The agreement complied with all applicable federal rules and regulations and enabled NTS to plan for the purchase of additional buses as funding became available, supporting the ag ency’s transition to a 100% zero-emission battery electric bus fleet in accordance with the California Air Resources Board’s (CARB) Innovative Clean Transit Regulation. This regulation requires all public transit agencies to transition to a fully zero-emission bus fleet by the year 2040.

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63 On July 21, 2022, City Council approved a purchase ag reement with Gillig, LLC (Gillig) to acquire two (2) Battery Electric Buses (BEBs) and two ChargePoint CPE250 bus chargers and on September 6, 2022 an amendm ent to Gillig’s purchase agreement was approved to allow for an additional three (3) BEBs and two (2) chargers, for a grand total of five (5) BEBs and four (4) bus chargers costing approximately $5,370,176. The fi rst two (2) BEBs were scheduled to arrive in late Summer/early Fall 2023 and the next three (3) were scheduled to be delivered in Fall 2024 given that there is a twelve to eighteen-month delivery lead-time for delivery of buses following issuance of a Purchase Order. NTS took delivery/a cceptance of (4) Battery Electric Bus Chargers in March/May 2023. More recently, NTS took delivery/acceptance of (5) BEBs on November 7, 2023 (i.e. 7149, 7150) and December 4, 2024 (i.e. 7151, 7152, 7153) . The pre/post delivery inspection services which includes the Buy America Audit were performed by TransDev Services Inc.

The US Environmental Protection Agency (EPA) reso lved a civil enforcement case against Volkswagen regarding allegations concerning violations of the Cl ean Air Act by the sale of diesel motor vehicles equipped with computer software designed to chea t on federal emissions test. The Volkswagen (VW) Mitigation Trust was established to fully mitigate dies el nitrogen oxides (NOx) emissions caused by VW’s illegal actions. The Trust is a component of part ial settlements with VW which provides funding opportunities for the vehicle heavy-duty sector, including on-road freight trucks, transit and shuttle buses, school buses, etc.

The mitigation plan for California includes a variety of grant categories available to replace diesel, gasoline, compressed natural gas and propane vehicles registered throughout the State of California. As a result, Staff was able to secure $360,000, $180,000 per vehicle in VW Mitigation Transit Bus funding to supplement funding for two (2) new BEBs, which are tentatively scheduled for delivery in late Summer/early Fall 2023. These funds will offset acquisition costs and allow NTS to continue its adoption of zero-emission bus technologies, which will reduce harmful emissions to the residents of Norwalk and the Gateway cities it serves.

The California Air Resources prohibits the purchase of any new gas- or diesel-powered public transit buses by 2029 and require all buses to be emi ssion-free by 2040 via the Innovative Clean Transit regulation (ICT), a classification to include electric buses or hydrogen fuel cell-powered buses (100% zero emission buses; ZEBS), and would phase out all diesel or natural-gas-powered buses by 2040. The ICT is part of a statewide effort to reduce emissions from the transportation sector, which accounts for 40% of greenhouse gas emissions and 80-90% of smog-forming pollutants. The transition to zero-emission

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64 technologies, where feasible, is essential to meet ing California’s air quality and climate goals. Full implementation of the newly adopted regulation is expected to reduce greenhouse gas emissions by 19 million metric tons from 2020 to 2050—the equivalent of taking 4 million cars off the road. It will reduce harmful tailpipe emissions (NO x and particulate matter) by about 7,000 tons and 40 tons respectively during that same 30-year period7.

Currently, there are 14 companies that make over 30 different models of Zero Emission buses8

NTS was successful in securing funding via Section 5 307 15% Discretionary Capital Funds in the amount of $5,781,642 FY24 in support of acquiring (7) Zero Emission Battery Electric Buses and $4,210,854 FY25 in support of acquiring an additional (4) Zero Emission Battery Electric Buses and installation of a Bike & Ride Station at the Norwalk/Santa Fe Springs Transportation Center.

To ensure continued successful deployment and implementation of this 2 nd phase of electric fleet expansion, NTS has secured the services of the LeFl ore Group to provide tec hnical consulting services including:

1. Developing a Project Implementation and Management Plan;

2. Developing specific procurement strategies for ba ttery electric buses in keeping with federal, state, and local requirements;

3. Developing specific infrastructure procurement strategies for Charging Stations for battery electric buses;

4. Providing NTS with comprehensive recommendations for tools and equipment;

7 Green Car Congress 15 December 2018
8 Union of Concerned Scientists 6 September 2018

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65 5. Providing NTS with a comprehensive list of recommended spare parts from Original Equipment Manufacturer (OEM) with recommended procurement strategies;

6. Assisting NTS with coordinating with OEM regarding technician training and training manuals that are essential to successfully implementing battery electric buses to the fleet;

7. Providing NTS with written recommendations for training materials and comprehensive list of recommended safety equipment including personal protective equipment.

The acquisition of the initial four zero-emission batte ry electric buses was targeted to service Route 7.

NTS’s service area is low-income and disadvantage d. Route 7 provides critical connectivity to workplaces and other destinations including three regional transit hubs, three hospitals, two high schools, two colleges, three downtown areas, civi c and government areas, and shopping centers. The subsequent (5) BEBs received is servicing Route 1 and Route 4.

The next group of 14 buses in the NTS fleet is schedu led to reach the end of its useful life between 2024 and 2026, necessitating timely re placement to maintain service reliability. While NTS remains committed to transitioning to a zero-emission fleet, the agency has had to adjust its procurement strategy in response to significant cost escalations associated with Battery Electric Buses (BEBs).

As a result, NTS will move forward with the purchas e of three (3) additional BEBs and eleven (11) Compressed Natural Gas (CNG) buses fr om Gillig. This balanced approach allows the agency to continue making progress toward its long-term sustainability goals while remaining fiscally responsible and ensuring uninterrupted transit service for the community.

NTS has engaged in a purchasing cooperative agreement with the Washington State Department of Enterprise Services (Contract No. 067919-01) via a pi ggyback clause which offers a streamlined option that bypasses the RFP process. Ov erall, cooperative purchasing contracts result in lower prices for goods and lower administrative/procurement costs.

Additional detail regarding bus replacement/expansion plans can be found in Table L-7.

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66 Alternative Fuel Paths
NTS changed its fuel path from gasoline hybrids to CNG as the gasoline hybrid drive systems for transit buses were no longer being manufactured. In mid-2011 New Flyer of America, Inc. discontinued manufacturing the Gasoline Hybrid Electric buses due to the bankruptcy and subsequent liquidation of ISE Corporation; the third-party contractor that manufactured the drive system installed in the New Flyer Gasoline Hybrid Electric buses. Therefore, the only viable fuel path for NTS to exercise was CNG.

The following briefly outlines advantages to CNG buses:

1. CNG buses emit virtually no visible particulate matters or black soot at the tailpipe; in comparison to diesel;

2. There is a reduction in oxides of nitrogen (NOx) with buses running on CNG rather than diesel;

3. Natural gas has inherently lower carbon dioxide emissions compared to diesel;

4. There is no evidence that CNG buses pose any greate r risk of fire or explosion than diesel buses.

Natural gas buses have on-board gas detectors and other safety equipment specially designed to ensure safe operation;

5. Natural gas vapors are odorless and nontoxic to breathe. The familiar natural gas smell is actually an odorant that is added to the gas as a safety feature;

6. The technology for making CNG tanks is well known and mature;

7. Currently, the CNG bus base cost is approximately 10-16% less than the Gasoline Hybrid Electric.

Zero-Emission Battery Electric Buses

While NTS is not departing from its current fuel path in CNG, NTS’ decision to make a foray into the zero emission technology in its fleet was motivated by California state regulation to reduce greenhouse gas emissions and to integrate sustainability into the transportation planning process.

In an effort to become a more environmentally friendly service provider, offset Greenhouse Gas (GHG) emissions, as well as provide much needed clean, quiet, and attractive alternative transportation options to the community, NTS will be moving forwar d with its implementation of Zero-Emission Bus

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67 Technology. Assembly Bill 32 outlines the Governor ’s climate change pillars, which involves reducing greenhouse gas emissions level targets to be ac hieved by 2030 (40% below the 1990 level) and 2040 (60% below the 1990 level). Strategies in the City of Norwalk’s 20/20 Vision include supporting and investing in energy efficient and environmentally friendly technologies to develop sustainable infrastructure, reduce the City’s carbon footprint, and lower long term costs. Regional efforts to reduce GHG are in full force, as such NTS has engaged work groups focused on these efforts such as the Zero Emission Bus Resource Alliance (ZEBRA), and begun completion of Grant applications. NTS has also approached other agencies about the possibility of partnership efforts to allow the collaboration, and transfer of knowledge, and gleaning lessons learned that is best suited for the region in significantly increasing
energy efficiency and reducing greenhouse gas emissions.

NTS’ expectation of employing zero emission vehi cles is to encourage pa trons to utilize public transportation knowing the effects and threats that GHG emissions has on climate change and subsequent human health. NTS is proactive in their environmental efforts, and zero emissions technology aligns with their fleet evolution efforts from diesel, to hybrid, to CNG, and now electric sources.

NTS is always looking for ways to provide an enhanced transportation experience and increased mobility options. The zero emission buses w ill be strategically placed along the City’s existing fixed-route system (i.e. Route #s 1, 4, 7), thereby providing connection s to major transfer points, and providing commuters an incentive to utilize public transportation, while increasing mobility options, and reducing the number of single occupancy vehicles on the road.

NTS is continually seeking funding opportunities in s upport of programs, and projects utilizing Federal, State, and Locally Dedicated transportation funds to fulfill the strategy of economic sustainability and livability within the communities, while continuing to exercise fiscal discipline to ensure on-going financial stability.

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68 The following briefly outlines advantages to Zero Emission Electric buses9:

1) Pollutant Emission Reduction - In the United States alone, the transportation sector represents 27% of total greenhouse gas (GHG) emissions nationally. Diesel buses ar e one of the major emitters of GHG within the sector. Every zero emission bus is able to eliminate 1,690 tons of CO2 over its 12 year lifespan. This is equivalent to taking 27 cars off the road. These buses also eliminate 10 tons of nitrogen oxides and 350 pounds of diesel particulate matter, improving air quality in the communities that they serve. The impact of emissions on health is undeniable. Diesel school buses emit NOx and PM 2.5 that cause asthma, wh ich is affects 1 in 10 children in the United States. (http://elpc.org/)
2) Better Fuel Efficiency over Conventional Fuels - Zero emission buses are more fuel-efficient than diesel buses. Depending on driving conditions, these buses can use the same amount of fuel as a diesel bus and travel for multiple more routes . A report published by the National Renewable Energy Laboratory in Fe bruary 2016 concluded that
battery-electric buses can be nearly four (4) times more fuel-efficient than comparable compressed natural gas
(CNG) buses – battery-electric buses had about 17.48
miles per diesel gallon equivalent while CNG buses only had 4.51 miles per diesel gallon equivalent.
3) Market Acceleration and Job Creation - The advancement and subsequent increased adoption of zero emission buses into fleet operations has wo rked to continually accelerate the market for these buses. In order to support the development and maintenance required of a growing market, new jobs have been created in response to the increase in volume of zero emission buses. In 2013, BYD, a Chinese automaker, opened two manufacturing plants in Southern California to produce electric buses. In 2015, Proterra, a U.S. manufacturer of advanced technology zero-emission heavy-duty vehicles, al so opened two new facilities in California to support its technology development needs and marketing departments. 4) Operational/Maintenance Cost Savings - Fleets that have deployed zero emission buses have seen a substantial reduction in operational a nd maintenance costs compared to conventional

9 U.S. Department of Transportation, https://www.transportation.gov, December 8, 2016

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69 buses. Electric buses have been observed to log 133,000 miles between maintenance, compared to compressed natural gas buses that logged on average about 45,000 miles between maintenance. In addition to recorded decreases in equipment maintenance costs, zero emission buses also run quieter than conventional buses , reducing noise pollution in the areas they service.
5) Reflects Well on Your Agency – As we become environmentally more conscious, customers are more inclined to perceive institutions that a lign themselves with a commitment to sustainability in a more positive light than those that don’t.
6) Freedom from Rising Gasoline Costs – Gasoline fuel prices are often determined by geo-political and environmental factors. Using more electric transportation protects from the risk of global oil price hikes.
7) Quieter Operation – Electric buses run silently and are therefore, more neighborhood friendly.

Zero Emission Rollout Transition Plan
On December 14, 2018, the California Air Resources Board (CARB) adopted the Innovative Clean Transit (ICT) regulation that requires all public transit agencies to transition to a 100% percent zero emi ssion bus (ZEB) fleet by 2040. The ICT regulation also requires the governing body of each public transit agency to approve a ZEB Rollout Plan for submittal and approval by CARB showing plans to achieve a full transition to ZEBs. Also, The federal Bipartisan Infrastructure Law signed in 2021 amended the statutory provisions for the Grants for Buses and Bus Facilities Competitive Program (49 U.S.C. § 5339(b)) and the Low or No Emission Program (49 U.S.C. § 5339(c)) to include a requirement that any application for projects related to zero-emission vehicles include a ZEB Transition Plan.

NTS was required to submit its Ze ro-Emission Bus (ZEB) Rollout Plan to the California Air Resources Board (CARB) by July 1, 2023. To support this effort , NTS staff issued a Request for Qualifications (RFQ) for consulting services on April 30, 2022, to de velop the ZEB Rollout Plan. On August 2, 2022, the contract was awarded to Stantec Consulting Services, Inc.

Stantec, a firm with over 60 years of experience serving the transit industry, is an active member of both the American Public Transportation Association and the California Transit Association. Deliverables for this project were due to NTS by December 31, 2022.

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70 The plan was required to address, at a minimum, the following:

1) Demonstrate a long-term fleet management plan with a strategy for how the applicant intends to use the current request for resources and future acquisitions; 2) Address the availability of current and future re sources to meet costs for the transition and implementation;
3) Consider policy and legislation impacting relevant technologies; 4) Include an evaluation of existing and future facilities and their relationship to the technology transition;
5) Describe the partnership of the applicant with the utility or alternative fuel provider; 6) Examine the impact of the transition on the ap plicant's current workforce by identifying skill gaps, training needs, and retraining needs of the existing workers of the applicant to operate and maintain zero-emission vehicles and related infrastructure and avoid displacement of the existing workforce.

Stantec’s comprehensive 50-point ZEBCheck appr oach to ZEB Rollout Plans will assure that requirements of NTS’s RFP and CARB’s ICT regulation were met:

On May 16, 2023, authorization from City Council was obtained to submit the ZE B Rollout Plan to CARB in order to meet the July 1 st, 2023 deadline in timely manner. Moving forward the ZEB Rollout Plan requires an annual review and updates to be made on an as needed basis.

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71 On June 22, 2023 an official approval notice from CARB was received citing that the plan is complete and consistent with the requirements of CCR Title 13 2023.1(d)(1)(A)-(H).

Updates or amendments to the ZEB Rollout Plan may be required if there are significant changes to an agency’s fleet, funding, or implementation strate gy. Agencies are expected to report progress annually through the Annual ICT Reporting Form, typically due by March 31 of each year.

Hydrogen Buses and Fuel Station

As part of its long-term commitment to clean energy and sustainable transit solutions, the Norwalk Transit System (NTS) is actively exploring the integration of hydrogen fuel cell buses into its fleet. Recognizing the potential of hydrogen technology to support zero-emission operations while offering extended range and faster refueling times compared to battery electric buses, NTS views hydrogen as a promising complement to its existing clean-fuel
strategies.

The agency’s vision includes the development of a dedicated hydrogen fueling station to support this transition. However, the successful implementation of this initiative is contingent upon the acquisition of additional real estate to accommodate the nece ssary infrastructure, as well as the securement of competitive grant funding to offset the significant capital investment required.

NTS remains engaged in identifying strategic opportun ities and partnerships that will enable the agency to pursue this innovative fuel path. By diversifying its zero-emission technology portfolio, NTS aims to enhance operational flexibility, reduce environmenta l impact, and continue providing reliable, forward- thinking transit service to the communities it serves.

NTS will lean towards its long standing partnership with Gillig in pursuing the hydrogen path. At this time, Gillig is still perfecting its hydrogen bus, which is currently in development and scheduled to begin production in 2026.

The company is leveraging its partnerships with BAE
Systems and Ballard Power Systems to integrate their fuel cell and electric drivetrain technolo gies onto its established low-floor platform. This project represents

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72 Gillig's latest step in advancing its zero-emission tr ansit solutions alongside it s existing battery-electric and hybrid-electric bus offerings. “Understanding the unique operational challenges faced by each transit agency – from varying duty cycles and geographic terrains to diverse climates and depot locations – is fundamental to our vision of improv ing quality of life through transformative mass transit solutions,” stated Benjamin Grunat, GILLIG’s Vice President of Product Planning and Strategy. “Introducing the hydrogen fuel cell bus into our product lineup signifies GILLIG’s commitment to advancing sustainable public transportation technologi es. It’s about offering a so lution that’s not only flexible enough to fit every fleet but also matured through our thoughtful approach to product development, ensuring reliability and readiness for the demands of today’s transit environment.”

Multi-Level Parking Structure Expansion
At the heart of Norwalk’s evolving transit network, the Multi-Level Parking Structure Expansion Project represents a bold step toward a cleaner, more effi cient, and future-ready transportation system. This transformation will begin with the removal of the existing two-level parking structure, currently serving commuters and NTS staff. In its place, a new, modern three-level facility will rise; one that not only preserves commuter and staff parking on the second and third levels with enhanced security features but also serves as a critical investment in NTS’s zero-emission future.

The first level of the new structure will be dedicate d to the charging infrastructure needed to support Battery Electric Buses (BEBs), ensuring that NTS is fully equipped to expand its zero-emission fleet.

Deployment of a highly powered overhead charging solution will allow for flexible configuration and space saving options as the fleet grows. By
integrating state-of-the-art charging technology
directly into the Transportation Center, this project
streamlines operations and reinforces NTS’s
commitment to sustainability, innovation, and
service reliability.

Beyond a structural upgrade, this project is a stra tegic move toward compliance with the California Air Resources Board (CARB) Innovative Clean Transit (ICT) mandate, which requires a full transition to zero- emission transit by 2040. At the same time, it enhances the safety, a ccessibility, and efficiency of the facility, providing a modernized, environmentally re sponsible Transportation Center that supports the growing needs of both transit riders and the workforce.

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73 By investing in cleaner air, safer mobility, and a more sustainable future, the Multi-Level Parking Structure Expansion Project will serve as a foundat ion for progress, ensuring that NTS continues to connect communities while embracing the next generation of public transportation.

The existing 2-level parking structure is located at the Norwalk/Santa Fe Springs Transportation Center.

The current bus yard has reached capacity creating circulatory challenges and with no room for development.

The total estimated cost of the project is approxim ately $25 million. To date, NTS staff has successfully secured $3,150,000 in funding from a combination of fe deral and local sources. These initial funds will support critical early-phase activities, including a preliminary environmental assessment, a comprehensive feasibility study, and the development of a conceptual design plan.

This foundational work is essential to evaluate site suitability, assess potential environmental impacts, and establish a clear roadmap for project implementation. Securing additional funding will be necessary to advance the project through final design, construction, and deployment phases.

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74 Transit Plaza Beautification
The Norwalk/Santa Fe Springs Transportation Center is a critical regional mobility hub that connects thousands of daily commuters to employment, educatio n, healthcare, and essential services. More than just a transit point, it functions as a shared public space where individuals begin and end their journeys each day. However, the facility’s aging infrastructu re and limited rider amenities no longer meet the needs of a growing and diverse ridership. To ensure the center remains a safe, accessible, and welcoming environment, significant upgrades are urgently needed.

In anticipation of the 2028 Olympic Games, which will bring a global audience and increased transit demand to the greater Los Angeles region—including venues in neighboring communities—this project aims to revitalize the Transportation Center thro ugh the Transit Plaza Beautification Project. The proposed improvements are designed to enhance sa fety, sustainability, and community identity, while positioning the hub as a modern, high-functioning ga teway for both local residents and international visitors.

Key enhancements include the installation of a new protective walkway covering along the existing pedestrian and bike path, offering shelter from rain, heat, and other environmental elements. Upgraded lighting and improved signage will significantly enhance safety and wayfinding, ensuring that commuters, residents, and Olympic guests can navigate the facility with confidence and ease.

A major technological upgrade will replace the outd ated information board with a state-of-the-art interactive kiosk. This system will provide real-time transit updates, trip-planning tools, multilingual translation features, and accessibili ty options such as voice command functionality—making the system intuitive and inclusive for riders of all backgrounds and abilities.

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75 To celebrate the cultural richness of the surrounding community, the project will also feature a signature public art sculpture that reflects local history and identity, serving as both a visual landmark and a source of civic pride. In addition, tamper-resistant artwork made from
recycled materials will be integrated throughout the plaza, reinforcing the region’s co mmitment to environmental
sustainability.

By transforming the Norwalk/Santa Fe Springs Transp ortation Center into a vibrant, efficient, and future-ready transit hub, this project will not only improve the daily experience for current users but also ensure the facility is fully prepared to serv e as a key transportation link during the 2028 Olympic Games and beyond.

Contingency Fleet

The Executive Director of Transportation or design ee will establish contingency fleet size. Contingency buses will be used as defined per FTA. The conti ngency buses will be maintained in running order and available for service within twenty-four hours. Buses in the contingency fleet will be identified on a separate bus roster. Use of contingency buses will be documented with mileage in service and clearly identify the bus replaced and reason for use. This documentation will be kept in a contingency bus file.

Contingency Fleet Plan
Pursuant to the FTA guidelines, public transportati on agencies are authorized to have a fleet of contingency vehicles. Contingency vehicles must have reached their minimum useful life (mileage and/or age), and be properly stored and maintained. NTS has a contingency fleet policy outlined below:

1. All buses in the contingency fleet will have exceeded their useful life according to FTA standards.

There will be no farebox or radio installed on the buses as long as they are part of the contingency fleet.

2. When not deployed, contingency fleet buses will be stored at a secure location with limited access.

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76 3. The Fleet Maintenance Manager will assign necessary staff to maintain and exercise the contingency fleet buses. Once a week the engine of each bus will be started and allowed to reach operating temperature. In addition, the bus will be cycled through the gears and then shut down. Once every two weeks the bus will be fueled and driven at road speed. All maintenance and inspection will be performed by the Equipment Maintenance Division.

4. Funds will be budgeted each fiscal year for the maintenance and operation of the contingency fleet. This budget will not include fuel, tires, or batteries, which are centrally funded.

5. The primary reason for the contingency fleet is to provide additional service in the event of disaster response or emergency or major mechanical problem with the active fleet requiring the removal of active fleet buses from service.

6. All contingency fleet buses are listed in a separate Contingency Fleet inventory and the same data will be tracked on these buses as are trac ked on the active fleet buses. Mileage on each bus will be updated each time th e bus is put in service and removed from service or fueled and all PM files updated after maintenance work and inspections are performed.

Spare Ratio
10 FTA permits recipients to retain buses/vans that have met their useful life in a contingency fleet without being included in the spare ratio calculation. Recipients may retain contingency fleets for emergency use as well as for the introduction of zero emissi on vehicles. However, once a bus/van is no longer needed for the contingency fleet or other transit pu rpose, then the recipient must request disposition instructions from its FTA regional office and di spose of the bus/van according to federal law and regulation. Emergencies or other unforeseen activities could include the evacuation of people during an emergency, use as crowd control or traffic barriers, loaners to other transit agencies during a justified need, temporary replacements for buses in the active fleet during major active fleet overhauls or bus maintenance activities and other activities that take a portion of the active fleet temporarily out of service. As noted, contingency fleets are also expr essly permitted for the introduction of zero emission vehicles. Buses/vans stockpiled in a contingency fleet in preparation for emergencies must have met their minimum useful life requirements and must be properly stored, maintained, and documented in a contingency plan. Contingency plans are subject to review during triennial reviews and other FTA

10 Section on Spare Ratio was added after approval from City Council was received on 12/5/23

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77 oversight reviews. Any bus/van not included in the contingency plan will be considered part of the active fleet.11

FTA Spare Ratio Policy12
Governmentwide requirements in 2 CFR 200 require that recipients use equipment purchased with Federal funds for its intended purpose and avoid the ac quisition of unnecessary or duplicative items. In this case transit rolling stock (vehicles) are required to be used to provide public transportation services.

FTA recognizes that transit agency operations require some number of spare vehicles in the event of breakdowns, for maintenance needs, or for a tempor ary surge in operations. FTA’s spare ratio policy therefore permits recipients to use federal funds to acquire a reasonable number of spare vehicles based on operational needs.

Fleet Internal Controls
The purpose of Fleet Internal Controls is to estab lish a process to include standards and parameters to meet FTA guidelines and Requirements Associated with Urbanized Area Formula Program Grants (i.e. property and other assets are safeguarded against loss from unauthorized use or disposition, damage, or theft of property and maintaining condition records on all vehicles, etc.).

Fleet Size
The Director of Transportation or designee will establish transit fleet size based on peak requirements as defined per FTA. As of October 2025, fleet size for both Fixed Route and Dial-A-Ride are as follows:

F i x e d R o u t e D i a l - a - R i d e
0 Hybrid New Flyers 10 Paratransit Vans
25 CNGs Gillig 1 MV-1 Deluxe Van
9 BEBs Gillig 11
34 Van Purchases – On September 29, 2015, the California Association for Coordinated Transportation (CalACT) and the Morongo Basin Transit Authority (MBTA) released a solicitation

11 Federal Transit Transportation, https://www.transit.dot.gov/funding/procurement/third-party- procurement/spare-ratio
12 Section on FTA Spare Ratio Policy was added after approval from City Council was received on 12/5/23

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78 entitled Request for Proposal (RFP) No. 15-03 for a Joint Procurement for Accessible Transit/Paratransit Vehicles, which invited eligible local agencies to partic ipate in the joint procur ement. The solicitation granted MBTA the unilateral right to assign vehicles procured under this contract to any public agency, government entity, or nonprofit organization performing governmental services, in accordance with intergovernmental contracting procedures.

Norwalk Transit System (NTS) was named as a joint proc uring local agency in the RFP to obtain three (3) replacement paratransit-accessible vehicles that had reached the end of their useful life, as defined by FTA Circular 5010.1D. These vehicles were designated fo r use in the City’s Advanced Reservation Dial-A- Ride (DAR) Program.

On January 15, 2016, CalACT and MBTA received pr oposals and subsequently awarded Contract No. 15- 03 CBS to Creative Bus Sales, Inc. for the manufacture and delivery of various vehicle types, including cutaways, minivans, large cutaway vehicles, low-floor cutaways, trolleys, and specialty transit vehicles.

Under this contract, NTS acquired three (3) new repl acement vans, which were delivered in late April 2021. These vehicles replaced three (3) 2010 Ford Star craft Allstar Cutaway Class C vans (Unit Nos. 7101 through 7103). Additionally, NTS acqu ired three (3) more replacement vans, delivered on July 25, 2023, replacing another set of three (3) 2010 Ford Starcr aft Allstar Cutaway Class C vans (Unit Nos. 7104 through 7106). Most recently, NTS acquired one (1) additional replacement van, delivered in January 2025, which replaced a 2017 Ford Starcraft Allstar Cutaway Class C van (Unit No. 7107).

These vehicle purchases were funded through two Federal Transit Administration (FTA) grants—CA- 2021-213 and CA-2022-168—along with the use of Transit Reserve funds 2021 Dial-Ride Program Vans (#7108, 7109, 7110 shown below)

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79 2023 Dial-Ride Program Vans (#7201 shown below, 7202 + 7203 not shown)

Additional detail regarding bus replacement/expansion plans can be found in Table L-7.

2025 Dial-Ride Program Van (#7204 not shown)

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80 Fare Box Replacement Project

On June 28, 2018, the Board of Di rectors for the Los Angeles County Metropolitan Transportation Authority (Metro) approved programming $10 million in funding to upgrade Transit Access Pass (TAP) Farebox equipment and driver control units for Los Angeles County Municipal Operators, including Norwal k Transit System (NTS), that have exceeded their useful life. The upgrade will enhance security, prepare for new payment technologies, and ensure near real-time communications. Municipal Operators are required to upgrade their aging Fareboxes and equipment to ensure their fare collection equipment will be prepared for new technological advances in mobile and credit/debit card payment options.

On October 2, 2018, City Council authorized an amendment to NT S’s FY 2018/19 adopted budget to appropriate funds for the acquisition and installati on of upgraded farebox equipment to accommodate new Transit Access Pass (TAP) technology in the amount of $503,409.

Initial Schedule:

The recommended upgrades and modifications consis ted of the following hardware and software upgrades: (1) installation of forty-one (41) Driver Co ntrol Units (DCU’s)/Farebox Upgrade Kits; (2) twelve (12) spare DCU/Farebox Upgrade Kits; (3) fifty-three (53) Farebox Lids; and (4) one (1) Garage Computer.

Cubic Transportation Systems, Inc. (Cubic) was approved as a sole source for all the farebox equipment and software upgrades by the Los Angeles County Muni cipal Operators. Metro negotiated pricing for the equipment with Cubic to ensure that municipal operators benefit from high-volume purchases.

Cubic farebox installation started on July 21, 2020 and completed on August 4, 2020. Acceptance was based on satisfactory testing to include 1) Physical Inspection 2) Functional Testing 3) Module Testing 4) Lid Sensor/Coin Bypass Testing 5) Configuration Verification, etc. via dual control between a Cubic representative and a NTS representative.

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81 OLD farebox lid versus the NEW farebox lid:

The tablet-based Driver Control Unit (DCU) will be mounted to the bus farebox and is required to control and manage the bus farebox. The DCU features large full-color, high-definition display, with adjustable brightness and larger buttons for fare classification. The display is anti-glare, and bus operators are able to operate the tablet while wearing gloves:

All fare table changes and updates are performed in conjunction with Metro Staff to include programming, testing and publishing. To date, updates to the fare table includes ITAP for Students, tally keys and FSI for K-12 students and community college students.

In July 2022, Genfare announced that it would no longer produce the Odyssey and Odyssey Plus fareboxes. Originally introduc ed in 1997, the Odyssey farebox had set the standard for modern electronic, validating fa re collection systems. However, as parts availability diminished and key components became obsolete, Genfare made the decision to discontinue manufacturing both models in an effort to manage support for existing units more effectively.

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82 Genfare, a long-standing provider of fare collect ion hardware and software for over 40 years, acknowledged that there comes a point when legacy products must be retired due to outdated technology and the increasing difficulty of sourcing replacement parts. Despite the discontinuation, Genfare stated that support services for the Odysse y and Odyssey Plus fareboxes would continue to be available through existing warranties and current soft ware support agreements. Spare and repair parts would remain available as long as inventory lasted.

Genfare also confirmed that peri odic software releases addressi ng major bug fixes would continue through 2025. However, no new orders for Odyssey or Odyssey Plus fareboxes were accepted after December 31, 2022. Additionally, smart card reader s and Wi-Fi modules compatible with the Odyssey fareboxes were no longer available. In place of the discontinued models, Genfare offered the Fast Fare farebox—its current-generation system—along with all necessary updates to vaults and garage data systems to ensure compatibility between Odyssey and Fast Fare fareboxes.

During the June 2023 TAP Farebox Upgrade meeting, Metro announced that Genfare had approximately 200 Odyssey Plus fareboxes (valued at approximately $21,000 per unit) available for sale, each equipped with the TAP upgrade kit. This repr esented the final inventory of Odyssey Plus fareboxes available for purchase. Additionally, Genfare had 100 new logic boards (priced at $976 per unit) in stock; however, these boards were considered long-lead items, with an estimated delivery time of approximately nine months from the date of order.

At the time of this update, LA Metro has not announced a specific farebox replacement project for 2025, but has adopted the FAREGATE retrofit (Phase 2) project, which involves upgrading fare gates and is scheduled for discussion and adoption in early 2025. This upgrad e aims to modernize the fare system, potentially including new fareboxes, a nd will replace the existing FAREGATE system and TAP validators with a more open payment system that accepts credit/debit cards and mobile wallets. The FAREGATE retrofit (Phase 2) is currently in the planning stages, with an anticipated start date in 2025.

Bus Smartcard Validators (BSV)
Beginning in June 2025, Cubic will replace the exis ting validator with the new Bus Smartcard Validator (BSV) to replace older equipment and upgrade its fare system on Metro’s bus fleet along with municipal

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83 operators as part of the “TAP Plus” project. The new BSV comes with the capability of Open Payment, which Metro TAP is scheduled to launch in March 2026.

These new validators are part of a system upgrade that includes capabilities for open payments (contactless credit/debit cards) and are being installed by Cubic. Installation is occurring on bus vehicles first, with plans for installation at rail stations in the near future.

What to expect:
• New hardware: The new Bus Smartcard Validators (BSV) will replace the current validators on the Metro bus fleet.
• Open payment capability: The new validators w ill be able to accept contactless payments directly from credit/debit cards, smartphones, or wearable devices, in addition to TAP cards. • Installation timeline: Installation on buses began in June 2025, and the new validators are being installed on MetroLink stations starting in late 2025.
• System integration: The new BSV units are part of the existing TAP syst em, ensuring seamless transfers between different TAP partner agencies.

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84 Currently, NTS is scheduled for its BSV Installation in early January 2026. The BSVs will be in service and operational immediately after installation. In order to ensure smooth install, a pre-liminary fit test will be performed by a Cubic technician. Each fit test will take approximately 30 minutes per vehicle or bus type. NTS will ensure relevant staff are present to support line-of-sight, safety, and ADA considerations. The BSV will connect to the DCC via the ethernet port, allowing single sign-on data, such as bus ID and run/route information, to update the BSV in real time. Phase 2 is plan ned for 2027 whereby Account-Based and Open Payment for reduced fare riders will be available.

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85 Radio Communications Systems
Mobile Relay Associates, LLC dba Raycom (MRA) was established in 1975. Since its inception, MRA has secured the largest numbers of exclusive UHF radio channels from the FCC and installed more than 50 Tower Sites that have been strategically located throughout Southern California, providing coverage fr om Central California to the San Diego Border and from the Pacific Coast to St George, UT. Today, MRA boasts the most comprehensive Two-Way Radio network and collection of FCC Licenses in all of Southern California.

NTS has contracted with MRA fo r radio communication service si nce August 1, 2008 to meet the department’s current radio system needs on both its fixed-route and Dial-A-Ride fleets. The most recent Request for Proposal (RFP) was issued in the 1 st Quarter of 2022 for the provision of radio communication services to include integration capab ilities with NTS’ Intelligent Transportation System.

MRA again submitted the most responsive proposal to the RFP. NTS made the award to MRA based on its cost beneficial option and its history of demonstrated high quality level of service to the City. The awarded start date and term was for three (3) years from July 1, 2022 through June 30, 2024, with two (2) additional one (1) year option periods of July 1
st through June 30 th of each year thereafter.

With this new contract, the number of Base Stations and Portable Handhelds remain the same. MRA installed new handsets in th e buses as well as updating the dispatch system called CTI RadioPro System.

The system is capable of providing 100% clear transmission and reception of voice communications with mobile and portable radios located in NTS’s fixed-route and paratransit fleet. The leasing of a high- frequency radio system (450-520 MHz) has addressed a potentially critical public safety concern for both coach operators and passengers utilizing the fixed-route and paratransit system.

The Digital LMR (Land Mobile Radio) system is designe d to be a closed system to that allows dispatch and operations staff to communicate privately with ea ch bus. However, the digital base station in the

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86 dispatch office will allow for multiple emergency communications simultaneously to take place between buses, supervisors and dispatch office. Moreover, this Digital LMR system will cover entire NTS service area without any dead spots as the system has the ab ility to receive signal via digital radio network with seamless roaming using primarily radio sites at La Habra Heights, Mount Lukens, Palos Verdes, Sierra Peak, Santiago Peak and Paramount. Having multiple towers provides redundancy and allows the end user to switch towers if absolutely necessary. Changing radio towers is not practiced on a daily basis.

Currently, Mobile Relay is an active partner in the implementation of Intelligent Transportation System.

The Digital LMR system can accommodate both voice a nd data activity which supports the installation of the Automatic Vehicle Location (AVL) System which tracks the real-time location of vehicles for more efficient dispatching and monitoring of on-time performance and the Automatic Passenger Counting (APC) which can be used to record information at a given bus stop (i.e. number of boardings, arrival time, departure time, and dwell time).

Intelligent Transportation System

NTS secured funding to support the implementation of Intelligent Transportation Systems (ITS). The first step in this initiative was to utilize the funds to acquire the services of an ITS consultant to develop a comprehensive ITS Master Plan. The purpose of the plan was to provide NTS with a strategic framework to enhance operational efficiency and deliver high-quality service to its customers. The ITS Master Plan served as a blueprint for implementing advanced fleet and communication technologies aimed at significantly improving operations and elevating the customer experience through forward-looking solutions.

The Request for Proposals (RFP) for ITS Master Plan consulting services was released on January 25, 2016. Following a competitive evaluation process, a contract was awarded to EIGER TechSystems, Inc., based in Santa Monica, as the most responsive and responsible proposer whose submission met all RFP requirements. EIGER had a proven track record of delivering similar services to other transit agencies, including Culver CityBus, Torrance Transit, Montebello Bus Lines, F oothill Transit, the Los Angeles County Metropolitan Transportati on Authority (Metro), and the Orange County Transportation Authority (OCTA).

After a year-long collaborative effo rt between NTS staff and EIGER Te chSystems, the ITS Master Plan was completed. The plan outlined a phased approach for implementing innovative technology solutions to manage fleet operations and communication syst ems. These solutions were designed to enhance service reliability, improve real-time information for riders, and streamline internal operations.

NTS accepted the consultant’s recommendations for the procurement and implementation of the Norwalk Intelligent Transportation System (NITS), which included the functionality of both a SmartBus System and an Advanced Traveler Information System (ATIS).

Key Recommended SmartBus Features:
• GPS-based vehicle tracking for buses, supervisor vehicles, and maintenance vehicles • Data messaging with vehicles via a cellular data network • Automated onboard announcements for upcoming stops and service messages • Automated passenger counting
• Collection and reporting of fleet performance data
• Single logon integration with NITS and farebox systems • Automated control of head sign displays

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88 • Integration with the existing voice radio system

Key Recommended Advanced Traveler Information Features:
• A public-facing website displaying routes, stops, and real-time bus locations • Real-time arrival information for each stop via the website • Integration of the NITS website with Norwalk Transit’s main webpage • A mobile app providing real-time arrival information
• SMS messaging option for real-time arrival updates
• Interface with RIITS for dissemination through Go511
• API access for third-party platforms such as Google Maps and GoLA to share real-time data

Example of NITS Conceptual Design:

Example of a Modern CAD User Interface for Ad hoc Creation of Detours and a Business Intelligence Reporting Tool Interface:

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89 A Request for Proposals (RFP No. 18-541) was releas ed on January 5, 2018, to execute and implement the recommendations outlined in the ITS Master Plan. The RFP included a comprehensive scope of work, hardware and software specifications, implementati on timeline, testing and acceptance procedures, operational requirements, and provisions for ongo ing maintenance of a state-of-the-art Intelligent Transportation System (ITS) for NTS’s fixed-route services.

Proposals were due on March 1, 2018, and three (3) pr oposals were received. Each firm’s proposal was evaluated based on minimum qualification criteria, as well as experience, technical capabilities, project management approach, methodology, staff qualificatio ns, and cost. Following the initial evaluation, two firms were determined to be within the competitive range based on the strength of their written proposals and pricing.

To further assess the proposed technologies, NTS staff conducted site visits to transit agencies currently using the vendors’ systems. These visits allowed staff to observe the technology in operation and engage in discussions with agency personnel regarding system performance and effectiveness. In addition, NTS colle cted references from other clients for both vendors. Best and Final O ffers (BAFOs) and responses to follow- up questions were then requested to complete the evaluation process and identify the highest-ranked proposer.

On November 20, 2018, the Norwalk City Council appr oved the selection of Avail Technologies, Inc. (Avail) based on their proven track record of successful ITS implementations, strong customer support, a 12-month project timeline, and competitive pricing. At the time of selection, Avail’s technology had been successfully deployed at over 50 transit agenci es. The ITS solution provided by Avail included an integrated suite of tools such as Automatic Vehicl e Location (AVL), Computer-Aided Dispatch (CAD), Automatic Passenger Counters (APC), Automatic Voice Annunciation (AVA), Vehicle Health Monitoring (VHM), real-time passenger information, and a business intelligence platform for compliance and performance reporting.

Simultaneously, EIGER TechSystem s (EIGER) was approved as the Project Manager for the Norwalk Intelligent Transportation System (NITS) project. EIGER was selected from among three comprehensive proposals due to their extensiv e experience overseeing the implementation of 55 ITS projects similar in scope and complexity to NTS’s initiative. Having previously provided consulting services for the

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90 development of NTS’s ITS Master Plan, EIGER brought valuable institutional knowledge and continuity to the project, ensuring a smooth transition from planning to implementation.

Example of Computer Aided Dispatch display and use of Automatic Vehicle Location:

Screenshot of myAvail’s Business Intelligence; one stop shop for analysis and reporting:

All project milestones were successfully completed and fully implemented. These milestones included the completion of the Final Design Review, Hosted System Configuration, Factory Acceptance Testing, installation of the Communication and Dispatch Su b-System, Core First Article Testing, onboard equipment installations, system rollout and adoption, development of the public-facing webpage and Interactive Voice Response (IVR) system, generation of APC/NTD reports, staff training and delivery of user manuals, implementation of the report generator, System Acceptance Testing, project close-out, and initiation of the warranty period.

As of February 24, 2022, the project reached 100 % completion and became fully operational. The implemented system included an integrated suite of technologies such as Automatic Vehicle Location

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91 (AVL) software, Computer-Aided Dispatch (CAD) softwa re, and an Automated Traveler Information System (ATIS). These components work together to provide a ccurate, real-time transit information, significantly enhancing operational efficiency and improving the rider experience.

Facility Modifications/Construction in the Past Year and Future Plans Facility Improvements at Norwalk Transportation and Public Services Facility (Phase III)

Phase III of NTS’ Transportation/Public Services Facility Improvements Project will include improvements to Operations, Vehicle Maintenance and Administration. Project funding in the form of federal funds, Prop A Local Return and use of Transit Reserves have been secured in NTS’ 2019, 2021, 2022 & 2023 FTA grants. Phase III of the Facility will include architectu ral and tenant improvements to the Operations and Maintenance occupying on the first floor and site; and Administration situated on the third floor.

Identification of the Needs and Recommendations are as follows:

A. Operations
1) Dispatch – Minor improvements to the transaction window. 2) TOS – Current space has th ree workstations. Need larger space to accommodate six Transit Operations Supervisor (TOS) workstations, add a new emergency exit to the outdoors and carve out a small conference room between Training Room and TOS’ office area. 3) Training Room – New furniture and Smart Screen.
4) Offices – Expanding the Operations Manager office and a new Safety and Training Office.

Providing sound proofing between coach operator breakroom and offices.

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92 B. Maintenance
1) Improvements to Fleet Mainte nance Supervisor’s Office and Lead Mechanic’s office to allow for space and functionality.
2) Construct a dedicated office for the Vehicle Maintenance Storekeeper. 2) Bus Wash access and drainage improvements - Equipment Service Helpers have difficulty aligning buses at entrance to avoid scraping lo w body work. The entrance has a slip plate and steel rollers as guides. Area in front of entrance is flooding. The recommendation is to reduce

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93 the angle of the steel guide rail/rollers, replace steel slip plate, and extend area to rollers. Install trench drain(s) to capture water run-off from bus wash. 3) Civic Center gate – Replacing the troublesome curved gate. The Civic Center Gate is the south entrance to the maintenance yard . The 30’ wide, 6’-6” high steel gate is curved, matching the cul-de-sac configuration. The gate is heavy -- a steel gate with patterned art cutouts. As a result, the gate frequently comes off the track shutting down operations and requiring a fork lift to lift the gate back in place. As a result, the gate is only closed once a day, jeopardizing security. The recommendation is to replace the current curving gate with a straight gate, similar to the east gate, with the gate sliding into a “pocket”. The ga te will require a level tr ack, additional vertical steel fencing, and a reconfigured trench drain to capture yard run-off. A simple steel gate with vertical bars (without the artful steel patterns to reduce the overall weight) is recommended.

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94 C. Administration
1) Swapping the Copy Room with existing office space (formerly used for storage), providing a more secured office space for the staff person in charge of personnel and other sensitive information. The current space is not conducive to having in-person discussions or taking calls that require a higher level of confidentiality given the sensitive nature of various issues.

Confidentiality is critical for instances in volving workplace investigations, performance evaluations and disciplinary actions.
2) Lobby Customer Service – Adding an overhead
storage cabinet for the office and replacing the
cracked terrazzo flooring.

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95 D. Facility Parking
1) Employee Parking – To improve pedestrian safety, adding a lower barrier face at the parking perimeter to deter transit patrons from crossing the employee lot unsafely.

The next steps in the project included the release of RFP No. 23-697 for architectural design, engineering services, and the preparation of final construction drawings. The RFP was scheduled for release on October 7, 2022, with a Pre-Proposal Conference held on October 17, 2022, and proposals due by December 1, 2022.

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96 An estimated timeline of 6 to 8 months was projected for the preparation and review of design submittals.

Following the completion of the design phase, solicitations for Co nstruction Management and a General Contractor were planned to procee d. The construction phase was es timated to take approximately 10 months, depending on the phasing of activities and the complexity of project components.

Based on the current pipeline of secured funding, the project focused on three (3) primary areas:

1. Building Interior Tenant Improvements – includ ing upgrades to Administ ration, Operations, and Vehicle Maintenance areas

2. Civic Center Curved Gate – enhancing the facility’s exterior and public-facing presence

3. Customer Service Lobby HVAC Syst em – replacing or upgrading the heating, ventilation, and air conditioning system to improve comfort and energy efficiency

General description of the project’s design elements are as follows:

Building Interior Tenant Improvements

1) Transit Administration Division - Relocating the Supply/Copier room (Room 303) to existing office (Room 306) on east side of the 3rd floor. Expand the Transit Administrative Officer’s office by building out the former Supply/Copier room. Add a new office for HR/Payroll Technician (Room 303) situated next to Transit Administrative Officer’s office 2) Transit Operations Division - Relocating the coach operator’s locker room to the west side of the building as a new addition. Add a new tran saction window/counter, new exit door to the Dispatch office. Add new small TOS Conference room, expand the TOS offices into the former locker room to accommodate six (6) TOS workst ations, and new partition wall in the Training room.
3) Transit Operations Manager Office – Space enlargement by moving the separating wall from the next office, several feet over. Office doors will be adjusted, as well as ceilings, lighting and air conditioning diffusers to accommodate the new wa ll layout. The wall backed up to the nearby vending machines will be improved for sound privacy.
4) Fleet Maintenance Division – Addition of one office (Storekeeper) to the part’s storeroom.

Customer Service Lobby
1) Installation of a dedicated HVAC and exhaust sy stem to improve and control room temperature along with overhead cabinets with flipper doors main Lobby and Transit Administrative Specialists’ office.

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97 Civic Center Curve Gate
1) Replacement of the Civic Center Curve Gate located at the south entrance to the maintenance yard with a new straight gate. The gate is curved to match the cul-de-sac configuration. New gate should to have remote security gate opening from bus or vehicle or post mounted keypad.

Recently, additional changes to scope have been added to allow for:
1) Reconfiguration of office layout for Customer Service, Vehicle Maintenance Storekeeper’s Office, Dispatch Area to accommodate 7 supervisors and Locker Room for Bus Operators.

RFP No. 24-731 was released on September 1, 2023, for Professional Services for Project Management, Design and Engineering Services, Cons truction Management, and Inspection Services for Norwalk Transit System. Proposals were due on Monday, October 2, 2023, at 11:00 a.m.

Interviews with shortlisted fi rms were conducted during the week of October 9, 2023, and a recommendation for contract award was tentativ ely scheduled for City Council approval on Tuesday, November 17, 2023.

The Scope of Services included comprehensive Project Management, Construction Management, and Inspection Services, with representative tasks such as:

The Consultant will be responsible in reviewing construction drawings an d cost estimates from NTS’ A&E firm.

Review construction schedule, including activity sequences and duration, schedule of submittals and delivery schedule of long lead materials a nd equipment. Review contractor’s updates and revisions as may be required to reflect actual progress of work.

Schedule and conduct progress meetings to disc uss contract issues, procedures, progress, problems, Construction Change Orders (CCO), submittals, request for information (RFIs), deficiencies and schedules.

Audit and process certified payrolls. Establish procedures and monitor contractor compliance with federal and state prevailing wage regulations and requirements

Inspect construction activities to ensure proj ects are constructed in accordance with the approved construction documents (including, but not limited to plans, specifications, as-built drawings, reports, etc.).

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98 Prepare and maintain daily Inspection Reports showing site and weather conditions; traffic control measures taken by contractors; labor (r ecord headcount of prime contractor and subcontractors/vendors), equipment and material s used; quantity of work performed; and major incidents/safety violations. Daily Inspection Re ports shall be submitted to City upon project completion.

Monitor contractors’ utility coordination to minimi ze utility conflict delays and potential need for utility relocations. Report potential conflicts to ut ilities, and advise them to relocate or remove conflicting utilities and report outcome to City.

Monitor compliance with the City’s National Pollutant Discharge Elimination System (NPDES) Permits and requirements. Monitor compliance with all other local, state, and federal laws and regulations.

Additionally, IFB No. 25-777 was released on July 18 , 2024, for Construction for Transit Facility Tenant Improvement Project (CIP #7865). In shortly, Scop e of Work encompassed interior and exterior modifications at the Transportation/Public Services Fa cility. Interior modifications includes relocation of bus operator locker room, remo del Dispatch Suite to accommoda te vestibule with transaction window/counter, additional Supervisor workstations, creation of a small supervisor conference room, restructure Operations Manager/Administration Assi stant Offices, expand Mechanic’s locker room, create Storekeeper’s office, remodel Customer Serv ice Lobby with new dedicated Heating, Ventilation, and Air Conditioning (HVAC) System, relocate Supply/ Copier Room, restructure Transit Admin. Officer’s office, and relocate HR Payroll Technician’s Office. The exterior modifications include new entry gate and fencing at the Civic Center entrance. Proposal s were due on Friday, September 6, 2024, at 11:00 a.m.

An award was made on November 19, 2024, to To vey Shultz Construction, Inc. in the amount of $2,457,379, with an additional 10% contingency allocated for unforeseen conditions and change orders.

A Pre-Construction Kick-Off Meeting was held on Mo nday, January 27, 2025, to review project scope, schedule, safety protocols, and coordination proce dures. Following this meeting, a Notice to Proceed (NTP) was issued for Tuesday, February 25, 2025, officially authorizing the commencement of construction activities.

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99 As of the current reporting period, construction progress is well underway. While significant strides have been made, the project team has encountered several challenges, which are summarized below:
1) Unforeseen Site Conditions
During initial demolition and excavation, issues requiring repair and relocation (i.e. mold damage, multiple non-working roof drains, relocation of vents, etc.) were discovered, requiring design adjustments and coordination with engineering consultants. 2) Material Lead Times and Supply Chain Delays
Several key materials, including HVAC components and custom cabinetry, experienced extended lead times due to ongoing supply chain disruptions, impacting the original construction schedule.
3) Coordination with Ongoing Operations
Construction activities had to be carefully ph ased to minimize disruption to daily transit operations and staff access, particularly in shar ed areas such as the Customer Service Lobby and administrative offices.
4) Design Clarifications and Revision
Field conditions required clarification of certain design elements, including roof drains, storm drains, low voltage power supply, etc. resulting in minor change orders and coordination meetings with the architect and engineering team.
5) Weather Impacts
Inclement weather during the early stages of ex terior work, including bus driver locker rooms, fencing and gate installation, temporarily delayed progress and required schedule adjustments. 6) Subcontractor Availability
Limited availability of specialized subcontracto rs, required adjustments to the construction sequencing and resource planning.

Below are progress photos from construction progress to date:

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Bus Shelter Replacement Projects
Solar Light/ATI Improvements for Route #4
A few bus stops to illustrate need for ambient lighting:

Staff secured funding in the amount of $469, 860 via a 2020 FTA Grant (# CA-2021-086) for the replacement of 195 Bus Stop Beacons and installation of 64 automati c travelers information digital signs on Route #4. This improvement will provide patrons with live bus arrival information at the bus stops which will provide a better transportation experi ence and enhance customer satisfaction. Both the digital signs and beacons are pre-manufactured, therefore there will be no long lead times for production.

ATI Improvements for Route #1
Additionally, staff secured funding in the amou nt of $220,923 via 2022 FTA Grant (# CA-2022-168) and $55,231 via 2023 FTA Grant (# CA-2023-124) to support the acquisition/installation of 45 automatic travelers information digital signs on Route #1 to include hardware/installation and spare signage. These bus improvements will comply with the Americans with Disabilities Act (ADA) requirements and will be constructed in compliance with ADAAG (36 CFR Part 1191), 49 CFR Part 37.

Automatic Travelers Information Digital Signs:

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Features and benefits include:

Remote software upgrades;
Reliable communication with cellular networks;
Passengers will be provided up to date information;
Visually and audibly ADA compliant;
Hardware watchdog timer with automatic and/or manual reset capability; Dynamic display brightness;
Built in audio broadcast capabilities for pre-recorded and real time messages; 1, 2 and 4 line display options.

Tier 2 Improvements for 9 Bus Stops along Route #1, 2, 3 and 5 Lastly, Staff has secured funding in the amount of
$223,519 via a 2020 FTA Grant (# CA-2021-213) to
provide bus stop furnishings and sidewalk/street
improvements for (9) bus st ops. By replacing these
stops, all NTS shelters within the city limits would be brought up to the same standards (i.e. Tier 2 amenities; shelter, bench, trash receptacle, solar powered signs,
etc.). These stops are along Routes 1, 2, 3 and 5 and they are not specific to any one corridor. The region is experiencing a steady decline in ridership. Safety and security issues have surfaced as on e of the biggest deterrent to using public transit. This project will improve the perception of safety, and provide
improved bus stop amenities, therefore
encouraging the use of public transit.

BUS STOP

ID ROUTE STREET CROSS STREET
N01019 1 North ALONDRA PIUMA
N01021 1 North ALONDRA STUDEBAKER
N01025 1 North PIONEER ALONDRA
S01071 1 South PIONEER ALONDRA
N02028 2 C. Clockwise STUDEBAKER ALONDRA
N03035 3 North FOSTER BECHARD
E05008 5 East ROSECRANS CLARKDALE
E05013 5 East ROSECRANS I-5 FREEWAY
W05022 5 West ROSECRANS CLARKDALE

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Bus Stop Equity Enhancement Project
Earlier In 2023, NTS was successful in securing capita l funds to support its Bus Stop Equity Project to provide equity priority amenities to enhance the sa fety, comfort, and accessibility at our bus stops for the transit-reliant patrons served by NTS, which ha s been deemed both a Historically Disadvantaged (HDC) and Low-Income Community (LIC). Currently, wi thin the city limits, NTS has 194 bus stops which range from blade-only stops to Landmark stops. Howe ver, only 50 (25.7%) of those stops are equipped with shelters leaving 74.3% of patrons to endure harsh environmental factors which pose health and safety risks. Providing connections to two major ra il lines (LA Metro’s Green Line Norwalk Station and Santa Fe Springs/Norwalk MetroLink Station) and two sister agencies (Long Beach Transit and LA Metro) within the City of Norwalk. This project will deliver ta ngible benefits directly to residents, and NTS’ 1.2M patrons in the areas of safety, enhancements to protect from environmental extremes, and transportation equity.

Through the implementation of The Bus Stop Equity Pr oject, NTS will alleviate our transit-reliant patrons of the drastic climate changes our region has experienced by providing equitable amenities such as shelters equipped with solar panels to provide ample lighting to assure patron safety while waiting at stops, seating, adequate lighting to enhance safety , and real-time information to provide patrons with accurate wait times to improve the patrons quality of life. Providing these equitable amenities will enable existing and future customers to plan their tr ips with ease and board and transfer to and from routes seamlessly. These improvements will also a llow customers to connect to Metro Link Santa Fe Springs/Norwalk Station, Metro’s Green Line Norwalk Station, and various connections to sister agencies such as Long Beach Transit, LA Metro, and various local community circulators, producing safer and more hospitable environment thus, encouraging ridership in our region.

As such, the following funds were awarded to NTS:

• Secured FTA Grant Funds $1,055,365 under FY23 FTA Bus and Low and No Emission Program in support of Bus Stop Equity Enhancement Project.
• Secured FTA Grant Funds $1,512,292 under FY24’s Capital Discretionary Funding in support of Bus Stop Equity Enhancement Project.

Noteworthy to mention is while NTS did not receive funding, its Bus Stop Equity Project was supported by Congresswoman Linda Sanchez for Community Project Appropriations in the amount of $850,000.

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Norwalk Transit System (NTS) re leased RFP No. 24-731, titled “Professional Services for Project Management, Design and Engineering Services, Construction Management, and Inspection Services for Norwalk Transit System,” with a proposal submission deadline of October 2, 2023. To be considered eligible, all prospective firms were required to submit complete proposals by the stated deadline.

In response, NTS received a total of four (4) proposals from the following firms:

1. Onward Engineering (Onward)

2. MARRS Services, Inc. (MARRS)

3. PSOMAS

4. Virginkar & Associates, Inc. (Virginkar)
NTS staff conducted a thorough evaluation of the proposals based on the criteria outlined in the RFP, which included: firm qualifications, relevant experi ence, the proposed project team, a detailed work plan, and the overall completeness and responsiveness of each submission.

Following the evaluation, Onward Engineering’s cost proposal for the Bus Stop Equity Project (BSEP) was determined to be fair and reasonable, aligning with prevailing labor rates and industry standards. Based on their qualifications and competitive pricing, Onward was selected as the most responsive and responsible proposer.

On February 21, 2024, the Norwalk City Council appr oved an agreement with Onward Engineering to provide Project Management, Design Services, Constr uction Management, and Inspection Services for the BSEP. The contract was awarded in the amount of $500,660, with a performance period extending through December 31, 2026.

Below are samples of draft final designs for Bus Shelters:

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Once the specifications and design details for the bus stop amenities are finalized, procurement will proceed through a formal Invitation for Bids (IFB) pr ocess. The Scope of Work will encompass bus stop improvements (i.e. shelters, benches, trash receptacles, kiosks, display panels, poles, blades, etc.) at 166 bus stops. The overall project will be bid as one projec t; however, construction will be phased such that the City can construct improvements in phases. Phase I will consist of the first 31 bus stops already identified. Succeeding phases will be the remaining 135 bus stops. This will be the most efficient and cost-effective approach to implementing the bus st op improvements. This competitive bidding process will ensure transparency, compliance with procurem ent regulations, and the selection of qualified vendors to supply and install the approved amenities. The scope of procurement is expected to include items such as shelters, benches, trash receptacles, lighting, and signage, all designed to enhance rider comfort, accessibility, and safety. Release of said IFB is estimated for April/May 2026.

Federal Transit Administration – Transit Asset Management Plan Every agency must develop a transit asset management (TAM) plan if it owns, operates, or manages capital assets used to provide public transportation and receives federal financial assistance under 49 U.S.C. Chapter 53 as a recipient or subrecipient. Each transit provider must designate an Accountable Executive (49 CFR 625.5) to ensure appropriate resources for implementing the agency's TAM plan and the Transit Agency Safety Plan.

Each TAM plan should:
• Outline how people, processes, and tools come together to address asset management policy and goals
• Provide accountability and visibility for furt hering understanding of leveraging asset management practices
• Support planning, budgeting, and communications to internal and external stakeholders Transit asset management involves a set of stra tegic and systematic processes and practices for managing the performance, risks, and costs of tran sit assets across their entire lifecycle to deliver service reliably, safely, and cost e ffectively. Asset management is not just about maintenance, and it is more than technology. To be successful, a comprehe nsive approach to asset management incorporates the people, processes, technology, data and information, and continual improvement needed to support better management of assets over their entire life cycle. Particularly for smaller agencies that are

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constantly challenged to do more with less, ensuring that assets are cost-effectively managed to deliver the service needed becomes critical.

NTS’ TAM Plan was developed/completed in Sept ember 2018 and officially submitted to FTA on September 21, 2018, reflecting the conditions and ma turity of NTS and covers a four-year period through 2021. The plan is based on current asset mana gement best practices, FTA guidance, and locally developed policies that reflect NTS’s practical, cost effective approach to transit asset management. It is the first TAM Plan NTS has developed in accordance with FTA rules effective October 2016. NTS commits to updating its TAM program every four (4) years, in accordance with TAM regulatory requirements.

The NTS’ State of Good Repair (SGR) Database has been created in order to track assets according to TAM reporting and NTD requirements. This asset inve ntory tracks all NTS vehicles (paratransit, rolling stock, and non-revenue), NTS equipment (over $50,000) , and NTS Facilities. The SGR Database will be updated as assets are added to the NTS inventory. The Database should at least be updated on an annual basis. Procedures for updating the database according to the procedures outlined in the report.

The TAM Plan included a minor update in 2020 in orde r to meet the California regulations (13 CCR § 2023 as amended by the California Air Resources Bo ard in December 2018) re quiring that Starting January 1, 2026, twenty-five percent of the total nu mber of new bus purchases in each calendar year must be zero emission buses; and Starting January 1, 2029, all new bus purchases must be zero-emission buses.

NTS updated its TAM Plan in 2022 to include the newl y acquired four (4) Zero Electric Buses and accompanying four (4) Electric Charging Stations. The official submittal of NTS’ updated TAM Plan to FTA is October 1, 2022. Since then updates have been completed to account for the additional (5) Zero Electric Buses and accompanying four (4) Electric Charging Stations that were delivered in 2023 and 2025. Finally, updates are required as part of the Annua l NTD Report. NTS must report an inventory of all capital assets used in the provision of public transportation, including:

Revenue vehicles (buses, vans, railcars, etc.)
Non-revenue service vehicles
Facilities (administrative, maintenance, and passenger facilities) Rail fixed guideway infrastructure (if applicable)
Each asset must include:

Asset type and sub-type
Quantity

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Year of manufacture or construction
Useful life benchmark (ULB)
Condition assessment (for facilities)
NTS must also report annual performance targets and condition ratings using the FTA’s TERM scale (1 = poor, 5 = excellent):

Rolling stock – % of vehicles that exceed their ULB
Equipment (non-revenue vehicles) – % that exceed ULB
Facilities – % rated below 3.0 on the TERM scale

State of Good Repair
On April 28, 2017 Governor Brown signed SB 1 (Chapter 5, Statutes of 2017), known as the Road Repair and Accountability Act of 2017. Among other things, SB 1 provides approximately $105 million annually to Public Transit agencies in California for funding of eligible transit projects relating to maintenance, rehabilitation of capital assets, and capital acquisition of facilities and equipment. This investment in public transit has been designated as the State of Good Repair (SGR) Program. Funds are distributed on a formula basis to eligible transit agencies, including Norwalk Transit System (NTS). NTS’ share for Fiscal Year (FY) 2019/20 is $145,114, FY 2020/2021 is $89,997, FY 2023/24 IS $100,798 and estimated for FY 2025/26 is $238,532.

Senate Bill 1 (SB 1) provides supplemental funding to public transit agencies through the State Transit Assistance (STA) formula program. For Fiscal Year 2025–26, Norwalk Transit System (NTS) was allocated $634,609 in SB 1 STA funds, which was in corporated into the City’s adopted FY 2025–26 operating budget.

In addition to STA funds, NTS received State of Good Repair (SGR) funding to support capital improvements. Specifically:
• $145,114 and $137,509 in SGR funds were applied toward facility and tenant improvement projects, supporting upgrades to administrative, operational, and maintenance areas. • $100,798 in SGR funds was designated for the ac quisition of battery electric bus (BEB) replacement vehicles, aligning with NTS’s zero-emission fleet transition goals. • An additional $167,171 and $238,532 in SGR funding were also alloca ted to ongoing facility and tenant improvements, with construction activities currently in progress.

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The $634,609 in STA supplemental fundi ng will be used to support ongoing transit operations, including fixed-route services and other eligible operational expenses.

In accordance with state requirements, eligible reci pients must adopt a resolution by their governing body to approve the use of STA and SGR funds. Re solution No. 19-46, adopted by the Norwalk City Council, provides the necessary authorization for th e use of these funds for FY 2019–20 and subsequent years.

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Projects of Regional Significance
California High Speed Rail
The California High-Speed Rail Authority (Authority) is responsible for planning, designing, building and operation of the first high-speed rail system in the nation. It is projected to connect the Anaheim Regional Transportation In termodal Center in Anaheim and Union Station in Downtown Los Angeles with the Salesforce Transi t Center in San Francisco via the Central Valley, providing a one-seat ride between Union Station and San Francisco in 2 hours and 40 minutes. Expected in 2033, the system will run from San Francisco to the Los Angeles basin. The system will eventually extend to Sacramento and San Diego, totaling 800 miles with up to 24 stations. In addition, the Authority is working with regional partners to impl ement a statewide rail modernization plan that will invest billions of dollars in local and regional rail lines to meet the state’s 21st century transportation needs. The Authority has secured approximately one-third of the funds needed to complete the current estimated cost of the system
13:

In 2008, Californians voted to build electrified high-
speed rail by approving Proposition 1A, which
provided $9.95 billion for high-speed rail planning
and construction; of this, $9 billion was allocated to
the Authority and $950 million was allocated to
regional and local connectivity projects.

In 2009, one year after the passage of Proposition 1A,
the Authority received $2.5 billion in funds thro ugh the American Recovery and Reinvestment Act of 2009 (ARRA).

In 2010, $929 million in additional federal fundi ng was appropriated by Congress from Fiscal Year (FY10) Transportation, Housing and Urban Development funds.

In 2014, the Legislature appropriated 25 percen t of the annual proceeds from the Cap-and- Trade Program to support the development and construction of the system, providing an ongoing revenue stream.

In 2017, the Legislature extended the Cap-and-Trade Program through 2030.

13 HSR, Capital Costs & Funding, https://hsr.ca.gov/about/capital-costs-funding

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Project progress is as follows:

Northern Extension (San Jose to Merced – ~145 miles)
Status: Fully environmentally cleared.

Construction: Early work underway, including Caltrain electrification upgrades between San Francisco and San Jose (shared corridor).

Key Features:
o Will include Pacheco Pass tunnels, a major engineering challenge. o Will connect Silicon Valley to the Centra l Valley, enabling a San Francisco to Bakersfield route.

Southern Extension (Bakersfield to Palmdale – ~80 miles) Status: Environmentally cleared.

Challenges:
o Will require tunneling through the Tehachapi Mountains, one of the most complex parts of the project.
o Coordination with freight and commuter rail services is ongoing.

Goal: To connect the Central Valley to Southe rn California via Palmdale, where it will link with Metrolink and future Brightline West service.

Palmdale to Anaheim (via Burbank and Los Angeles – ~84 miles) Status: Partially cleared (92 miles environmentally approved).

Complexity:
o This segment includes dense urban areas, tunnel work, and shared corridors with existing rail.
o Will require significant coordination with LA Metro, Metrolink, and Union Station upgrades.

Funding & Timeline:
o Still seeking full funding.
o Construction not yet started; planning and design are ongoing.

Project Overview
Total Cost Estimate: ~$64 billion (as of 2025).

Funding Sources:
o State bonds (Prop 1A), federal grants (i ncluding new Bipartisan Infrastructure Law funds), and potential private investment.

Ultimate Goal: A 520-mile high-sp eed rail line from San Francisc o to Anaheim, with trains reaching speeds of up to 220 mph.

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Throughout 2022, the U.S. High-Speed Rail Coalition ac tively urged the California State Legislature to approve the $4.2 billion in voter-approved bond funds for the California High-Speed Rail project, as proposed in Governor Gavin Newsom’s Fiscal Ye ar 2022–2023 Budget. After months of deliberation, state lawmakers approved the release of the $4.2 billio n in late 2022, securing critical funding for the project's Initial Operating Segment between Merced, Fresno, and Bakersfield.

In addition to state funding, the project is posi tioned to benefit from over $2 billion in federal funding through the Bipartisan Infrastructure Law, which allocates significant resources to passenger rail improvements nationwide.

Extending high-speed service to the San Francisco Bay Area and Los Angeles would expand the system to approximately 500 miles, with the total project cost now estimated to reach up to $105 billion, factoring in inflation, tunneling, and urban construction complexities.

The City of Norwalk has been actively participating in planning meetings as the Authority continues its study of high-speed rail routes for the Burbank to Los Angeles and Los Angeles to Anaheim Project Sections. Their goal is to modernize and optimize the existing Los Angeles to Anaheim rail corridor and integrate high-speed rail service into the corridor as well.

Studies are focused on:
• Improving the safety and state of good repair
• Protecting and/or enhancing existing services
• Laying the foundation for the introduction of high-speed rail service A study of existing conditions and access/egre ss mode shares study was performed at the Norwalk/Santa Fe Springs Station to further evaluate maximization of multi-modal connectivity solutions.

Southern California Association of Governments (SCAG) – Green Line Extension The Southern California Association of Governments (SCAG), in coordination with the Los Angeles County Metropolitan Transportation Authority (Metro) and the Cities of Norwalk and Santa Fe Springs, initiated a planning study to evaluate feasible alternatives for extending the Metro C Line (formerly Green Line) eastward from its current terminus at Norwalk Station to the Norwalk/Santa Fe Springs Metrolink Station, located approximately 2.8 miles away.

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The goal of the study is to determine how this strategic connection can best support Norwalk’s economic, cultural, and quality-of- life priorities, while also delivering regional mobility and economic benefits. Key considerations include whether the exte nsion should be constructed at-grade, elevated, or underground, and whether to include an intermediate station between the existing Norwalk Station and the proposed Metrolink terminus.

Although the study was originally expected to be completed by March 2018, SCAG—working closely with the City of Norwalk—has temporarily paused th e Norwalk Green Line Extension Study until further notice. A revised schedule and future updates will be posted on SCAG’s website once available.

Funding for the project is included in Metro’s Meas ure M Expenditure Plan, approved by Los Angeles County voters in November 2016. Th e plan allocates $200 million for the C Line Eastern Extension, with funding currently scheduled to become available in Fiscal Year 2046.

Green Line/Metrolink Express Service Connection (BRT)/Green Line Extension NTS’ role as a regional hub is to enhance conne ctivity between Metro’s Green Line Station and the Norwalk/SFS Metrolink Station by establishing a Bus Rapid Transit (BRT) system whic h can improve the travel experience by reducing travel times and expanding access ibility to travel destinations throughout Los Angeles County. Metro is currently conducting BRT technical studies on the Vermont and North Hollywood to Pasadena corridors. NTS will seek Metro’s support in evaluating the feasibility of the role that BRT will play within its transit system.

ECO-RAPID Transit
The Eco-Rapid Transit corridor spans approximately 40 miles, stretching from Hollywood Burbank Airport (Bob Hope Airp ort) through Downtown Los Angeles to Artesia, connecting over 4 million residents to the regional transportation network.

A major component of this corridor is the We st Santa Ana Branch (WSAB) Transit Corridor Project, a planned 19.3-mile light rail line currently undergoing environmental and engineering

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review. The project is being led by Metro and is part of the Measure R transit program, with an initial $240 million allocation from Measure R funds.

The WSAB project will be constructed in two phases:
• Phase 1 will extend from Artesia to a new transfer station at the Metro C Line (formerly Green Line), located between Paramount Boulevard and Gardendale Street, near the Downey–South Gate border. This phase is expected to begin construction in 2026, with service projected to begin in the early 2030s.
• Phase 2 will continue the lin e north to Union Station in Downtown Los Angeles, with completion currently targeted for 2041, pending full funding and environmental clearance.

When fully operational, the line is expected to serve between 70,000 and 80,000 daily riders, significantly improving transit access for Southeast Los Angeles County.

In a major milestone, the Federal Transit Administration (FTA) approved Metro’s request to enter the Project Development phase of the Capital Investment Grants (CIG) Program. This designation allows Metro to continue advancing the project through environmental clearance, engineering, and design, while retaini ng eligibility for future federal funding. Once the environmental review is complete, the FTA may grant pre-award authority, enabling Metro to incur costs for utility relocation, property ac quisition, and final design work necessary to develop a comprehensive cost estimate and financial plan.

The full project is currently slated to open fo r service by 2041, with phased benefits delivered earlier through the initial segment.

Eco-Rapid Transit consists of 13 members:

City of Artesia
City of Bell
City of Bellflower
City of Bell Gardens
City of Cudahy
City of Downey
City of Glendale
City of Huntington Park
City of Maywood
City of Paramount
City of South Gate
City of Vernon
Burbank-Glendale-Pasadena Airport Authority

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NTS Participation in Coordination Initiatives

Regional Homeland Security and Emergency Management Efforts NTS continues to be active in participating in Homeland Security and Emergency Management policy implementation and practice. NTS staff participates on the Regional On-Board Security Surveillance work group and the Safety and Security committe e of the General Managers group. NTS stays in constant communication with fellow transit agencies and the Los Angeles County Sheriff’s Department Transit Services Bureau regarding matters of crime and security affecting public transit in the greater Los Angeles region.

A Baseline Assessment & Security Enhancement (BASE) Review was performed on Tuesday, November 8, 2016 by the U.S. Department of Homeland Security/Transportation Security Administration. The visit consisted of staff interviews, reviews of current security procedures and a tour of the Transportation Facility & Yard, etc. The BASE program is a voluntary security assessment of national mass transit and passenger rail systems and is performed by TSA’s Transportation Security Inspectors. In short, the assessment informs developm ent of risk mitigation priorities and determines TSA allocations or resources. BASE is aimed at me eting the requirements in the 9/11 Commission Act’s security assessment section. This particular assessmen t section directs TSA to identify critical assets, infrastructure systems and their vulnerabilities as well as assist bus and public transportation authorities to address their security programs. TSA recognizes agencies demonstrating a strong security program with its Gold Standard Award. To date, we are awaiti ng an official report to include recommendations to enhance NTS’ security and a grading score of current conditions.

Public Transit Agency Safety Plan
In July 2018, the Federal Transit Administration (FTA) published the Public Transportation Agency Safety Plan Final Rule, which requires operators of public transportation systems that receive federal funds under FTA's Urbanized Area Formula Funding program (49 U.S.C. § 5307) to develop safety plans that include the processes and procedures to implement Safety Management Systems (SMS). Its purpose is to improve public transportation safety by guiding transit agencies to more effectively and proactively manage safety risks in their systems.

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On July 19, 2018, FTA published the Public Transit Agency Safety Plan (PTASP ) Rule, 49 U.S.C. §5329, requires transit operators who receive 5307 funding to develop a Safety Plan in accordance with 49 C.F.R. Part 673. Under Part 673, operators of public transportation systems shall develop and certify an agency safety plan rooted in SMS principles a nd methods. SMS is a comprehensive and proactive approach to managing safety. It helps transit agenci es understand their safety risk, identify effective ways to manage that risk, and monitor and me asure safety performance to drive continuous improvements to safety.

Originally, the compliance deadline fo r the PTASP regulation was July 20, 2020. However, given the operational ch allenges presented by COVID-19, FTA extended the compliance deadline to December 31, 2020. Moreover, FTA issued a second extension pushing the PTASP compliance deadline to July 20, 2021. To comply with the FTA’s re quirement, NTS se cured technical consulting services to develop NTS’s PTASP. The PTASP was submitted to FTA for voluntary review on March 2, 202 0. On March 17, 2020, FTA completed the review with some minor recommenda tions which were incorporated into the final PTASP. NTS obtained authorization from City Council to submit the PTASP to FTA on June 16, 2020. As such, NTS submitted said plan on July 8, 2020. In brief, the PTASP will covered the following elements:

Transit Agency Information
Plan Development, Approvals and
Certifications
Safety Performance Targets
Safety Management Policy Statement
Safety Risk Management
Safety Assurance
Safety Promotion
Emergencies
External Service Provider
Comprehensive List of Policies
Comprehensive List of Trainings
Moving forward the plan must be updated and certified by the transit agency annually.

More recently, on November 15, 2021, President Bide n signed into law the Bipartisan Infrastructure Law, which amends the FTA PTASP to require transi t agencies establish a Safety Committee. NTS must establish a Safety Committee in keeping with the following requirements:

Safety Committee must be established using a joint labor-management process; Safety Committee must be comprised of an equal number of frontline representatives (selected by the labor union) and management representatives;

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Union representation must reflect a plurality of the NTS frontline workforce; Safety Committee must be established by July 31, 2022.

As such, the Safety Committee has been established with its first meeting to have taken place on November 8, 2022. Discussions items included Accident Review Board, Safety Plan, Facility Gate, Customer Comments, Safety Risk Management, Safety Assurance, Safety Promotion, Verification of Transit Training, etc. The PTASP was distributed and the committee reviewed the plan and provided feedback. The committee which is made up of members from management and labor needed to sign off on acceptance of the plan to move in forward to be approved by the City. The plan was approved by City Council on December 6, 2022.

Most recently, in early 2025, FTA issued final am endments to the PTASP re gulation (49 CFR Part 673), aimed at strengthening safety oversight and improving implementation consistency across transit agencies. Key changes include:
• Expanded Applicability: Agencies operating fewer than 100 vehicles in pe ak service (previously exempt under certain conditions) must now develop full safety plans, though simplified templates are available.
• Enhanced Safety Risk Management (SRM): Agencies must now document and track mitigation effectiveness more rigorously, including quantitative performance metrics. • Employee Reporting Programs: Transit agenci es are required to formalize and promote employee safety reporting programs, with protections against retaliation. • Equity and Safety: New guidance encourages agenci es to consider equity impacts in safety risk assessments, especially in underserved communities.

Norwalk Transit System has completed its annual review of the PTASP for the calendar years 2023, 2024, and 2025. After thorough evaluation, it was determined that no updates or revisions were necessary for these years. Consequently, the PTASP document re mains unchanged since its original adoption on December 6, 2022. As per the regulatory guidance, si nce no modifications were required, there was no need for re-approval or re-signing of the PTASP. This ensures that our safety pl an continues to meet all regulatory requirements and standards without any alterations.

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Transportation Planning and Development

Transit-Oriented Development
Transit Oriented Development (TOD) is the fast growing trend in creating vibrant, livable, sustainable communities. TOD has been defined in a number of different ways but the California Department of Transportation’s (Caltrans) TOD Advisory Commi ttee developed the following: “Transit-Oriented Development is moderate to higher density developmen t located within an easy walk of a major transit stop. It generally includes a mix of residential, employment, and shopping opportunities designed for pedestrians, without excluding the auto.

TOD can be a single building, several
buildings, or the redevelopment of
existing buildings whose design and
orientation facilitate transit use.”
14 As California continues to attract new
residents each year, the number of on-
road vehicle miles travelled increases as
well contributing to congestion. This number has increased by 55% from approximately 306 billion miles in 2000 to 475 billion miles by 2020; the number of on -road vehicles is projected to reach 35 million in 2020 from 23 million in 2000

15. Hence, California’s ability to manage this growth will determine the quality of its environment and quality of life for its re sidents. Therefore, TOD is an imperative strategy that can help manage this growth by focusing on compact growth around transit stops by creating mixed-use, denser and walkable “transit villages”.

Pursuant to review by the Norwalk City Council, the NTS’ Transit-Oriented Development Program will consists of four elements: (a) station area planning; (b) joint development; (c ) development review; and (d) outreach, research and education. While this program is still in its infancy, it is envisioned as a strong partnership with the local Norwalk community a nd surrounding cities to find innovative ways of promoting land uses that support more effective utilizat ion of NTS’ transportation system as a regional hub. NTS plans to continue its commitment to TOD an d will work with cities, county, developers and other interested parties in this regard.

14 Caltrans Statewide TOD Study, http://www.dot.ca.gov/hq/MassTrans/Docs-Pdfs/TOD-Study-Final-Rpt.pdf, 2001 15 Department of Transportation, Division of Transportation System Information, California Vehicle Stock, Travel and Fuel Forecast (MVSTAFF), November 2001.

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Benefits of Transit Oriented Development16:

Goals of Transit Oriented
Development: Environmental Goals
Economic Goals Social/Cultural Goals
• Mitigate Climate Change • Local Prosperity • Accessibility & Mobility • Resource Conservation • Fiscal Sustainability • Affordable Housing • Improve Air Quality • Clustering/Business Niches • Diversity & Integration • Improve Water Quality • Housing Diversity • Safety & Security • Open Space Preservation

More recently, the City of Norwalk is pursuing an op portunity to rehabilitate a state property located on Bloomfield Avenue, by transforming it to a Transit V illage for Norwalk. The proposed transit-oriented eco community project would bring new affordable housing units, commercial spaces and green community spaces to the City of Norwalk.

The property is located on Bloomfield Avenue between Imperial and Rosecrans. It currently houses the former Youth Correctional Facility, which is no longer in use. The Transit-Oriented Residential District includes the large triangle of property bounded by Imperial Highway, Pioneer Blvd., and Firestone Blvd., and the corresponding properties on the south side of Firestone Blvd. back to the railroad right-of-way.

This area allows for bus transit access via Imperial Highway to both the Metrolink train station and the

16 TOD Institute, http://www.tod.org/, HNTB Companies, 2016

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Metro Green Line. The conceptual plan for the Norw alk Transit Village involves transforming a 32-acre former youth prison site at 13200 Bloomfield Avenue into a mixed-use, transit-oriented community. The project includes demolishing existing structures and developing a community with up to 770 residential units (40% of which must be affordable), a commerc ial center with a 150-key hotel and retail/restaurant space, and new open spaces like parks and trails. Th is plan, approved by the City Council in January 2025, aims to increase housing options and create a vibrant neighborhood connected to the nearby Metrolink station.

Project components
Residential: Up to 770 residential units, including a mix of market-rate and affordable apartments and townhomes.

Commercial: A neighborhood commercial center with approximately 66,600 square feet of commercial space, including a 150-room hotel, restaurants, and other retail.

Open Space: Over three acres of open space, including a 1.56-acre central park, linear parks, and other public and private green areas.

Infrastructure: New utility infrastructure, including water, sewer, and storm drain systems, will be installed.

Connectivity: The development is designed to improve pedestrian and bike paths, connecting to the Metrolink station and Zimmerman Park.

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Micro Transit
Recent declines in public transit ridership are pushing transportation agencies around the country, to pursue on-demand strategies and technology with tech companies to develop dynamic shared ride services.

Namely, leveraging technology through use of smart phones to offer data- driven, pop-up transit services better known as “Microtransit” which could lure back riders lost to popular app-based services, such as Uber and Lyft.

Microtransit is a form of Demand Responsive Transi t. This technology enabled transit service offers flexible routing and/or flexible scheduling of minibu s vehicles. This service functions like UberPool or LyftLine but with large vans or minibuses instead of sedans and SUVs, using mobile apps and algorithms to match passengers making similar trips in a single ve hicle. Microtransit providers use instant exchange of information, enabling an extra re al-time matching of demand (trip) and supply (driven vehicle) on top of an in-advance matching, which extends the accessibility of the tran sit service. Possible pick-up/drop- off stops are usually pre-defined to allow better rout es' optimization. Conceptually, it fits somewhere between private individual transportation (cars or taxicabs) and public mass transit (buses).

*Please see pgs. 45-46 for current developments

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Active Transportation

Micro Mobility
Micro Mobility refers to the use of electronic sc ooters and bikes to travel shorter distances around cities, often to or from another mode of transportati on (bus, train, or car). Users typically rent such a scooter or bike for a short period of time using an app.

NTS is looking to increase Micro Mobility via bikes and electric bikes choices for Norwalk residents and commuters. NTS staff and consultant are evaluating th e potential of implementing new travel options in the City. Bikeshare is a service in which bicycles ar e made available for shared use to individuals on a short term basis for a price or for free. Some bike share systems allow people to borrow a bike from a "dock" and return it at a later time. Docks are special bike racks that keep bikes locked and in place, and only releases them by computer control. Bike users enter payment information, and the computer unlocks a bike. The user returns the bike by placing it in the original dock, or in some cases another open dock at a different location.

As a means to fully assess the potential for community interest in a bikeshare program, NTS completed a Bikeshare Questionnaire via Monkey Survey with th e intent of distribution in January 2020 (see pgs. 114-115). However, the Micro Mobility Project was plac ed on hold due to the pandemic outbreak of COVID-19 and will remain in flux depending on ch anging conditions. Community responses to the questionnaire when implemented will be tabulated and will assist in planning for new services that may

improve travel experience and increase mobility within the City. NTS’ consultant finalized the Bikeshare Plan: Share Use Mobility to include research issues covering ordinances, regulations, safety, liability, estimated costs, funding, etc. which will be used to guide planning and decision making.

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City’s Bicycle Master Plan
The City was awarded a grant in the amount of
$163,780 from the California Department of
Transportation (Caltrans) for the Caltrans Sustainable
Transportation Planning Grant Program – Sustainable
Communities with a Local Match of Measure R funds
in the amount of $21,200. The grant will help de velop a Bicycle Master Plan (BMP) to improve connectivity to the local and regional bicycle netw ork and provide safer travel paths for commuters and recreational cyclists alike. The proposed BMP will assess and improve routes to numerous schools and parks, the San Gabriel River Trail connector faciliti es, and other commercial and recreational locations throughout the City and Region. The BMP will also seek to improve First/Last Mile connectivity to the Norwalk/Santa Fe Springs Transportation Center as well as the Metrolink Green Line Station.

The primary goals of the Bicycle Master Plan are to provide a safe, efficient, and connected network of bicycle facilit ies that residents and stakeholders can enjoy for a variety of purposes. Co-benefits of the BMP include reducing air pollution, easing congestion, and improving public health. The major deliverable is a BMP that includes goal s and objectives, a review of existing conditions and issues, and a prioritized list of proposed projects and programs that have been formed by community and stakeholder input.

A request for proposals for professional engineerin g services to develop a comprehensive Norwalk BMP was released on December 31, 2019. On May 19, 2020, an award was made to Kittleson & Associates, Inc. as the most advantageous proposals to the City.

Kittelson & Associates, Inc. (Kittelson) will develop a comprehensive Norwalk Bicycle Master Plan based on their competitive proposal and overall detailed work plan including their unique community and stakeholder engagement. Kittelson has conducted the data collection and a review of existing plans to establish the baseline on which the BMP will build the City’s bicycle network. This effort has included:

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Conducting fieldwork to observe conditions at key location in the city (e.g. rail stations, freeway ramps, and busy intersections);
Reaching out to adjacent jurisdictions to obtain their bicycle plans and active transportation plans (County of Los Angeles and cities of Bellf lower, Cerritos, Santa Fe Springs, Downey, and Artesia). Also relevant plans from Gateway Cities COG and Metro.

Preparing a memo documenting the current ro adway network and conditions throughout the city with an analysis of barriers to bicycle accessibility; Developed and administered an online survey which included an interactive map for people for people to comment on. Distributed paper surveys to stakeholder groups; and
Hosted two virtual community workshops to obtain participants thoughts on general biking conditions and destinations they want to bike to.

Input from the public was obtained through 2 virtual community workshops in February 2021 and April 2021 to help ga ther feedback to develop the BMP.

During the BMP outreach meetings, the community stakeholders identified a number of barriers relative to placement of bike lanes throughout the City, including streets and intersections believed to be unsafe for bicycle riders. The survey administered also covered a number of issues which will be used to assess interest and willingness of the community to use bicycle facilities. Once the
BMP is concluded the results will be used to
inform decision-making for bike lane
infrastructure and potential bikeshare
program implementation.

On Tuesday, February 15, 2022, the Norwalk
City Council unanimously approved the
adoption of the BMP which will help further
the City’s goal and vision to construct alternative urban pathways and help establish a citywide bicycle network.

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The goals and objectives to achieve this vision are as follows:

The updated plan, with support from SCAG and funding from the Active Transportation Program (ATP) is expected to be adopted in 2026, and will:

Reflect current bicycle usage trends and community needs.

Integrate with regional bike networks and first/last mile strategies.

Prioritize equity, safety, and climate resilience.

New and planned bikeways (i.e. striped bike lanes/bike routes) have been added or are in design:

Norwalk Boulevard: Enhanced bike lanes with green paint and buffer zones.

Imperial Highway: Corridor study underway for protected bike lanes.

Firestone Boulevard: Multimodal improvements including bike infrastructure.

The City is exploring Class IV (protected bike lanes) in high-traffic areas.

The plan emphasizes bike access to key transit hubs, including:

Norwalk/Santa Fe Springs Metrolink Station
Norwalk C Line (Green Line) Station

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Bike Lockers Program
NTS previously offered bicycle lockers for rent to bus riders at the Norwalk/Santa Fe Springs Metrolink Station, located at 12650 E. Imperial Hwy., Norwalk, CA 90650. Lockers were available on both the west and east sides of the station, with a rental fee of $24.00 for six (6) months, plus a $20.00 refundable security lock deposit.

However, due to a recent increase in break-ins and vandalism, the Bike Locker Program is temporarily on hold while the City evaluates enhanced security meas ures and potential upgrades to the locker system.

Subsequently, NTS retrofitted the existing bike lockers to make them more secure, but this was unsuccessful in preventing thefts.

Commuters interested in future availability may cont act the NTS Customer Service Office by email or phone during regular business hours. Updates will be posted on the City’s website once the program resumes.

A copy of the Bike Locker Agreement and additional information can be found at:
https://www.norwalk.org/city-hall/departments/norwalk-transit-system-nts/bicycle-lockers

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The Norwalk Transit System (NTS) ha s recently secured Federal Transit Administration (FTA) Fiscal Year 2025 Section 5307 1% Associated Transit Improvement funding for its “Bike & Ride Station Project.” This initiative is designed to provide a safe, secure, weather-protected, and long-term indoor bicycle parking facility for commuters who bike to transit.

The Bike & Ride Station will significantly expand secu re bicycle parking capacity at the Norwalk/Santa Fe Springs Transportation Center/Metrolink Station, enab ling more patrons to use bicycles as a first/last mile solution. This facility will allo w commuters to safely store their bi cycles and continue their journey via bus or commuter rail. While many residents may not live within biking distance of their workplace, they are often within biking distance of a transit hub—making this project a key link in the regional mobility network. The project also supports the goals outlined in the City of Norwalk’s Bicycle Master Plan, by delivering critical infrastructure that promotes bike-to-transit connectivity.

Once completed, the Bike & Ride Station will offer:

At least 20 secured, fee-based indoor bicycle parking spaces, including bike lockers and rack compartments.

An access-controlled enclosure for registered users only.

Amenities such as a changing room, bike repair stand, air pump, and vending machines. 24-hour CCTV surveillance and full lighting coverage to ensure safety and visibility.

This facility will provide long-term, secure bicycl e parking adjacent to tr ansit, encouraging more residents to incorporate cycling into their daily commute. By supporting multimodal transportation, the Bike & Ride Station will
contribute to a more
sustainable, accessible, and
efficient transit system in
Norwalk.

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SECTION II

Tables

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SECTION III - APPENDIX

Route Maps

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NTS System Map

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Route 1

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Route 2

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Route 3

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Route 4

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Route 5

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Route 7