Redondo Beach City Council
December 5, 2023

Beach Cities Transit
Transit Services Study
Transit Services Study Final Report
DRAFT
October 2023

DRAFT
BEACH CITIES TRANSIT – TRANSIT SERVICES STUDY i

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

11.5 Potential Funding Sources .......................................................................................309 12 Next Steps........................................................................................................................................317 13 Appendices ......................................................................................................................................318 Appendix A: Public Outreach Summary Report ..................................................................................318 Appendix B: List of Senior Housing Complexes Within Redondo Beach and Hermosa Beach........................................................................................................................................................427 Appendix C: Space Needs Program......................................................................................................428 Appendix D: Site Plans...........................................................................................................................432 Appendix E: Financial Considerations and Inputs..............................................................................437 Appendix F: Cost Estimate ....................................................................................................................438

LIST OF FIGURES
Figure 1-1: Transit Services Study process .................................................................................................. 4 Figure 1-2: Line 102 ...................................................................................................................................... 6 Figure 1-3: Line 109 ...................................................................................................................................... 8 Figure 1-4: The WAVE Service Area and Satellite Locations.....................................................................10 Figure 1-5: Line 102 Recommended Changes...........................................................................................16 Figure 1-6: Line 109 Recommended Changes...........................................................................................18 Figure 1-7: Proposed Manhattan Beach Blvd Link .....................................................................................19 Figure 1-8: Conceptual Master Plan for New Operations & Maintenance Facility......................................21 Figure 2-1: BCT Routes with South Bay Connections................................................................................29 Figure 2-2: Transit Services Study Process................................................................................................30 Figure 3-1: Residential Transit Orientation Index (RTOI) for BCT service area .........................................32 Figure 3-2: Route Alternatives for Currently Discontinued BCT Line 104 ..................................................34 DRAFT
BEACH CITIES TRANSIT – TRANSIT SERVICES STUDY iii
Figure 3-3: Areas of Opportunity around Line 102 ....................................................................................37 Figure 3-4: SCAG-defined High-Quality Transit Areas in BCT Service Area (2020) ................................39 Figure 3-5: Metro and Regional Services in the South Bay (top) and the Beach Cities (bottom) .............42 Figure 3-6: Torrance Transit Phase 2 route map ......................................................................................46 Figure 3-7: GTrans Service Concept 2023-2025 ......................................................................................48 Figure 3-8: Population density (2019) .......................................................................................................51 Figure 3-9: Job Density (2019) ..................................................................................................................53 Figure 3-10: Major Employment Sectors in Redondo Beach and the Beach Cities (Data source:

NAICS) ....................................................................................................................................................54 Figure 3-11: LEHD Inflow-Outflow (2019) ..................................................................................................55 Figure 3-12: Low-income Populations (2019) ...........................................................................................57 Figure 3-13: Median Household Income (2019) .......................................................................................58 Figure 3-14: Minority Population Density (2019) .......................................................................................59 Figure 3-15: Limited English Proficiency Households (2019) ...................................................................60 Figure 3-16: Transit Mode Share (2019) ...................................................................................................61 Figure 3-17: Car-free Households (2019) ................................................................................................. 63 Figure 3-18: Senior Population Density (2019) .........................................................................................65 Figure 3-19: Youth Population Density (2019) ..........................................................................................67 Figure 3-20: CalEnviroScreen Disadvantaged Communities (2021) ........................................................69 Figure 3-21: Different Street Designs in BCT’s service area......................................................................70 Figure 3-22: Projected Population Change, 2020-2045 ............................................................................72 Figure 3-23: Projected Employment Change, 2020-2045 .........................................................................74 Figure 3-24: Regional Transit Services in the BCT Service Area...............................................................81 Figure 3-25: Historical Ridership and Service Hours on Fixed Route Servicesf ........................................82 Figure 3-26: Average Daily Boardings across BCT Fixed Route Servicesf................................................84 Figure 3-27: Stop-level Passenger Activity ................................................................................................. 85 Figure 3-28: Service span and frequency, March 2023 ............................................................................86 Figure 3-29: Line 102 with Major Trip Generators ......................................................................................87 Figure 3-30: Daily average Boardings for Line 102 ..................................................................................88 Figure 3-31: Line 102 Productivity as Measured by Revenue Hours and Passenger Boardingsf..............89 Figure 3-32: Line 102 Passenger Fare Profile by Month, July and October 2019 ....................................90 Figure 3-33: Breakdown of TAP Utilization on Line 102 ...........................................................................91 Figure 3-34: Line 102 OTP Timepoints.......................................................................................................91 Figure 3-35: Line 102 Average Weekday On-Time Performance...............................................................92 Figure 3-36: Line 109 with Major Trip Generators ......................................................................................94 Figure 3-37: Average Daily Boardings by Month on Line 109 ..................................................................95 Figure 3-38: Line 109 Productivity as Measured by Revenue Hours and Passenger Boardingsf..............96 Figure 3-39: Line 109 Passenger Profile by Fare Category (left) and TAP Card Utilization by Category (right) .........................................................................................................................................97 Figure 3-40: Line 109 Measured Timepoints ..............................................................................................97 Figure 3-41: Line 109 Average OTP by Month ...........................................................................................98 Figure 3-42: The WAVE Service Area and Satellite Locations................................................................. 101 Figure 3-43: The WAVE Ridership and Service Hours, 2009-2021 ........................................................103 Figure 3-44: WAVE Ridership...................................................................................................................103 Figure 3-45: Origin and Destinations from WAVE Trips in 2019 ............................................................104 Figure 3-46: WAVE OTP .........................................................................................................................105 Figure 3-47: Example Intersection ............................................................................................................109 Figure 3-48: RBTC Renderings ...............................................................................................................110 Figure 3-49: Redondo Beach Transit Center Bus Bay Schematicf ..........................................................111 Figure 3-50: Capital Funding from 2018-24 ............................................................................................115 Figure 3-51: BCT Fixed-route Operating Expenses (FY2019-20, BCT Financial Reporting) .................116 Figure 3-52: BCT Demand Response Operating Expenses (FY19-20, BCT Financial Reporting) ........117 Figure 3-53: Operating Funding Sources..................................................................................................119 DRAFT
iv
Figure 3-54: Farebox Recovery and Operating Expenses (2016-20) .....................................................120 Figure 3-55: Future Transportation and Land Use and Development Projects in BCT Service Area ......126 Figure 4-1: Site Diagram of BCT Property (above) and Aerial View (below) ..........................................129 Figure 4-2: Image of Parked BCT Bus and Fleet Maintenance Facility....................................................130 Figure 4-3: Interior Maintenance Bays......................................................................................................131 Figure 4-4: Dispatch Window and Office Facing into Driver’s Room........................................................131 Figure 4-5: Ceiling Space and Fluid Reels Within Maintenance Bays .....................................................132 Figure 4-6: Parked Buses in Newly Resurfaced Fleet Parking Area ........................................................133 Figure 5-1: Dispenser installation configurations......................................................................................141 Figure 5-2: Upgraded Service Transformer from Roaring Forks Transportation Authority ......................143 Figure 5-3: Technology Overview of a BEB versus a FCEB ...................................................................144 Figure 5-4: Generalized Schematic of a Hydrogen Infrastructure Facilityf...............................................145 Figure 5-5: Liquid Hydrogen Fueling Station Equipment (storage tank, left, and vaporizer and compressor, right) at OCTA ......................................................................................................................146 Figure 5-6: Layout of Liquid Hydrogen Refueling Stationf........................................................................147 Figure 5-7: Hydrogen Fueling Facilities in the South Bay, Hydrogen Fuel Cell Partnership ..................148 Figure 5-8: UMS Mission Zero-Emission Cutaway Bus............................................................................150 Figure 5-9: Optimal-EV Low-Floor Cutaways Bus Using Proterra Battery System ..................................151 Figure 5-10: Hourly Vehicles in Operation ..............................................................................................155 Figure 5-11: Block Frequency by Daily Service Milesf .............................................................................156 Figure 5-12: Vehicle Frequency by Daily Service Miles ..........................................................................157 Figure 5-13: Daily Mileage for WAVE Vehicles .....................................................................................158 Figure 6-1: Transit Services Study Description Display Boards ...............................................................167 Figure 6-2: Transit Services Study Display Board with Community Feedback ........................................167 Figure 7-1: School tripper Schedule Starting Fall 2022, Monday Only ...................................................173 Figure 7-2: School tripper Schedule Starting Fall 2022, Tuesday-Friday ...............................................173 Figure 7-3: Redondo Beach Transit Center Bus Bay Schematic ............................................................174 Figure 7-4: South Bay Galleria Redevelopment Rendering ....................................................................175 Figure 7-5: South Bay Galleria Redevelopment Site Plan ......................................................................176 Figure 7-6: Illegally Parked Vehicles in the Space Reserved for Transit Vehicles at the Pier .................177 Figure 7-7: Line 102 Short-range Changes ..............................................................................................178 Figure 7-8: Existing and Proposed Service Spans and Frequencies for Line 102 (at full plan implementation).........................................................................................................................................179 Figure 7-9: Metro C Line Extension Alternatives ....................................................................................181 Figure 7-10: LAX Automated People Mover and Airport Metro Connector Station ................................183 Figure 7-11: Plaza El Segundo and Manhattan Village Mall in Relation to Current Line 109 Stops ......185 Figure 7-12: Travel patterns in South Redondo ......................................................................................187 Figure 7-13: Line 109 Short-Range Changes ...........................................................................................188 Figure 7-14: Existing and Proposed Service Spans and Frequencies for Line 109 (at full plan implementation).........................................................................................................................................189 Figure 7-15: Senior Population Density (2019) .......................................................................................191 Figure 7-16: WAVE Ridership Comparison .............................................................................................192 Figure 7-17: Example Screenshots of Trip-Booking Apps: (Left) On-Request Micro Transit provided by Antelope Valley Transit Authority and (Right) the Transit App Showing Both Fixed Route and Microtransit Options (Metro Micro)..........................................................................................199 Figure 7-18: LA Metro Line 126 (discontinued) .......................................................................................200 Figure 7-19: Manhattan Beach Blvd Route Option 1 ................................................................................205 Figure 7-20: Manhattan Beach Blvd Route Option 2 ................................................................................206 Figure 7-21: Manhattan Beach Blvd Route Option 3 ................................................................................208 Figure 7-22: Manhattan Beach Blvd Route Option 4 ................................................................................209 Figure 7-23: Los Angeles Countywide Signal Priority...............................................................................222 Figure 7-24: Examples of Distinctive Bus Branding (from left to right: Metro Micro, Santa Monica Big Blue Bus, Culver City Bus) .................................................................................................................222 DRAFT
BEACH CITIES TRANSIT – TRANSIT SERVICES STUDY v
Figure 7-25: Electric LADOT Bus Branding ..............................................................................................223 Figure 7-26: Santa Barbara MTD Q1 2022 Quarterly System Ridership Report......................................228 Figure 7-27: New Bus Stop Amenities in Culver City ...............................................................................230 Figure 7-28: Example Instagram Posts.....................................................................................................232 Figure 7-29: Los Angeles County Fair and Transit Advertising ................................................................233 Figure 8-1: Modeling overview..................................................................................................................237 Figure 8-2: Detailed Bus Specification Inputs ...........................................................................................239 Figure 8-3: Examples of Two Representative Driving Cycles...................................................................241 Figure 8-4: Line 109 Elevation Profile Generated from Google Earth ......................................................242 Figure 8-5: ZEBDecide Energy Modeling Process ...................................................................................244 Figure 8-6: Relationship between Routes, Blocks, and Vehicle Assignments. ........................................245 Figure 8-7: ZEBDecide Energy Modeling Process (Demand Response Services)..................................246 Figure 8-8: Block-level Fixed Route Modeling Resultsf............................................................................247 Figure 8-9: Vehicle-level Fixed Route Modeling Results ..........................................................................247 Figure 8-10: SOC Distribution for Cutaways.............................................................................................248 Figure 8-11: SOC Distribution for Vans ....................................................................................................249 Figure 8-12: Proposed Manhattan Beach Blvd Service............................................................................250 Figure 8-13: BEB Charging Profile............................................................................................................253 Figure 8-14: BCT Fleet Composition Through 2040 by Vehicle Type and Technology ...........................254 Figure 8-15: Example Depot Planning Tool to Understand Scheduling and Operations of BEBs (Source: Siemens). ...................................................................................................................................258 Figure 8-16: A BEB Plugged into a Charger in Lancaster, CA (Antelope Valley Transit Authority) .......261 Figure 8-17: Example of New Flyer Connect 360.....................................................................................269 Figure 8-18: Example of Lightning eMotors daily summary report ...........................................................270 Figure 8-19: Example of TTC eBus KPIs. ..............................................................................................271 Figure 8-20: CalEnviroScreen Disadvantaged Communities (2021) ......................................................275 Figure 8-21: Annual Emissions Comparison.............................................................................................276 Figure 8-22: Equivalent Benefits of Implementing a BEB Fleet at BCT ...................................................277 Figure 9-1: Existing Conditions Site Plan for Transit Center & Existing Operations & Maintenance Facility .......................................................................................................................................................284 Figure 9-2: Conceptual Master Plan for New Operations & Maintenance Facility....................................285 Figure 9-3: Enlarged Plan for New Operations & Maintenance Facility ...................................................286 Figure 9-4: Enlarged Plan of Potential Park-and-Ride Lot Modifications .................................................287 Figure 9-5: Enlarged Plan of Potential New Park-and-Ride Parking Structure ........................................288 Figure 9-6: SCE Charge Ready Program Flow Chart, Source: SCE........................................................290 Figure 9-7: SCE-Built Infrastructure option for the CRT program.............................................................291 Figure 9-8: Customer-Built option for the CRT program...........................................................................292 Figure 9-9: Typical Stationary Back-Up Diesel Generator with Belly Tank Fuel Storage .......................294 Figure 10-1: Implementation Plan Schedule.............................................................................................302

LIST OF TABLES
Table 1-1: Summary of Engagement Activities and Outreach Methods.....................................................11 Table 1-2: Service Plan Summary ..............................................................................................................20 Table 1-3: Coordinated Implementation Plan, 2024-2040 ........................................................................22 Table 1-4: Operating Cost Estimates for Five-Year Service Plan...............................................................26 Table 1-5: Total Opinion of Probable Cost with Escalation Plus Equipment Cost and Soft Costs.............26 Table 1-6: Estimated Costs for Bus Procurements.....................................................................................26 Table 1-7: Financial Plan Summary............................................................................................................27 Table 3-1: NextGen Bus Study changes and potential impacts to BCT .....................................................41 Table 3-2: Selected demographic characteristics .....................................................................................50 Table 3-3: BCT Service Changes, 2005-2021 ..........................................................................................76 DRAFT
vi
Table 3-4: Other Transit Providers in South Bay ........................................................................................78 Table 3-5: Summary Report for BCT, August 2019 – February 2020 ......................................................83 Table 3-6: WAVE Ridership by Ride Type................................................................................................102 Table 3-7: Boardings per Revenue Hour and Milef ..................................................................................103 Table 3-8: WAVE Comments, July 2019-June 2020 ..............................................................................106 Table 3-9: Fare Category Description with Cost and Utilizationf ..............................................................112 Table 3-10: TAP Card Fares by Category ................................................................................................113 Table 3-11: Vehicle Procurements from 2018-24 .....................................................................................115 Table 3-12: Funding Sources ..................................................................................................................118 Table 3-13: Allocation of Operations Funds ............................................................................................119 Table 3-14: Transportation projects in the South Bay ..............................................................................121 Table 3-15: Land use and Development Projects in the South Bay .........................................................123 Table 5-1: ZEB Purchase Schedule (as a percentage of total new bus purchases for small transit agencies) for standard buses ..................................................................................................................137 Table 5-2: Non-exhaustive List of Available Transit BEBs, Battery Capacities, Range, and Fuel Economy. .................................................................................................................................................. 140 Table 5-3: Examples of Dispenser Installation Configurations ................................................................. 142 Table 5-4: Non-exhaustive List of Available Transit FCEBs, Battery Capacities, Range, and Fuel Economy ...................................................................................................................................................144 Table 5-5: Summary of Zero-Emission Cutaway Options.........................................................................151 Table 5-6: Zero-emission Vehicle Options for Paratransit use ................................................................. 153 Table 5-7: BCT Fleet Compositionf...........................................................................................................154 Table 6-1: Details of Direct Engagement Activities...................................................................................160 Table 6-2: Survey Responses by Survey Type.........................................................................................161 Table 7-1: BCT Goals and Actions ...........................................................................................................170 Table 7-2: Line 102 Short-Range Operational Considerations................................................................. 180 Table 7-3: Line 109 Short-Range Operational Considerations................................................................. 190 Table 7-4: Example of Estimated Costs for Taxi/TNC Program .............................................................195 Table 7-5: Comparison of WAVE Service and a Taxi/TNC Subsidy Program..........................................196 Table 7-6: Manhattan Beach Blvd Route Option 1 Considerations ..........................................................203 Table 7-7: Manhattan Beach Blvd Route Option 2 Considerations ..........................................................205 Table 7-8: Manhattan Beach Blvd Route Option 3 Considerations ..........................................................207 Table 7-9: Manhattan Beach Blvd Route Option 4 Considerations ..........................................................208 Table 7-10: Multicriteria Analysis of Different Manhattan Beach Blvd Route Options..............................210 Table 7-11: Short-range Service Plan Summary ......................................................................................211 Table 7-12: Short-range Service Plan Annual Revenue Hour Estimates .................................................212 Table 7-13: Peak Vehicle Requirement Estimates ...................................................................................213 Table 7-14: BCT goals and vision.............................................................................................................215 Table 7-15: Goal 1 Supporting Recommendations and Action Items.......................................................216 Table 7-16: Transit Priority Measures Overview.......................................................................................220 Table 7-17: Goal 2 Supporting Recommendations and Action Items.......................................................224 Table 7-18: Goal 3 Supporting Recommendations and Action Items.......................................................225 Table 7-19: Goal 4 Supporting Recommendations and Action Items.......................................................230 Table 7-20: Assessment of Major Service Changes.................................................................................235 Table 7-21: BCT Service Area Demographics..........................................................................................235 Table 7-22: Affected Area Demographics................................................................................................. 236 Table 8-1: Major Considerations for Deployment of BEBs or FCEBs ......................................................238 Table 8-2: Bus Specifications for Fixed Route Energy Modeling..............................................................240 Table 8-3: Elevation Analysis....................................................................................................................242 Table 8-4: Bus Specifications for the WAVE Energy Modeling ................................................................243 Table 8-5: Average Fuel Efficiency and Estimated Range for Fixed Route Modeling Results.................248 Table 8-6: Average Fuel Efficiency and Estimated Range for the WAVE Modeling Results ...................249 Table 8-7: Preliminary and Preferred Fleet Concepts ..............................................................................252 DRAFT
BEACH CITIES TRANSIT – TRANSIT SERVICES STUDY vii
Table 8-8: 2023-2040 Fleet Forecast........................................................................................................255 Table 8-9: Charge Management System Vendor Comparison................................................................. 263 Table 8-10: Potential Training Methods ....................................................................................................272 Table 8-11: Annual Emission in Tons of CO2 per year for BFT’s Fleet by Service Type .........................276 Table 8-12: Summary of Heavy-Duty Vehicle Options .............................................................................278 Table 8-13: Summary of Medium-Duty Vehicle Options...........................................................................280 Table 9-1: Proposed Building Areas .........................................................................................................282 Table 9-2: Proposed Parking Sizes and Quantities ..................................................................................283 Table 9-3: Proposed Site Areas................................................................................................................283 Table 10-1: Coordinated implementation plan, 2024-2040 .....................................................................298 Table 11-1: Operating Cost Estimates for the Five-Year Service Plan ....................................................303 Table 11-2: Capital Investment for Buses During the Five-Year Service Plan Horizon............................304 Table 11-3: Capital Investment for Buses, FY28-29 Through FY39-40 ...................................................305 Table 11-4: Total Opinion of Probable Cost with Escalation Plus Equipment Cost and Soft Costs.........306 Table 11-5: Financial Plan Summary........................................................................................................307 Table 11-6: Potential funding sources ......................................................................................................309 Table 11-7: FTA Zero-Emission Fleet Transition Plan Requirements ......................................................316

DRAFT
Beach Cities Transit – Transit Services Study 1

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

RTP/SCS
RUHS
SARTA
SBCCOG
SCAG
SCE
SGR
SOC
STA
TAP
TDA
Hydrogen refueling station
High Quality Transit Area
Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project Internal combustion engine
Innovative Clean Transit
Key performance indicator
Los Angeles Department of Transportation
Los Angeles World Airports
Los Angeles International Airport
Longitudinal Employer-Household Dynamics
Limited English Proficiency
Long Range Transportation Plan
Measure R Regional Clean Fuel Bus Capital Fund
National Environmental Policy Act
National Fire Protection Association
National Renewable Energy Laboratory
National Transit Database
National Transit Institute
Open Charge Point Protocol
Office of Environmental Health Hazard Assessment
Operations and maintenance facility
On-time performance
Personal Protective Equipment
Photovoltaics
Palos Verdes Peninsula Transit Authority
Redondo Beach Transit Center
Ridership Growth Action Plan
Residential Transit Orientation Index
Regional Transportation Plan/Sustainable Communities Strategy Redondo Union High School
Stark Area Regional Transit Authority
South Bay Cities Council of Governments
Southern California Association of Governments
Southern California Edison
State of Good Repair
State of charge
State Transportation Assistance
Transit Access Pass
Transportation Development Act
DRAFT
Beach Cities Transit – Transit Services Study 3
TIRCP
TNC
TSP
TSS
TTC
TTS
UZA
ZE
ZEB
Transit and Intercity Capital Rail Program
Transportation network company
Transit signal priority
Transit Services Study
Toronto Transit Commission
Torrance Transit System
Urbanized area
Zero-emission
Zero-emission bus
DRAFT
4 1 EXECUTIVE SUMMARY

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

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

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

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

Figure 1-1: Transit Services Study process
Executive Summary
DRAFT
Beach Cities Transit – Transit Services Study 5

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

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

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

The WAVE carries ~35 riders each day.

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

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

DRAFT
6 Figure 1-2: Line 102
Executive Summary
DRAFT
Beach Cities Transit – Transit Services Study 7
Line 109 provides service between the Riviera Village and LAX, including multiple large employment centers in Manhattan Beach and El Segundo, and sees high passenger activity at C Line station connections, specifically the Douglas Station and Aviation Station (Figure 1-3). • Line 109 operates on weekdays from 6am-10pm between every 40 and 55 minutes and on weekends from 6am-10pm every 60 minutes.
• This line does not experience seasonal ridership fluctuations due to students seen on Line 102 and instead experiences an average of 580 daily weekday riders. • In the future, Line 109 will predominantly be impacted by changes happening at and around LAX, including the Automated People Mover (APM) and Airport Metro Connector Station (AMC).

DRAFT
8 Figure 1-3: Line 109
Executive Summary
DRAFT
Beach Cities Transit – Transit Services Study 9
The WAVE DAR provides service to seniors and those with disabilities, providing service within Redondo Beach, Hermosa Beach, and specific satellite locations (Figure 1-4). • The WAVE operates on weekdays from 6am-8:30pm and weekends from 8am-8:30pm. • Currently, the WAVE is experiencing around 35 daily passenger trips, compared to 51 daily trips pre-COVID.
• Seventy-five percent of trips begin and end in Redondo Beach, with 10% of trips beginning and ending in Hermosa Beach, and 15% of trips beginning and ending at a satellite location.

DRAFT
10 Figure 1-4: The WAVE Service Area and Satellite Locations Executive Summary
DRAFT
Beach Cities Transit – Transit Services Study 11

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

This recommendation removes service to stops that see very few passenger boardings and still maintains access to The Pointe, Plaza El Segundo, and businesses along Rosecrans Ave. 100% of respondents at Springfest support this recommendation. • Recommendation C: consider a new summer bus service along Manhattan Beach Blvd, between the Redondo Beach C Line Station and Manhattan Beach Pier. This fills in a gap in service left after Metro discontinued Line 126, addresses requests from the public to provide service along Manhattan Beach Blvd, and serves many entertainment and recreational destinations like Executive Summary
DRAFT
Beach Cities Transit – Transit Services Study 15
Polliwog Park and the Performing Arts Center. Reception from the public at Springfest was very supportive of this recommendation, with 27 total respondents, 100% of whom supported this recommendation.
• Recommendation D: extend Line 102 south from Redondo Beach Pier to Riviera Village and reroute Line 109 to terminate at the Pier, creating a new transfer hub at the Pier which enables easier transfers between Line 102 and Line 109 and Torrance Transit. This also provides easier access to the Pier and Veterans Park Senior Center from Line 109, creates a one-seat ride for South Redondo students, and improves access to the newly opened RBTC and South Bay Galleria. 100% of respondents at Springfest support this recommendation. • Recommendation E: maintain the WAVE DAR services for Redondo Beach and Hermosa Beach with increased marketing and awareness (travel training) programs, as there were no substantial comments about the WAVE in previous outreach activities. The curb-to-curb system adequately services the cities. 59% of respondents support this recommendation.

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

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

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

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

DRAFT
16 Figure 1-5: Line 102 Recommended Changes
Executive Summary
DRAFT
Beach Cities Transit – Transit Services Study 17
Line 109 recommendations are summarized below and shown in Figure 1-6. • FY23-24 (Plan Year 1): re-route Line 109 around Manhattan Village Mall and Plaza El Segundo to provide more direct service, reduce travel time, and eliminate stops with very low ridership that are not pedestrian-friendly.
• FY24-25 (Plan Year 2): adjust routing around LAX to serve the AMC to provide a direct connection to LAX APM and other transit operators at the AMC. • FY24-25 (Plan Year 2): terminate Line 109 at the Pier and extend Line 102 south from the Pier to Riviera Village to enable easier transfers, provide easier access to the Pier and Veterans Park Senior Center, and better reflect travel patterns in South Redondo. • FY26-27 (Plan Year 4): improve weekday AM and PM peak hour service to every 35 minutes to provide a better experience for riders who use Line 109 during peak hours.

DRAFT
18 Figure 1-6: Line 109 Recommended Changes
Executive Summary
DRAFT
Beach Cities Transit – Transit Services Study 19

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

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

Figure 1-7: Proposed Manhattan Beach Blvd Link

1.4.2 The WAVE
Recommendations for the WAVE focus on opportunities to grow ridership and awareness, as summarized below.
• Outreach and Engagement:
o Marketing and engagement Plan
o Leverage organizational partnerships
o Travel training
o Promote group trips/social outings
• Technology Improvements
o New scheduling and dispatching software
o Opportunities to book trips in different ways (website, app) DRAFT
20 o Enable WAVE vehicles to take TAP cards
In the long term, BCT can explore opportunities to open the service up to the general public.

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

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

Weekday service
around every 33
minutes.

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

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

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

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

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

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

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

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

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

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

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

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

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

Figure 1-8: Conceptual Master Plan for New Operations & Maintenance Facility DRAFT
22 Charging equipment, electrical utility improvements, and other infrastructure required to support ZEBs is detailed in the full report. Future planning and design needs are summarized below and phased to align with the delivery of the first BEB in 2030.
• 2024: Environmental (CEQA and NEPA) clearances
• 2026: Architectural and Engineering (A&E) services
• 2027: Construction Management (CM) services
• 2028: Commence facility construction
• 2030: Facility construction complete in time for the first BEB

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

Table 1-3: Coordinated Implementation Plan, 2024-20401
Year Element Action Item Responsible Party/
Parties Implementation Details
2024
Bus Facility
Procure professional environmental
support services for CEQA and
NEPA clearances for the new OMF
by the end of 2024.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

BCT to move contractor and
operations into new facility.

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

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

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

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

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

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

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

Table 1-6: Estimated Costs for Bus Procurements
Year (FY) Bus Procurements Estimated Cost (2023$)
23-24 1 CNG Bus $533,000
24-25 3 CNG Buses $1,632,000
26-27 2 CNG Buses $1,135,000
27-28 1 CNG Van $63,300
28-29 1 BE Bus $1,872,000
Executive Summary
DRAFT
Beach Cities Transit – Transit Services Study 27
4 BE Vans
29-30 3 BE Cutaways $870,700
33-34 8 BE Buses $8,442,800
36-37 1 BE Bus
1 BE Van $1,371,600
37-38 4 BE Buses
4 BE Vans $5,588,800
38-39 3 BE Cutaways $1,023,500
39-40 1 BE Bus $1,178,400
Finally, a financial plan summary for the five-year service planning period is presented in Table 1-7.

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

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

Introduction and Background
DRAFT
Beach Cities Transit – Transit Services Study 29
Figure 2-1: BCT Routes with South Bay Connections
DRAFT
30 TSS 1 provided a comprehensive review of BCT’s existing conditions, including existing conditions of the fleet and operations for the ZEB analysis and current operations and maintenance facility.

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

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

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

Figure 2-2: Transit Services Study Process
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 31
3 EXISTING CONDITIONS REVIEW – SERVICE PLANNING

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

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

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

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

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 33
o Improving Poor Performance – Line 102 (20 boardings per hour) and Line 109 (10 boardings per hour) were reasonably productive lines whereas Line 104 had 4.1 boardings per hour, indicating low productivity and opportunity for discontinuation. The elimination of Line 104 was implemented.
o Schedules - Define consistent, realistic schedules for each line. Minimize route deviations by operating via a single route path as much as possible. Where possible, use clockface headways (which result in the bus arriving at a given stop at the same time each hour) to make schedules more understandable for riders and potential riders. o Consistent Service Patterns - Provide direct connections to major trip generators and activity centers. Recommended that those major trip generators, Galleria on Line 102 and Douglas C (Green) Line Station for Line 109, be served on both northbound and southbound trips. The recommendation was followed with both lines currently serving their respective major trip generator traveling north and sound bound. o Addressing Overcrowding – Bus platooning was recommended to address overcrowding along Line 102 for school-related trips. Despite implementing this recommendation with three buses on Line 102 within five minutes of each other, overcrowding is sometimes an issue on school trippers and BCT staff must actively regulate boardings to minimize overcrowding issues.
o More Frequent Service versus New Lines – Not identified as a significant issue for BCT, the recommendation leaned towards frequency improvements over new routes. o Requests for New Service – Manhattan Village Mall along Line 109 was the only identified request for service. Assessment of additional service was based on ridership potential, operational feasibility, and cost. The addition of service to Manhattan Village Mall was implemented by routing Line 109 eastbound along Park View Ave. • Line 102
o Recommended adding running time to improve the reliability of service. o Recommended to add a bus to operate 30-minute headways with service to Galleria at South Bay in both directions. This recommendation was implemented. o Vail Avenue, centrally located within Redondo Beach has stops at nearly every intersection, slowing down buses. It was recommended that Inglewood Avenue or Aviation Boulevard north of Artesia Boulevard be utilized for improved schedule adherence. As Line 102 still operates along Vail Avenue, this recommendation was not implemented.
• Line 104 – operating in low transit propensity neighborhoods, primary issues include low ridership and productivity.
o Recommended to discontinue Line 104 to reallocate resources to Line 102, this was followed as Line 104 no longer operates.
o Several options (illustrated in Figure 3-2) for rerouting Line 104 were assessed as alternatives to improve productivity including coordination with Torrance Line 7 which was ultimately impossible due to timing connections. Eliminating Line 104 was recommended.

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

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

3.1.2 Analysis of WAVE Dial-A-Ride Services (2011)
In 2010, the firm Transportation Concepts assumed operations of the WAVE DAR service. Alongside the COA of the BCT system, a focused analysis of the WAVE was conducted in 2011 to uncover potential improvement strategies. The WAVE analysis looked at appropriate total annual vehicle service hours, the efficiency of WAVE scheduling and operations, and how the service could be Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 35
improved. This analysis included a review of contract requirements and a Trip Ticket Analysis for two service days, Monday, November 9, 2010, and Tuesday, December 14, 2010. • The review of contract documents found the three performance standard measures failed to encourage increased ridership and productivity. WAVE provided 57 trips to 52 passengers with 8 cancelations/no-shows on sample day 11-9-10 and 44 trips to 40 passengers with 5 cancelations/no-shows on sample day 12-14-10. A total of 16,887 trips were provided in 2010 with Thursday the most productive day. More appropriate productivity measures were recommended such as Passenger Trips Per Vehicle Revenue Hour. • Trip ticket analysis found data recording to be lacking and recommended improved data recording by reinforcing the importance of complete, accurate, and legible data recording.

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

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

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

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

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

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

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

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

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 37
Figure 3-3: Areas of Opportunity around Line 1022
Regional connections could be better served by a corridor-focused, coordinated subregional network.

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

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

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

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

28.8% due to operating cost increases compounded by ridership decrease. • Overall ridership decreased by 9.6%.
• Farebox recovery ratio decreased by 18.4%.
2 Data source: RGAP (2018)
DRAFT
38 • Administrative costs per vehicle service hour increased by 63.8% in alignment with the prior review recommendations to “implement marketing plan strategies.” There were no suggestions for improvement.

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

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

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

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 39
Figure 3-4: SCAG-defined High-Quality Transit Areas in BCT Service Area (2020) 3 3 Data source: SCAG GIS Open Data Portal (https://gisdatascag.opendata.arcgis.com/datasets/43e6fef395d041c09deaeb369a513ca1) DRAFT
40 3.1.7 LA Metro 2020 Long-Range Transit Plan
Metro’s long-range transportation plan (LRTP) looks at reducing congestion and improving mobility across the region with consideration to shifts brought on by the COVID-19 pandemic. The LRTP provides a 30-year outline of Metro’s approach to mobility in the region.

Rail corridors are an important part of connecting the South Coast region. Several projects are under construction and planned that would impact the connectivity of the South Bay to the larger LA Metro service area. Those projects are broadly broken up into two categories, LAX-related projects under construction and planned projects connecting to the BCT service area. • Extending from the existing E Line at Crenshaw 8.5 miles southwest to the C Line, the Crenshaw/LAX Track Project opened to Westchester/Veterans in 2022. This project will expand rail coverage in the City of Inglewood and Leimert Park, connecting the Crenshaw neighborhood to LAX. In addition to the expansion, the Crenshaw/LAX Track Enhancement Project (estimated to open in 2024) will put the line fully underground when adjacent to LAX runways. In addition to rail projects, the Automated People Mover at LAX will connect LA Metro service directly to LAX. • Airport Metro Connector 96th Street Transit Station4 – Initial construction began on the AMC in June 2021 with forecasted completion in 2024. Situated on the currently under-construction Crenshaw/LAX K Line, the AMC will provide a connection to LAX via the Automated People Mover as part of the Landside Access Modernization Program. BCT Line 109 currently runs to the LAX Bus Center but would likely provide service to the AMC 96th Street Transit station. Currently running along Aviation Blvd to Century Blvd, Line 109 does not pass construction of the AMC but has been affected by associated traffic.
• Estimated to open in 2030, the C Line Extension to Torrance will enhance rail service in the South Bay. This project is still in the Environmental Impact Review (EIR) process with two alternatives being considered. Both C Line extension routes continue from the Redondo Beach C (Green) Line station and end at Torrance Transit Center. Alternative 1 would use the Metroowned Right of Way (ROW), traversing a section of the BCT service area and stop at the Redondo Beach Transit Center (RBTC). It would provide ridership and expanded connectivity as well as construction impacts. Along Hawthorne Blvd, Alternative 2 would touch the BCT service area at a stop at South Bay Galleria. Construction impacts on BCT service would be less severe and the station would still be served by BCT5.

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

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 41
• I-405, I-110, I-105, and SR-91 Ramp and Interchange Improvements (South Bay) – Estimated to open in 2039
• I-405/I-110 Int. HOV Connect Ramps & Interchange Improvements – Estimated to open in 2044 • I-110 ExpressLanes Ext South 10 I-405/I-110 Interchange – Estimated to open in 2046 • I-405 South Bay Curve Improvements – Estimated to open in 2047

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

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

Table 3-1: NextGen Bus Study changes and potential impacts to BCT Metro Line NextGen Change Potential Impact to BCT
40/740 – ML King Jr –
Crenshaw –
Hawthorne
More frequent service
Merging of lines 40 and 740 Potential increased demand on Line 102 at the RBTC
125 – Rosecrans More frequent service
Later service on Sundays
Potential increased demand on Line 109
along Rosecrans
126 – Manhattan
Beach Discontinued
No service along Manhattan Beach Blvd,
potentially lower demand on 109. Also
potential opportunity for providing service
east-west connecting to Manhattan Beach
Pier
130 – Artesia
Minor routing changes near the 110-Fwy
Long Beach Transit began operation of
Line 141 from Artesia Station east to Los
Cerritos Center
Torrance Transit operates 13 from Artesia
Station west to Hermosa Beach
Likely minimal to no impacts
210 – Crenshaw/ Line
710 – Crenshaw
Rapid
More frequent service
Line 710 merged with Line 210 (Torrance
Transit Line 2 replaces the 210 segment
along Crenshaw Bl and Artesia Bl south of
El Camino College)
Potential increased demand on Line 102 at
the RBTC
211 – Prairie –
Inglewood/ 212 – La
Brea/ 215 – Prairie –
Inglewood
More frequent service
All-day, all-week service
Minimal impacts but potential increases in
transfers at Redondo Beach Station and
RBTC
344 – Hawthorne –
Palos Verdes Harbor
Gateway
More frequent service Potential impacts on transfers at South Bay Galleria
625 – LAX C Line
Shuttle
Discontinued
Metro Micro introduced for LAX/Inglewood
Potential increased demand on Line 109
along Imperial Hwy
DRAFT
42 Metro slowly began rolling out new services in fall 2020, and as of spring 2023, all changes have been implemented but operator shortages have hampered Metro’s ability to deliver on the frequencies recommended by the NextGen plan. Figure 3-5 provides an overview of all regional services in the South Bay (top) and more specifically in the Beach Cities (bottom).

Figure 3-5: Metro and Regional Services in the South Bay (top) and the Beach Cities (bottom) 6 6 Data source: LA Metro (https://www.dropbox.com/s/1nm4urcsi1tldnp/22- 2104_web_MSysMap3_SoBayGateway_35x17_DCR.pdf?dl=0)
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 43

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

Seeking to “double the percent usage of transportation modes other than solo driving, including taking transit, walking, biking, sharing rides, and carpooling” 7 Metro has outlined five goals to reshape LA County by 2028.
7 LA Metro Vision 2028
DRAFT
44 1. Provide high-quality mobility options that enable people to spend less time traveling;

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

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

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

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

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

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

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

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

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

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 45
• Line 13: The addition of Line 13 provides service from Metro A (Blue) Line Artesia Station along Artesia Blvd to Hermosa Beach, down Hermosa Ave, and currently terminates near Redondo Beach Pier. Outlined service changes include Line 13 continuing east from Redondo Beach Pier along Torrance Blvd to terminate at the Del Amo Fashion Center. This route replaces eliminated sections of Metro Line 130.
o Impact on BCT: Service duplication of BCT Line 102 occurs along Artesia Blvd near the South Bay Galleria and of Line 109 between Gould Ave/Artesia Blvd to Redondo Beach Pier. Line 13 will provide direct service along Artesia Blvd from Manhattan Beach/Hermosa Beach West, with connections to BCT services at South Bay Galleria.

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

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

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

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

DRAFT
46 Figure 3-6: Torrance Transit Phase 2 route map8
8 Data source: https://transit.torranceca.gov/home/showpublisheddocument/61806/637371705858170000 Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 47

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

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

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

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

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

DRAFT
48 Figure 3-7: GTrans Service Concept 2023-20259
9 Data source: GTrans Line-by-Line Analysis and Transit Service Plan Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 49

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

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

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

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

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

DRAFT
50 Table 3-2: Selected demographic characteristics10
DEMOGRAPHIC CHARACTERISTICS Redondo Beach Hermosa Beach Manhattan Beach El Segundo Los Angeles County Number % Number % Number % Number % Number %
Total population (2019) 67,423 19,539 35,500 16,731 10,081,570 Total population (2014) 67,511 19,725 35,534 16,839 9,974,203 Population change (2014 – 2019) -88 -0.1% -186 -0.9% -34 -0.1% -108 -0.6% 107,367 1.1% AGE
14 and younger 12,609 18.7% 2,993 15.3% 7,618 21.5% 3,417 20.4% 1,835,169 18.2% 15-34 14,845 22.0% 5,255 26.9% 5,941 16.7% 4,228 25.3% 2,982,752 29.6% 35-64 31,056 46.1% 8,877 45.4% 15,931 44.9% 7,329 43.8% 3,927,671 39.0% 65 and older 8,913 13.2% 2,414 12.4% 6,010 16.9% 1,757 10.5% 1,335,978 13.3% Median Age 40.7 39.3 44 37.3 36.5

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

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

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

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

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 51

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

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

Figure 3-8: Population density (2019) 11
11 Data source: 2019 ACS 5-year estimates
DRAFT
52 3.2.2 Employment Density
In the same way that population density is a strong indicator of transit use, employment density is also vital to the creation and maintenance of an effective transit network by providing access to jobs. Figure 3-9 shows the density of all jobs in BCT’s service area. areas of high job density include LAX, South Bay Galleria, and multiple large retail centers and business parks.

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

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

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

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 53
Figure 3-9: Job Density (2019) 12
Major sectors in which workers are employed within Redondo Beach or the Beach Cities as classified by the North American Industry Classification System (NAICS) is presented in Figure 3-10. Within Redondo Beach and the Beach Cities, the major employment sectors include manufacturing, accommodation and food service, retail trade, and professional, scientific, and technical services. This aligns with earlier observations that major sources of jobs and economic activity within the Beach Cities are focused on retail/hospitality as well as aviation/aerospace-related jobs. 12 Data source: https://onthemap.ces.census.gov/
DRAFT
54 Figure 3-10: Major Employment Sectors in Redondo Beach and the Beach Cities (Data source: NAICS) 13 14 The US Census Longitudinal Employer-Household Dynamics (LEHD) collects data on the inflow and outflow of commute patterns that can show how many people working in a specified area also live in that area and how many people living in the area commute outside the area to work. Figure 3-11 shows that the vast majority of workers employed in the South Bay Cities do not live in the South Bay cities, and the majority of workers living in the South Bay cities work elsewhere. El Segundo has the most workers in the South Bay cities, with over 73,000 jobs as reported by the US Census. El Segundo also has the highest percentage of workers who work and live in El Segundo, with 20% of workers living in El Segundo also working in the city. This shows that the majority of people who work in South Bay cities commute from outside of that city, presenting an opportunity to capture more commute trips, potentially with BCT acting as a first/last mile connector between Metro rail services and the worker’s final destination. 13 Data source: https://onthemap.ces.census.gov/ 14 Beach Cities refers to Redondo Beach, Manhattan Beach, Hermosa Beach, and El Segundo 0% 5% 10% 15% 20% 25%
Mining, Quarrying, and Oil and Gas Extraction
Agriculture, Forestry, Fishing and Hunting
Management
Utilities
Information
Public Administration
Wholesale Trade
Arts, Entertainment, and Recreation
Transportation and Warehousing
Finance and Insurance
Real Estate and Rental and Leasing
Other Services
Administrative and Support and Waste…
Construction
Educational Services
Health Care and Social Assistance
Professional, Scientific, and Technical Services
Retail Trade
Accommodation and Food Services
Manufacturing
Major employment sectors in Redondo Beach and the Beach Cities
Redondo Beach % Beach Cities %
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 55
The top home locations for workers who work in the Beach Cities include Los Angeles (20.7%), Torrance (6.6%), Redondo Beach (5.8%), Long Beach (3.3%), and Hawthorne (2.6%) 15.

Figure 3-11: LEHD Inflow-Outflow (2019) 16
15 Data source: https://onthemap.ces.census.gov/ 16 Data source: https://onthemap.ces.census.gov/ 90%
10%
Employed in Redondo Beach
Living outside
Redondo Beach
Living inside
Redondo Beach
92%
8%
Living in Redondo Beach
Employed outside
Redondo Beach
Employed inside
Redondo Beach
92%
8%
Employed in Hermosa Beach
Living outside
Hermosa Beach
Living inside
Hermosa Beach
94%
6%
Living in Hermosa Beach
Employed outside
Hermosa Beach
Employed inside
Hermosa Beach
DRAFT
56 94%
6%
Employed in Manhattan Beach
Living outside
Manhattan Beach
Living inside
Manhattan Beach
92%
8%
Living in Manhattan Beach
Employed outside
Manhattan Beach
Employed inside
Manhattan Beach
97%
3%
Employed in El Segundo
Living outside El
Segundo
Living inside El
Segundo
80%
20%
Living in El Segundo
Employed outside
El Segundo
Employed inside
El Segundo
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 57

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

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

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

Figure 3-12: Low-income Populations (2019) 18
17 https://nap.nationalacademies.org/catalog/23175/elements-needed-to-create-high-ridership-transit-systems 18 Data source: 2019 ACS 5-year estimates
DRAFT
58 Figure 3-13 shows the median household income, which reiterates the higher median household incomes found in Redondo Beach and the other South Bay Cities shown in Table 3-1. Overall, median household incomes are highest in El Segundo, Manhattan Beach, Hermosa Beach, Redondo Beach, and Torrance, and lower in Inglewood, Gardena, Hawthorne, and Lawndale.

Figure 3-13: Median Household Income (2019) 19
19 Data source: 2019 ACS 5-year estimates
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 59

3.2.4 Minority Populations
Research suggests that minority and recent immigrant populations are more likely to take transit and are less likely to own a personal vehicle20. Figure 3-14 shows the population density of all those who are nonwhite or of Hispanic or Latino origin. While the entire service area is diverse, minority populations are more concentrated in Inglewood, Hawthorne, Gardena, and Lawndale, as well as pockets of Redondo Beach and Torrance.

Figure 3-14: Minority Population Density (2019) 21
20 https://nap.nationalacademies.org/catalog/23175/elements-needed-to-create-high-ridership-transit-systems 21 Data source: 2019 ACS 5-year estimates
DRAFT
60 3.2.5 Limited English Proficiency Households
It is important to understand where LEP households are throughout the service area so that informational materials can be produced in the correct languages. Section 3.1.2 states that BCT’s LEP plan only needs to consider Spanish speakers when preparing outreach materials as required under Title VI. The density of LEP households tends to mirror the patterns seen in the density of minority populations, with more LEP households in the communities east of El Segundo and fewer in El Segundo, Manhattan Beach, Hermosa Beach, and Redondo Beach.

Figure 3-15: Limited English Proficiency Households (2019) 22 22 Data source: 2019 ACS 5-year estimates
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 61

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

Figure 3-16: Transit Mode Share (2019) 23
23 Data source: 2019 ACS 5-year estimates
DRAFT
62 3.2.7 Car-Free Households
Car-free households are typically a key market segment for transit agencies, as targeting these populations with education and outreach can increase their transit use. Car-free households loosely reflect the patterns of transit mode share for commuting. Two census tracts in Redondo Beach/Hermosa Beach show car-free households make up at least 20% of all households; these areas hold potential for more transit riders as these households may not have another way to get around. Not identified within car-free households, young people represent an important demographic with limited car access and are considered in Section 3.2.9.

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 63
Figure 3-17: Car-free Households (2019) 24
24 Data source: 2019 ACS 5-year estimates
DRAFT
64 3.2.8 Senior Population
Senior populations may have limited mobility and may not be able to drive, but still need to get around and be able to access transportation resources and options. Seniors are an important population who ride transit services, whether through fixed-route, paratransit, or a combination of both. High concentrations of seniors exist throughout all of BCT’s routes and service area, specifically within the South Bay Cities, as well as in Gardena and Lawndale.

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

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

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 65
Figure 3-18: Senior Population Density (2019) 25
25 Data source: 2019 ACS 5-year estimates
DRAFT
66 3.2.9 Youth Population
The youth population is another important population to serve, as BCT knows from experience with Line 102 and supplemental school trippers; a large portion of BCT’s ridership are high school students traveling to and from school. When youths take transit from a young age, it is an opportunity to create lifelong transit riders through a positive experience riding transit. There is a higher density of youths in Redondo Beach than in the other South Bay Cities, as well as a high density throughout Inglewood, Hawthorne, and Gardena.

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

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

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

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 67
Figure 3-19: Youth Population Density (2019) 26
26 Data source: 2019 ACS 5-year estimates
DRAFT
68 3.2.10 CalEnviroScreen Disadvantaged Communities
CalEnviroScreen is a mapping tool that is developed by the Office of Environmental Health Hazard Assessment (OEHHA) at the request of the California Environmental Protection Agency (CalEPA) to identify California’s most pollution-burdened and vulnerable communities based on geographic, socioeconomic, public health, and environmental hazard criteria.

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

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

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

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

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 69
Figure 3-20: CalEnviroScreen Disadvantaged Communities (2021) 27 27 Data source: https://oehha.ca.gov/calenviroscreen/report/calenviroscreen-40 DRAFT
70 3.2.11 Street Design and Walkability
The walkability of an area can have a direct impact on a resident’s choice to use (or not to use) transit.

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

Figure 3-21: Different Street Designs in BCT’s service area28 Manhattan Beach; dense and walkable, land uses
in close proximity.

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

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

Narrow rights-of-way also impact BCT operations; on-street parking and busy, narrow streets sometimes create difficulties for BCT buses to fully access bus stops, as the bus cannot always access the curb due to parked cars or other obstacles. Narrow streets and sharp turns also impact bus size: BCT cannot 28 Data source: Google Maps
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 71
operate larger buses through these areas to accommodate the tight turning radii required by the street network, limiting the street choices for a bus route alignment.

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

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

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

As part of each RTP/SCS planning period, SCAG develops regional growth forecasts which represent the most likely growth scenario for the region in the future and projects major growth indicators for population, households, and employment 29. The current regional forecasting is projected from 2020 to 2045 and is documented at the transportation analysis zone level. The following subsections outline the population and employment projections for the South Bay region through 2045. 29 https://scag.ca.gov/regional-forecasting
DRAFT
72 3.2.12.1 Population Projections
Figure 3-22: Projected Population Change, 2020-204530
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 73
Figure 3-22 shows that:
• Over the next 25 years, much of the South Bay will either remain steady in terms of population or see a small amount of growth (0-10%).
• The parts of the South Bay that will experience the most population growth include south Redondo Beach near Palos Verdes and Riviera Village, Torrance, the area around the South Bay Galleria, El Segundo, and pockets of Lawndale, Gardena, and Inglewood. 30 Data source: https://scag.ca.gov/regional-forecasting DRAFT
74 3.2.12.2 Employment Projections
Figure 3-23: Projected Employment Change, 2020-204531
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 75
Figure 3-23 shows the following:
• Overall, more employment growth is expected in the BCT service area and South Bay Cities than population growth.
• Areas of significant employment growth tend to mirror areas of population growth, specifically the areas around the South Bay Galleria and the northern terminus of Line 102 – these areas with a combination of job and population density may have a higher transit propensity in the future and be important markets to serve. Portions of El Segundo that already have a high job density where Line 109 travels through are also expected to see significant job growth. • Within the South Bay cities, Hermosa Beach and El Segundo are expected to see significant job growth, with some job growth seen in Manhattan Beach and Redondo Beach as well.

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

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

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

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

The South Bay is projected to see modest population growth over the next 25 years with more significant growth in employment and jobs, specifically in El Segundo and Hermosa Beach. BCT’s importance as a feeder service to regional transit could increase as it serves the growing commuter market. While projected population growth is expected to be less significant, pockets of Redondo Beach are expected to see population growth, specifically in South Redondo around Riviera Village and in North Redondo around the South Bay Galleria.
31 DRAFT
76 3.3 Transit Service Analysis

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

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

Table 3-3: BCT Service Changes, 2005-202132
Date Service Change
2005 BCT service starts with three lines: 102, 104, and 109.

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

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

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

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

WAVE: operated holiday schedule on weekdays and weekends, from 8 am-5 pm with last trip taken at 4 pm
Line 102:
• Weekday: operated modified regular weekday schedule (suspension of last run leaving Redondo Beach Pier and last run leaving Redondo Beach C Line station)
• Saturday: operated modified Saturday schedule (suspension of last two runs leaving Redondo Beach Pier and last two runs leaving Redondo Beach C Line station)
• Sunday: regular Sunday schedule
Line 109:
• Weekday: operated modified Saturday/Sunday schedule (suspension of last two runs leaving Riviera Village and last run leaving LAX Bus Center) 32 Data source: City of Redondo Beach
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 77
Date Service Change
• Saturday and Sunday: operated modified Saturday and Sunday schedule (suspension of last two runs leaving Riviera Village and last run leaving LAX Bus Center)
November 16, 2020
Reinstatement of Line 109 regular weekday service (with suspension of last two NB trips and last SB trip); weekend service operating with suspension of last two NB trips and last SB trip).

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

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

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

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

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

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

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

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

TTS operates the following lines in the BCT service
area:
• Line 2 between the Del Amo Fashion
Center and Harbor Freeway Station
(connecting with BCT at RBTC and South
Bay Galleria)
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 79
Other providers
operating in the
South Bay
Agency description Services provided in the BCT service area • Line 3 between Redondo Beach Pier and
Long Beach
• Line 7 between Redondo Beach Pier and
Carson
• Line 8 between Torrance and the LAX
Transit Center (connecting with BCT at LAX
Transit Center and South Bay Galleria)
• Line 13 between Redondo Beach Pier and
Artesia Station (also connecting with BCT at
South Bay Galleria)
LADOT
LADOT provides two types of bus transit:

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

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

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

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

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

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

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

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

Both shuttle services are currently suspended.

LA Access Services
Access Services is the Consolidated
Transportation Services Agency (CTSA)
for Los Angeles County that administers
the countywide Coordination Paratransit
Redondo Beach is located in Access’ Southern
Region and is an Access member agency. Access
fares are one-way and based on the distance
traveled, with trips up to 19.9 miles costing $2.75 and DRAFT
80 Other providers
operating in the
South Bay
Agency description Services provided in the BCT service area Plan on behalf of the county’s 46 public
fixed route operators and provides
complementary ADA paratransit services
on behalf of the public fixed route
operators to certain individuals with
disabilities and their Care Attendants.
trips 20 miles or more costing $3.50. These fares are
more expensive than WAVE fares but also allow for
longer-distance travel outside of the WAVE service
area. Access clients ride free on BCT with their
Access card.

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 81
Figure 3-24: Regional Transit Services in the BCT Service Area33 33 Data sources: https://developer.metro.net/gis-data/, GTFS DRAFT
82 3.3.2 Fixed Route Review
This section will explore BCT’s existing fixed-route service and identify areas that are performing well as well as strengths and weaknesses within the system34.

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

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

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

One new development to note is real-time arrival information. The City of Redondo Beach launched BCT’s real-time information bus arrival time tracking system in October 2020. This real-time information is available on the BCT Real-Time webpage, Google Maps, and other third-party mobility apps (such as the Transit and Moovit apps). Each bus stop has a corresponding ID number, and riders can check live arrivals through native smartphone apps, via text messaging, or via a phone call. This enables riders to 34 Unless otherwise indicated, data were collected and analyzed for two time periods. First, we collected pre-pandemic data from August 2019 through February 2020 to analyze pre-pandemic conditions. Second, we collected the most recent data available from August 2021 through February 2022 to analyze the trends during the recovery phase of the pandemic. We chose these time periods to not only compare between pre-pandemic and recent trends, but also to explore seasonal performance given the strong ridership dependence on students riding transit during the school year. 35 Data source: NTD
0 500
1,000
1,500
2,000
2,500
3,000
3,500
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
Jan-09
Jul-09
Jan-10
Jul-10
Jan-11
Jul-11
Jan-12
Jul-12
Jan-13
Jul-13
Jan-14
Jul-14
Jan-15
Jul-15
Jan-16
Jul-16
Jan-17
Jul-17
Jan-18
Jul-18
Jan-19
Jul-19
Jan-20
Jul-20
Jan-21
Jul-21
Jan-22
Service Hours
Boarding
Ridership & Service Hours since 2009, fixed route
Monthly Boardings Monthly Revenue hours
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 83
reduce their wait times at bus stops and improves trip planning and the overall passenger experience; it also reduces the need to develop and install printed timetables at bus stops.

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

Table 3-5: Summary Report for BCT, August 2019 – February 202036 Total
Passengers
Total
Revenue
Hours
Revenue
Miles
Ridership/
Rev Hour
Collected
Fares
Farebox
Recovery per
Passenger
On-Time
Percentage
102 106,769 8,113 82,896 13.16 $44,299 $0.41 96.67%
109 105,617 11,750 142,553 8.99 $52,650 $0.50 86.58%
Total 212,386 19,863 225,449 10.69 $96,949 $0.46 91.63% Figure 3-26 provides a look at the average number of boardings on Lines 102 and 109 between August 2019 and February 2020, just prior to the pandemic.
• The distinct seasonality includes ridership highs in October 2019 of 1,423 average weekday passengers to December 2019 lows of 1,034 average weekday passengers. • Weekend ridership is somewhat more consistent year-round, with average Saturday ridership between 433-600 riders, and average Sunday ridership between 270-387 riders. 36 Data source: City of Redondo Beach
DRAFT
84 Figure 3-26: Average Daily Boardings across BCT Fixed Route Servicesf 37 Figure 3-27 (below) shows stop-level weekday passenger activity. The data was manually collected by BCT from February-April 2019 with the map showing the sum of all boardings for all weekdays when data was collected during that period.
• Stops that saw 50 or more boardings during this time include the Aviation C Line Station, Redondo Beach C (Green) Line Station, Douglas St. / Park Place (Douglas C Line Station), Artesia Blvd / Kingsdale Ave at South Bay Galleria, and Diamond St. / PCH. • Of the 208 stops in BCT’s system, 87 (or 42%) saw zero passenger boardings during the collection period.
• Connections to C (Green) Line stations see high passenger boardings, indicating that many BCT riders use BCT to connect to the Metro Rail system, or may transfer to other transit services that also serve those rail stations.
37 Data source: City of Redondo Beach
1165
1419 1423
1141
1034
1158
1289
600
525 509 481 433 445 477
387 358 352 346
270 314 297
0 200
400
600
800
1,000
1,200
1,400
1,600
August September October November December January February Average Daily Boardings
Fixed Route Average Daily Boardings FY19-20
Weekday Saturday Sunday
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 85
Figure 3-27: Stop-level Passenger Activity38
DRAFT
86 3.3.2.1 Service Span and Frequency
Figure 3-28 shows graphically the frequency and service span scheduled for weekdays, Saturdays, and Sundays for March 2023.

Figure 3-28: Service span and frequency, March 202339
Line 102 operates more frequently than Line 109. On weekdays, Line 102 operates every 40 minutes from 6 am to 9 pm; however, on school days, school trippers are added to the schedule increasing Line 102 frequencies during morning and afternoon rush hours. As discussed further below, school trippers run later on Mondays due to schools starting later.

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

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

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

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

Line 102 seasonally operates three school trippers in the morning and afternoons to serve Redondo Union High School (RUHS) which accounts for a large portion of ridership on the system. New California State Law required schools to start later in the 2022-23 school year. RUHS starts at 9:25 am on Mondays and 8:30 am Tuesday-Friday, with class out at 3:30 pm instead of 3:00 pm. The impacts of the changes meant that BCT needed to adjust tripper times and have different tripper schedules for different bell times. 38 Data source: City of Redondo Beach
39 Data source: City of Redondo Beach
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 87
Figure 3-29: Line 102 with Major Trip Generators
The following subsections explore Line 102 in terms of performance, productivity, and reliability.

3.3.2.2.1 Performance and Productivity
Heavily influenced by school activity, Line 102 weekday ridership ebbs and flows as school is in and out of session with peak ridership in October with 791 average weekday riders in FY19-20. On weekdays DRAFT
88 during fall 2019 when school is in session, average ridership increases from 516 average weekday riders in August to the October high, then drops back down in December to 551 average weekday riders.

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

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

Figure 3-30: Daily average Boardings for Line 10240
Weekend ridership does not clearly show the seasonal shifts from student riders, instead, there is a steady slump from the August 2021 weekend high of 256 Saturday riders. Interestingly, FY21-22 ridership has rebounded to outpace pre-pandemic weekend ridership with an average weekend fall (September – November) ridership of 233 Saturday riders and 110 Sunday riders.

Despite higher ridership in general during FY21-22, Saturday ridership appears to be very sensitive to conditions regarding COVID-19 within the community. During the surge of the Omicron variant in December and January of FY21-22, Saturday ridership dropped below that of the same time in FY19-20 to 137 Saturday riders in January 2022.
40 Data source: City of Redondo Beach
0 100
200
300
400
500
600
700
800
Boardings
Average Weekday Boardings by Month
Line 102
FY19-20
FY21-22
0 50
100
150
200
250
300
Boardings
Average Weekend Boardings by Month
Line 102
FY19-20 Sat
FY21-22 Sat
FY19-20 Sun
FY21-22 Sun
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 89
Figure 3-31: Line 102 Productivity as Measured by Revenue Hours and Passenger Boardingsf 41 Figure 3-31 compares average daily revenue hours (service provided) to boardings per revenue hour. • Revenue hours fluctuate slightly by month, mainly due to school trippers schedules. BCT operated an average of 43 revenue hours on Line 102 in August 2019 which increased to 46 in October 2019.
• Despite providing more revenue hours in most of FY21-22, BCT, like many other public transit systems, is still recovering from COVID-19 impacts with boardings per revenue hour still lower than in the previous year. October 2019 saw 17.2 boardings per revenue hour, but October 2021 saw only 12.7 boardings per revenue hour.
• FY21-22 weekend boardings generally outpaced pre-pandemic levels. Saturday productivity in FY21-22 saw an average of 6.6 boardings per revenue hour, up over 1 passenger per hour from the FY19-20 average of 5.4. Average productivity on Sundays in FY21-22 was significantly higher with an average of 7.7 passengers per revenue hour compared to 5.5 in FY19-20.

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

0.0 2.0

4.0 6.0

8.0 10.0

12.0 14.0

16.0 18.0

20.0 0.00

5.00 10.00

15.00 20.00

25.00 30.00

35.00 40.00

45.00 50.00
August September October November December January February Boardings per Revenue Hour
Revenue Hours
Average Passengers per Revenue Hour with Revenue Hours Line 102 FY19-20 Average Daily Revenue Hours FY21-22 Average Daily Revenue Hours FY19-20 Boardings per Revenue Hour FY21-22 Boardings per Revenue Hour DRAFT
90 Figure 3-32: Line 102 Passenger Fare Profile by Month, July and October 201942 • A stark example of how school trippers impact Line 102 ridership is seen through the breakdown of ridership by fare category. Apart from the 75% increase in total boardings during the fall (19,224 boardings in October 2019) compared to the summer (10,961 boardings in July 2019), the ridership share for students increased by 35% in the fall. • A high percentage of fares comes from the Regular Cash fare category, making up 51% of ridership when school is not in session.
• TAP card utilization makes up a significant portion of the overall ridership with 21% in July 2019 and 11% in October, diluted by the influx of student riders.

Figure 3-33 provides a breakdown of the different fares paid with a TAP card for FY19-20. Stored Value is the largest share with 44% but transfers from other agencies (22% Inter-agency transfers) and Access Services with 18% of taps are notable categories.
42 Data source: City of Redondo Beach
Regular
Cash Fare
51%
Senior & Disabled
Cash Fare
15%
BCT
Student
Pass
11%
BCT Pass
(other)
2%
TAP Scan
21%
LINE 102 PASSENGER PROFILE
JULY 2019
Regular
Cash Fare
32%
Senior &
Disabled
Cash Fare
9%
BCT
Student
Pass
46%
BCT Pass
(other)
1%
TAP Scan
12%
LINE 102 PASSENGER PROFILE
OCTOBER 2019
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 91
Figure 3-33: Breakdown of TAP Utilization on Line 10243

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

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

Figure 3-34: Line 102 OTP Timepoints
OTP was analyzed by day type and averaged over a month. Figure 3-35 displays the average OTP by month for weekdays, pre-COVID (August 2019 – February 2020), and during the recovery phase (August 2021 – February 2022). Line 102 consistently meets and exceeds the 90% standard for OTP; Line 102 achieves OTP consistently between 95% and 97% of trips in both FY19-20 and FY21-22. FY21-22 saw slightly better OTP which may be due to fewer riders, less traffic congestion, and/or lack of fare collection. 43 Data source: City of Redondo Beach
EZ Pass
13%
Access
Services ID
18%
Stored Value
44%
Inter-agency
Transfer
22%
Internal
Transfer
3%
LINE 102 TAP UTILIZATION FY19-20
DRAFT
92 Figure 3-35: Line 102 Average Weekday On-Time Performance44 On weekends, Saturday OTP fluctuated between 94%-99% during FY19-20 and 96%-100% during FY 21-22; Sunday OTP fluctuated between 91%-100% during FY19-20 and 91%-100% during FY21-22.

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

Stantec’s ride-along observations, we noted that Line 102 increasingly deviates from its schedule as the day progresses. This was also noted by passengers as an inconvenience. The data captured by BCT and analyzed here does not provide insight into when buses start slowing down given the aggregated nature of the OTP data; collecting running times by trip and analyzing OTP at each timepoint could help diagnose operational challenges.
44 Data source: City of Redondo Beach
97%
95%
96%
96%
97% 97% 97%
96%
96%
97%
96%
96%
97%
August September October November December January February Average percent on-time
LINE 102 WEEKDAY OTP
FY19-20 FY21-22
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 93

3.3.2.3 Line 109
Line 109 traverses the beachfront of Redondo Beach along Catalina Avenue, Harbor Drive, Hermosa Avenue, and Manhattan Avenue through Hermosa Beach, and Manhattan Beach, and then travels through El Segundo on its way to LAX where the line ends at the LAX Bus Center. Figure 3-36 shows major trip generators and major destinations along this route including the three City Piers, shopping, dining, and tourist destinations of Riviera Village, Manhattan Village Mall, and Plaza El Segundo/The Point. Other prominent destinations include the Douglas and LAX Aviation Metro C Line Stations as well as the LAX Bus Center. Riders can transfer between lines 109 and 102 at Catalina and Emerald near the Redondo Beach Pier. Despite these major destinations, traversing the four cities in BCT’s service area, Line 109 sees slightly less ridership than Line 102.

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

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

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

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 95
The change in passengers between October and January of FY19-20 was an 8% decrease whereas that period in FY21-22 saw an overall 2% increase in average weekday passengers. Like most other transit services, Line 109 continues to experience reduced ridership from the impacts of COVID-19.

Figure 3-37: Average Daily Boardings by Month on Line 10945 Figure 3-37 shows the seasonal shift in ridership between August and December. Average Saturday boardings in FY19-20 decreased 27% from 374 in August to 272 in December. In FY21-22 the change was a 35% decrease from 268 average Saturday boardings in August to 175 in December.

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

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

Figure 3-38 shows the average daily revenue hours compared to boardings per revenue hour. • Weekday boardings per hour fluctuate from 10.7 in August 2019 to 8.4 in December 2019. • August 2021 saw 7.1 boardings per hour decrease to 5.6 in December, but service hours were consistent for both months.
• November and January saw the fewest service hours provided; 56.7 in November and 57.5 in January.
45 Data source: City of Redondo Beach
0 50
100
150
200
250
300
350
400
Passengers
Average Weekend Boarding by Month
Line 109
FY19-20 Sat
FY21-22 Sat
FY19-20 Sun
FY21-22 Sun 0
100
200
300
400
500
600
700
Passengers
Average Weekday Boardings by Month
Line 109
FY19-20
FY21-22
DRAFT
96 Figure 3-38: Line 109 Productivity as Measured by Revenue Hours and Passenger Boardingsf 46 Figure 3-39 shows the passenger profile (based on fare data) for FY19-20 on the right and the detailed breakdown of TAP card scan data for that same period on the left. • Most Line 109 passengers (58%) pay using cash, with Regular Cash Fares (42%) taking up most of the cash fares and Senior & Disabled Cash Fares (16%) representing a smaller portion. • The other large segment of payment comes from TAP card (40%) utilization with 51% of TAP fares coming from Stored Value. Inter-Agency Transfers should be noted as representing almost a quarter (24%) of TAP scans, indicating utilization of connections at Aviation/LAX and Douglas Stations to the Metro C Line or other transit routes service the rail stations. • Internal transfers account for a small (3%) portion of TAP card scans. • Line 109 does not experience the same fall influx of students correlated to the school schedule, however, also sees a downturn in ridership during the holiday season. 46 Data source: City of Redondo Beach

0.00 10.00

20.00 30.00

40.00 50.00

60.00 0.0

2.0 4.0

6.0 8.0

10.0 12.0
August September October November December January Febuary Revenue Hours
Boardings per Hour
Average Passengers per Revenue Hour with Revenue Hours Line 109 FY19-20 Average Daily Revenue Hours FY21-22 Average Daily Revenue Hours FY19-20 Boardings per Revenue Hour FY21-22 Boardings per Revenue Hour Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 97
Figure 3-39: Line 109 Passenger Profile by Fare Category (left) and TAP Card Utilization by Category (right) 47

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

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

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

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

TAP CARD PASSENGER PROFILE
DRAFT
98 Figure 3-41: Line 109 Average OTP by Month48
OTP was analyzed by day type and averaged over the course of a month. Figure 3-41 displays the average OTP by month for weekdays, pre-COVID (August 2019 – February 2020), and during the recovery phase (August 2021 – February 2022). BCT occasionally meets its 90% standard for OTP for Line 109; the percentage of on-time trips was between 86% and 89% in FY19-20. FY21-22 saw slightly better OTP between 88% and 92% of trips on-time, which may be due to fewer riders and/or lack of fare collection.

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

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

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

3.3.2.4 Summary of Fixed-Route Services
Providing fixed-route service in the South Bay, BCT lines 102 and 109 are unique routes that serve different populations. Both lines interface with each other and other transit providers with notable connections to the Metro C Line at Douglas, Aviation, and Redondo Beach Stations. • Overall ridership has been decreasing from a high of 397,285 unlinked passenger trips in 2015 to 220,365 in 2021; approximately a 44% decrease. Line 102 provides important service to a high percentage of students (students represent 37% of Line 102) whereas Line 109 serves a broader population with much of the ridership using the line to transfer to Metro C Line stations. • Seasonal trends are observed on both lines, but Line 102 has prominent seasonal shifts based on the school schedule with peak ridership in the fall months. FY19-20 ridership on Line 102 showed 12 boardings per revenue hour in August, compared to 17.2 in both September and 48 Data source: City of Redondo Beach
85%
87%
86%
84% 84% 85%
87%
90%
89% 89% 90% 89%
90%
89%
August September October November December January Febuary Average Percent On Time
LINE 109 AVERAGE WEEKDAY OTP
FY19-20 FY21-22
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 99
October. Since August 2019, school has started in mid-August, so ridership is expected to continue to increase.
• Weekend ridership on Line 102 has rebounded to outpace pre-COVID levels. Boardings per revenue hour in FY21-22 were 21% higher on Saturdays. Peak boardings per revenue hour were

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

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

DRAFT
100
Additionally, the northern section of Line 109 will be considered for route adjustments for more efficient service.
• Preliminary analysis of BCT bus stops showed an average distance between stops of 0.22 miles.

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

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

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

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 101

3.3.3 The WAVE Review

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

Figure 3-42: The WAVE Service Area and Satellite Locations49 49 Data source: City of Redondo Beach
DRAFT
102
Operating Monday through Friday from 6:00am to 8:30pm and on weekends from 8:00am to 8:30pm, the WAVE fare is $1.00 for all trips. The discounted rate for groups of three or more qualifying individuals is $0.75 each. Through COVID-19 Relief Federal Funding, fare collection was suspended through October 2022. Trip scheduling is available by phone seven days a week from 6:00am to 8:30pm.

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

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

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

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

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

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

Table 3-6: WAVE Ridership by Ride Type50
Rider type Riders Percent
Ambulatory 1,167 87%
Cab Only 22 2%
Oversize wheelchair 30 2%
Wheelchair 116 9%
Total 1,335 100%

3.3.3.2 Performance and Productivity
WAVE ridership has trended downward since its peak in 2010. Before the onset of the COVID-19 pandemic in 2020, ridership had hit its lowest point to date in December 2019 (Figure 3-43) at 933 monthly trips. Ridership in December of 2021 has only rebounded to 542 monthly trips, 58% of the 2019 low.
50 Data source: City of Redondo Beach
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 103
Figure 3-43: The WAVE Ridership and Service Hours, 2009-202151 Boardings per hour and mile in FY21-22 have been well below those of FY19-20. NTD data in Table 3-7 shows that productivity remains half of what it was pre-COVID. The fall season (August – December) of 2019 had 1.98 boardings per revenue hour whereas for the same period in 2021, there were only 1.10 boardings per revenue hour.

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

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

20. 51 Data source: NTD
52 Data source: NTD (table, left) and City of Redondo Beach (graph, right) 0 100
200
300
400
500
600
700
800
0 200
400
600
800
1,000
1,200
1,400
1,600
1,800
Jan-09
Jul-09
Jan-10
Jul-10
Jan-11
Jul-11
Jan-12
Jul-12
Jan-13
Jul-13
Jan-14
Jul-14
Jan-15
Jul-15
Jan-16
Jul-16
Jan-17
Jul-17
Jan-18
Jul-18
Jan-19
Jul-19
Jan-20
Jul-20
Jan-21
Jul-21
Jan-22
Service Hours
Boardings
WAVE Ridership & Service Hours since 2009
Monthly Boarding Monthly Revenue Hours
Figure 3-44: WAVE Ridership
0 400
800
1,200
Boardings
WAVE Ridership FY19-20 & FY21-22
FY19-20
FY21-22
DRAFT
104
• The seasonal trend was not as prominent in FY21-22 as Figure 3-44 shows, with ridership consistent throughout the analyzed year apart from a small downtick in December to an average daily boarding of 21 for weekdays, 7 for Saturdays, and 10 on Sundays.

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

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

Figure 3-45: Origin and Destinations from WAVE Trips in 201953

3.3.3.3 On-Time Performance
OTP for WAVE service is defined as a vehicle arriving at the pickup location 15 minutes before or after the scheduled time with an OTP goal of 90% of trips. OTP for WAVE pick-ups is measured every fifth day. 53 Data source: City of Redondo Beach
870 849 849 846 940 939 774 768 709 678 936 933 823 830 92 92 120 104
162 145
109 100 102 108
117 103
110 81
162 183 154 173
200 218
138 153
122 147
168 185
126 148

0.00 200.00
400.00
600.00
800.00
1,000.00
1,200.00
1,400.00
Origin
Destination
Origin
Destination
Origin
Destination
Origin
Destination
Origin
Destination
Origin
Destination
Origin
Destination
August September October November December January February Total trips
Redondo Beach Hermosa Beach Satelite Locations
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 105
Figure 3-46: WAVE OTP54
Figure 3-46 shows OTP for the WAVE for FY19-20 and FY21-22. • In FY19-20 BCT performed well with 95% of recorded trips on-time, 4% of trips 0-5-minutes late, and only 1% of trips 6-10 minutes late.
• Throughout FY21-22 with fewer passengers, WAVE was able to achieve higher OTP than in FY19-21.
• Overall, OTP is high, and late trips are rare for WAVE service.

3.3.3.4 Scheduling and Dispatching Procedures55
The City of Redondo Beach entered into a new management agreement for the operation and maintenance of BCT fixed route and WAVE services with Transportation Concepts in May 2020. As the contracted operator, Transportation Concepts is responsible for scheduling and dispatching the WAVE service. Specifically related to scheduling and dispatching, Transportation Concepts is responsible for:
• Scheduling of all WAVE trips
• Dispatching of vehicles for all WAVE trips
• Providing training for scheduling and dispatching personnel In the management agreement, Transportation Concepts outlines a systemic method to reserve, schedule, and dispatch trip requests including same-day trips and subscription reservations, and integrate all demands for service to efficiently maximize productivity. Transportation Concepts does this through an in-house scheduling and dispatching software called Simpli, which contains the following features:
• Client management system for registering new clients and editing client records 54 Data source: City of Redondo Beach 55 All information in this section comes from data from the City of Redondo Beach 97%
94%
96% 96% 96% 96% 95%
99%
96%
99%
98%
100%
97%
100%
August September October November December January February Average Percent On-Time

MONTHLY WAVE ON-TIME PERFORMANCE
FY19-20 FY21-22
DRAFT
106
• A trip-booking system to create new trips, edit existing trips, and set up subscription trips • Computerized scheduling and dispatch software to optimize routes and productivity with live scheduling and real-time updates
• Mobile Data Terminal: each driver has a mobile tablet device with internet access so they can view their trips for the day, integrating driver and dispatcher communications so they can communicate in real-time about any schedule changes. the real-time manifests enable drivers to receive alerts as new trips, time changes, and cancellations are made in real time In the management agreement, Transportation Concepts outlined the use of two full-time and two parttime dispatchers to provide coverage during hours of operation. The dispatcher on duty is responsible for communication and coordination with the vehicle operators, taking ride requests from passengers, and answering the customer line.

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

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

Table 3-8: WAVE Comments, July 2019-June 202056
Date Comment type Comment details
August 5, 2019 Compliment WAVE customer called to let management know how grateful he is for the service. Stated that dispatchers and drivers provide a helpful and kind service.
56 Data source: City of Redondo Beach (names have been removed and replaced with “WAVE customer”) Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 107
Date Comment type Comment details
November 3, 2019 Complaint Passenger stated the new DAR bus is unsafe and should be pulled from service. Passenger does not like having to walk up the ramp, and prefers to use a lift. Passenger recently had hip surgery.

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

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

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

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

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

DRAFT
108

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

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

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

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

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

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

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

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

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

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

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

DRAFT
110
Figure 3-48: RBTC Renderings57
57 Data source: City of Redondo Beach
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 111
The RBTC is a modernized, multimodal transportation facility that serves five bus operators across 11 bus bays (Figure 3-49): BCT (Line 102), Torrance Transit (Line 3), GTrans (Line 3), Lawndale Transit, and LA Metro (lines 40, 210, and 211).

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

Beginning in January 2023 when the transit center began operations, BCT made changes to Line 102 to accommodate serving the transit center and account for the additional run time which impacts the Line 102 schedule and frequencies. Line 102 school trippers do not stop at the transit center in order to maintain current tripper headways. The current new schedule increases headways from the current schedule, but BCT is actively exploring ways to maintain the current frequencies and minimize the impact on riders. Furthermore, as other transit partners serve the RBTC and redesign schedules, all transit partners should collaborate to align schedules as best as possible to minimize passenger transfer wait times.
58 Data source: City of Redondo Beach
DRAFT
112

3.4 Financial Analysis

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

Table 3-9: Fare Category Description with Cost and Utilizationf 59 Fare Type Description Cost Usage60
Regular Cash
Fares
Regular fare (not senior or disabled) paid in
cash at boarding.
$1.00 37%
Senior &
Disabled Cash
Fares
62+ years, have a disability, or a Medicare
card, and pay in cash.
$0.50 13%
BCT General
Pass
Monthly passes are available for residents
and non-residents.

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

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

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

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 113
Fare Type Description Cost Usage60
TAP Fare Regular adult and student fare using stored
value.

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

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

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

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

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

Table 3-10: TAP Card Fares by Category61
TAP Type Description Cost Usage62
EZ Pass The EZ Pass provides unlimited rides and
transfers on BCT and other agencies in the
LA Metro area. Fare levels for routes and
services are based on zone63.

Redondo Resident: $90/month
Non-resident: $110/month
17%
61 Data source: LA Metro TAP Payment data
62 Usage percentage based on TAP Payment data across the BCT system from August 2019 through February 2020. 63 https://www.metro.net/riding/fares/ez-transit-pass/ DRAFT
114
TAP Type Description Cost Usage62
Access Services

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

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

Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 115

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

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

Figure 3-50: Capital Funding from 2018-2464
While BCT leverages several sources for bus procurements, the FTA’s 5307 – Urbanized Area Formula Grant provides the primary funding source, accounting for 81% of bus procurement costs. Table 3-11 outlines previous procurements as well as those currently planned.

Table 3-11: Vehicle Procurements from 2018-24
Year Count Vehicle Service
2018 - - No procurement
2019 5 Cutaways Demand Response
64 Data source: Redondo Beach
$-
$800,139
$526,218
$- $-
$1,596,963
$3,078,707
$-
$500,000.00
$1,000,000.00
$1,500,000.00
$2,000,000.00
$2,500,000.00
$3,000,000.00
$3,500,000.00
2018 2019 2020 2021 2022 2023 2024
FTA State MRCF Prop A
DRAFT
116
Year Count Vehicle Service
2020 3 Cutaways Demand Response
2021 - - No procurement
2022 - - No procurement
2023 3 Buses Fixed Route
2024 5 EZ Buses Fixed Route
Procurement is an ongoing process with BCT anticipating the delivery of 3 buses in 2023 and 5 buses in 2024 as well as several more planned during the next few fiscal years (further outlined in Section 5.3).

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

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

3.4.3 Operating

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

Figure 3-51: BCT Fixed-route Operating Expenses (FY2019-20, BCT Financial Reporting) 65 • The bulk of operating expenses (64%) from FY19-20 come from transit operations provided by Transportation Concepts, as well as COVID-19 maintenance expenses and miscellaneous expenses which include overhead costs. Labor (internal Redondo Beach staff) accounts for 24% of operating expenses which includes salaries and wages, fringe benefits, and other services (consultants, contractors, and maintenance). Materials and supplies account for 12% of BCT 65 Data source: City of Redondo Beach
24%
12%
64%
Operating Expenses FY19-20: Fixed-Route
Labor
Materials and Supplies
Purchased Transportation
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 117
expenses and include fuel and lubricants, tires and tubes, and other materials, as well as utilities, and liability insurance.
• NTD data shows total operating expenses have steadily increased by 15% between 2016 and 2019, from $3.35 million to $3.85 million. For this same period, operating cost per passenger trip has increased by 28% from $7.20 to $9.19.

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

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

Demand Response
Labor
Materials and Supplies
Purchased Transportation
DRAFT
118
Table 3-12: Funding Sources67
Type Source Description
Formula
Allocation
Procedure
(FAP)
Local Tax funding is allocated to Municipal transit operators. FAP is funded by the Los Angeles County Transit Sales Taxes of Propositions A and C and Measures R and M.

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

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

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

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

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

Federal
COVID Relief
Federal Temporary one-time Federal funds through the Coronavirus Response and Relief Supplemental Appropriations Act (CRRSAA) and Coronavirus Aid, Relief, and Economic Security (CARES) Act provided transit agencies funds for operational use to help mitigate the effects of the COVID-19 Pandemic for FY2020 through FY2023.
67 Data source: City of Redondo Beach
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 119
Figure 3-53 shows the breakdown of operating funding sources between FY2018 and FY2022.

Figure 3-53: Operating Funding Sources
Table 3-13: Allocation of Operations Funds68
FY2022 FY2021 FY2020 FY2019 FY2018
Fixed-Route Allocation 68% 67% 85% 91% 93%
Demand Response Allocation 6% 7% 9% 9% 7%
Federal (COVID) Funding 26% 26% 6% N/A N/A
• BCT’s largest revenue source is local FAP funding. Pre-pandemic, over half (58%-64%) of total operating expenses came from local FAP funding, and the other portion (36%-42%) came from state FAP sources.
• Federal COVID-19 Relief Funds including funds from the CRSSAA and CARES Act provided supplemental funds in FY2020 and a quarter of BCT funding for operations in FY2021 and FY2022. ARPA funds will supplement operating expenses in FY2023. COVID-19 Relief funds are not ongoing funding.
• Table 3-12 shows most operating funds are allocated to fixed-route operations. Pre-pandemic fixed-route accounted for over 90% of funds. The supplemental COVID-19 Relief Funds were not directly allocated specifically to fixed-route or demand response but rather used for both operations.

Before the pandemic, BCT consistently had a farebox recovery ratio of approximately 10%. Fare revenue had been increasing slightly before 2017 but was stable through 2019. Figure 3-54 shows fare revenue fluctuating as operating expenses steadily grew between 2013 and 2020. 68 Data source: City of Redondo Beach
FY2022
FY2021
FY2020
FY2019
FY2018
Operating funding sources FY18-FY22
FAP Local Funding FAP State Funding Federal (COVID) Funding DRAFT
120
Figure 3-54: Farebox Recovery and Operating Expenses (2016-20) 69 • The pandemic and the resulting suspension of fare collection meant that farebox revenue—while on a slight upward trend since 2017—has plummeted. In 2019, BCT collected $329,572 in fares, while in 2020, it collected $244,491 through April, a 25% decrease. Hopefully, with rebounding ridership and the resumption of fare collection, farebox recovery will improve.

3.5 Futures Analysis

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

3.5.1.1 Transportation Projects
Table 3-14 summarizes major transportation projects in the South Bay taking place over the next 15 years. The impact timeframe has been divided into either “short-term” or “long-term” to align with either the short- or long-range service plans that will be developed for BCT in the next deliverable. 69 Data source: NTD
0 500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
2013 2014 2015 2016 2017 2018 2019 2020
Total Operating Expenses
Fare Revenue
Farebox Recovery
Fare Revenue Total Operating Expenses
Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 121
Table 3-14: Transportation projects in the South Bay
Project Project Overview Potential impact on
BCT
Expected
Delivery Year
Impact
Timeframe
LAX Automated
People Mover
(APM)
(Landside
Access
Modernization
Program) 70
The LAX APM is a 2.25-mile elevated
guideway train system that will connect
Metro’s AMC to LAX, providing direct transit
access to LAX. The APM is anticipated to
become fully operational in 2023. The APM
will be able to be reached via the future
Crenshaw/LAX Line and the C Line. The APM
will connect to bus transportation services at
the AMC. Many transit agencies provide
service to LAX, including BCT, LA Metro,
Culver City Bus, Santa Monica BBB, GTrans,
and others.

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

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

Potentially more
travelers using this
line to connect to C
Line to travel around
Redondo Beach and
the South Bay,
which could
increase demand for
BCT services.
2022 Short-term
C Line
Extension73
Metro plans to extend the C Line through the
South Bay from Redondo Beach to Torrance.

Metro is currently in the environmental review
process, studying two potential route options
through Redondo Beach, Lawndale, and
Torrance. Metro anticipates C Line Extension
Demand for local
transit in and around
Redondo Beach and
RBTC will likely
increase due to the
presence of the rail
line Increased
demand for BCT
102 may need to
consider and plan
for potential service
2030-2033 Long-term
70 LAWA Official Site | Automated People Mover 71 Airport Metro Connector - LA Metro 72 Crenshaw/LAX Transit Project - LA Metro 73 C Line (Green) Extension to Torrance - LA Metro DRAFT
122
Project Project Overview Potential impact on
BCT
Expected
Delivery Year
Impact
Timeframe
opening between 2030 and 2033, with
construction forecasted to begin in 202674.
disruptions related
to construction
beginning in 2026
depending on the
rail alignment.

Vermont Transit
Corridor South
Bay Extension75
In the early planning stages, the Vermont
Transit Corridor is evaluating transit
alternatives from Hollywood Boulevard to
120th Street. As part of this study, an
extension approximately 10 miles south from
120th Street to the Metro J Line (Silver)
Pacific Coast Highway transitway station is
also being evaluated. Currently, both BRT
and rail concepts have been advanced into
an environmental review.

Creating a direct
north-south route
from the South Bay
to Los Angeles
could increase
demand for transit
but this service
would not connect
directly to the BCT
service area.
2028-2030 Long-term
Inglewood
Transit
Connector 76
Spanning the first/last mile gap between SoFi
Stadium and the Metro K Line, the Inglewood
Transit Connect would connect at the
Downtown Inglewood transit stop. The
Inglewood Transit Connector is expected in
2028. The SoFi stadium, home to the Los
Angeles Rams and Chargers as well as a
concert and event venue, is part of Hollywood
Park, which includes offices, condominiums, a
movie theater, a hotel, restaurants, and an
open-air shopping and entertainment
complex77. Finally, the Intuit Dome, the future
home of the Los Angeles Clippers, is currently
under construction south of SoFi stadium and
is expected to open in 202478.

BCT would most
likely not be
impacted but may
experience
increased demand
during special
events, sports
seasons, and the
2028 Summer
Olympics. Overall
demand to visit the
Inglewood complex
may also increase
due to the number of
amenities at the
complex.
2028 Long-term
74 The operating plans for the K Line and C Line are currently in flux, where future operating plans could result in the future K Line continuing south from its currently-planned terminus to operate on the C Line between the Mariposa and Redondo Beach stations, eventually extending further down to Torrance with the C Line operating in an east-west direction only between Aviation/LAX and Norwalk. The Metro Board has instructed staff to conduct outreach and develop an updated Crenshaw/LAX Line operating plan recommendation that would be approved before the AMC station opens. This operating plan is important to consider but does not change the locations of current and future Metro rail stations that BCT interacts with.
75 Vermont Transit Corridor South Bay Extension Feasibility Study - LA Metro 76 Inglewood Transit Connector Presentation (envisioninglewood.org) 77 https://hollywoodparkca.com/en-us
78 https://www.nba.com/news/clippers-break-ground-on-new-arena-in-inglewood Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 123

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

Table 3-15: Land use and Development Projects in the South Bay Project Project Overview Potential impact on
BCT
Expected
Delivery Year
Impact
Timeframe
South Bay
Galleria79
Redondo Beach City Council has approved
conceptual plans for redevelopment which
include more commercial space, a 150-room
hotel, 300 apartments, and six acres of open
space. 20% of residential units will be
designated for middle- and low-income
residents.

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

To open in
phases,
redevelopment
of retail areas
2023-2024;
residential set
to open in mid2025; hotel in
2026
Mid- to Longterm
PLANredondo80 The city’s new general plan will shape land use and open space goals and policies that
will act as the city’s foundation for growth and
development for the next 20-30 years. The
City Council adopted the new land-use plan in
May 2021.

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

Ongoing Long-term
AES Redondo
Beach81
Along Harbor Drive, the AES Power Plant has
been permitted to continue operating through
2023. The 51-acre site was purchased by a
developer who permitted the operating
extension. Potential development could
include an office campus, retail/commercial
space, or hotel as well as some portion of the
property as open space.

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

Unknown Long-term
79 City of Redondo Beach – South Bay Galleria 80 City of Redondo Beach - PLANredondo 81 California’s Coastal Power Plants: Redondo Beach Generating Station(ca.gov) DRAFT
124
Project Project Overview Potential impact on
BCT
Expected
Delivery Year
Impact
Timeframe
Beach Cities
Health District
(BCHD) Healthy
Living
Campus 82
Beach Cities Health District has proposed
redevelopment of their 11-acre property at
514 North Prospect Avenue. The new
development would provide residential Care
for the Elderly with a reduction of the existing
facility from 420 units to 217 units, including
memory care83.

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

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

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

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

Short-term
King Harbor
Public
Amenities
Plan85
The City of Redondo Beach has commenced
a planning effort to establish a holistic
framework plan to improve and enhance
various public amenities within the City’s
waterfront, King Harbor. The Plan was
approved by the City Council in October
2022. The plan will include an implementation
strategy that will consider how the plan will be
implemented and funded throughout the
planning and design process
BCT Lines 102 and
109 serve King
Harbor and could
result in increased
demand.
100% Draft
Plan submitted
Sept. 2022;
Community
outreach in
progress;
implementation
timeline
unclear
Long-term
El Segundo
Pacific Coast
Commons 86
In March 2022, the El Segundo City Council
voted to approve a new mixed-use
development comprised of a series of
buildings located on the west side of the
Pacific Coast Highway between Holly and
Palms Ave. The properties are currently used
as parking for neighboring hotels. The
development is planned to consist of 263
apartments (with 32 designated as
affordable), 11,252 square feet of groundstory retail, and parking for 792 vehicles.

Increased demand for
Line 109 could result
from this
development. The
proposed
development is
approximately a 500-
ft walk from the
nearest BCT bus stop
on Grand Ave.
2025 Short-term
82 The Campus | BCHD - Healthy Living (bchdcampus.org)
83 https://www.bchdcampus.org/campus 84 City of Redondo Beach - News Details 85 King Harbor Amenities Plan | Redondo Beach (khamenitiesplan.com) 86 El Segundo approves mixed-use project on Pacific Coast Highway | Urbanize LA Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 125
Project Project Overview Potential impact on
BCT
Expected
Delivery Year
Impact
Timeframe
Construction is expected to last for 34
months.

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

DRAFT
126
Figure 3-55: Future Transportation and Land Use and Development Projects in BCT Service Area Existing Conditions Review – Service Planning
DRAFT
Beach Cities Transit – Transit Services Study 127
DRAFT
128
4 EXISTING CONDITIONS REVIEW – OPERATIONS AND MAINTENANCE

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

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

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

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

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

Existing Conditions Review – Operations and Maintenance Facility DRAFT
Beach Cities Transit – Transit Services Study 129
Figure 4-1: Site Diagram of BCT Property (above) and Aerial View (below) 87 The red hatched area represents current BCT operations and maintenance facility within the fenced portion of the property. 87 Data source: City of Redondo Beach
DRAFT
130
Figure 4-2: Image of Parked BCT Bus and Fleet Maintenance Facility

4.1.1 Existing Building and Maintenance Equipment Review

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

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

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

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

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

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

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

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

The building is generally in poor condition primarily due to its age and relative to its current use. The facility was originally constructed for vehicle service but not for CNG vehicles or transit operations. The DRAFT
132
building has been partially retrofitted to accommodate office and support spaces as needed but none are constructed to modern transit civic building standards for office or service/support spaces. Codecompliant building HVAC systems, particularly the exhaust and detection systems for CNG vehicles, are not in place.

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

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

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

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

Existing Conditions Review – Operations and Maintenance Facility DRAFT
Beach Cities Transit – Transit Services Study 133
For a facility considering the implementation of hydrogen fuel cell electric buses (FCEBs), a compliant gas-detection system (for any hydrogen leak) will be required at the maintenance garage that would operate and maintain FCEBs, as well as in any enclosed building that an FCEB would enter. These systems are similar to those required at a facility with CNG buses and require similar ventilation requirements. These systems would need to be entirely new at the BCT facility since the equipment and systems are relatively new and could be adapted for hydrogen detection.

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

4.1.2 Vehicle Service Cycle

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

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

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

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

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

Since the current service cycle on-site is very limited, further consideration for optimization of the service DRAFT
134
cycle during the course of ZEB implementation and future facility upgrades should be considered in the future master planning phases.

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

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

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

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

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

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

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

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

4.1.4 General Maintenance Facility Considerations

4.1.4.1 Fire Protection Considerations
With the implementation of both FCEBs and BEBs, fire protection and life-safety concerns can be significant. However, due to the relatively new advent of these technologies, building and fire protection codes have not specifically addressed many of these concerns. The National Fire Protection Association (NFPA) 855 ‘Standard for the Installation of Stationary Energy Storage Systems’ is a standard that can potentially be applied to BEB storage, but this particular standard is certainly overkill relative to the capacity of the batteries onboard buses and is more applicable for an indoor application/storage of battery systems. The need for enhanced fire protection systems has not been determined as a baseline Existing Conditions Review – Operations and Maintenance Facility DRAFT
Beach Cities Transit – Transit Services Study 135
requirement for BEB implementation and would be left up to the discretion of the local fire marshal and the building officials. Early coordination with the local building authorities is highly recommended to understand their requirements and concerns.

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

DRAFT
136
5 EXISTING CONDITIONS REVIEW – ZERO-EMISSION BUS PLANNING As part of the TSS, BCT is also developing a ZEB rollout plan to comply with State regulations requiring that a ZEB rollout plan be developed and submitted to CARB, as well as to guide strategic infrastructure deployment for the redevelopment of the operations and maintenance facility.

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

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

ICT also states that transit agencies are required to produce a ZEB rollout plan that describes how the agency is planning to achieve a full transition to a zero-emission (ZE) fleet by 2040 as well as outlining reporting and record-keeping requirements. Specific elements required in the rollout plan include:
• A full explanation of how the agency will transition to ZEBs by 2040 without early retirement of conventional internal combustion engine buses
• Identification of the ZEB technology the agency intends to deploy (either BEBs or FCEBs) • How the agency will deploy ZEBs in disadvantaged communities • Identification of potential funding sources
• A training plan and schedule for ZEB operators and maintenance staff • Schedules for bus purchase and lease options (including fuel type, number of buses, and bus type)
• Construction of associated facilities and infrastructure (including location, type of infrastructure, and timeline)
Small California transit agencies, such as BCT, are mandated to submit ZEB rollout plans by June 30, 2023, to CARB. ICT also outlines different ZEB purchase schedules that large and small agencies must adhere to. Beginning in 2021 and continuing annually through 2050, each transit agency will be required to provide a compliance report88. The initial report will outline the number of and information on active buses in the agency’s fleet as of December 31, 2017. Subsequent reports must include transit agency information, information on each bus purchased, owned, operated, leased, or rented (including make, model, curb weight, engine and propulsion system, bus purchases, and any information on converted buses), ZE mobility option information (if applicable), and information on renewable fuel usage (including date purchased, fuel contract number, and effective date, if applicable).

Table 5-1 below outlines the ZEB purchase schedule for small transit agencies for heavy-duty transit vehicles. Specific vehicle types, such as motor coaches, cutaways, double-deckers, and 60-ft. vehicles, are exempt from this purchase schedule until 2026 or later (dependent on Altoona testing being 88 https://ww2.arb.ca.gov/sites/default/files/2019-10/ictfro-Clean-Final_0.pdf Existing Conditions Review – Zero-Emission Bus Planning DRAFT
Beach Cities Transit – Transit Services Study 137
completed). Whereas large agencies are required to start purchasing ZEBs in 2023, small agencies are exempt until 2026, when 25% of new bus purchases must be ZE.

Table 5-1: ZEB Purchase Schedule (as a percentage of total new bus purchases for small transit agencies) for standard buses89
Year Percentage
2026 25%
2027 25%
2028 25%
2029 and after 100%
ICT also outlines several flexibility options to comply with ZEB purchase requirements that transit agencies can take advantage of. These include receiving bonus credits for early ZEB purchases, ZE mobility options to encourage innovation, enhanced first/last mile connections and improved mobility, and the option to form a joint ZEB group, which entails transit agencies working together to collectively comply with ZEB purchase requirements and a joint ZEB rollout plan. Formation of joint ZEB groups is dependent on certain eligibility requirements (agencies must share infrastructure, be in the same air basin, air district, Metropolitan Planning Organization, or Regional Transportation Planning Organization).

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

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

Specifically, the ZEB rollout plan required to be submitted to CARB by mid-2023 must include the following components, broken down by CARB into nine sections. • Section A: Transit agency information
89 In this report, standard buses refer to 35-ft. or 40-ft. unless otherwise stated DRAFT
138
• Section B: Rollout plan general information
• Section C: Technology portfolio
• Section D: Current bus fleet composition and future bus purchases • Section E: Facilities and Infrastructure Modifications • Section F: Providing service in disadvantaged communities • Section G: Workforce training
• Section H: Potential Funding Sources
• Section I: Start-up and scale-up challenges

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

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

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

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

Increasing the battery size to maximize range creates some limitations. While a bigger battery generally increases the length of vehicle operation, it is also heavier. Together with passenger loads, the bus may become so heavy that the energy required to move the vehicle reduces its operating range. To create Existing Conditions Review – Zero-Emission Bus Planning DRAFT
Beach Cities Transit – Transit Services Study 139
buses that meet vehicle operating parameters, OEMs and agencies are trying to balance the trade-offs associated with vehicles that have larger, heavier batteries.

One way that OEMs have addressed these trade-offs is to build high-power on-route charging infrastructure. This allows them to extend the range of the BEBs by providing additional charges in short sessions at the time. With this infrastructure, buses can recharge during operating periods to extend their range. However, on-route charging is typically more expensive, as it typically occurs during electricity peak hours, and would need to be located at a City-owned location90.

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

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

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

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

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

DRAFT
140
this include the relatively lower capital costs for BEBs versus FCEBs (especially for smaller-scale deployments) and the lack of readily available, reliable, and affordable hydrogen as a fuel source in most parts of the country.

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

OEM Propulsion
Type Length(s) (ft) 92 Battery Capacity (kWh)
OEM Stated
Range (mi)
Fuel economy
(kWh/mi) 93
BYD
BEB – Long
Range (with
optional onroute charging)
30, 35, 40, 60 215-578 150-220 1.45-2.65
New Flyer BEB – Fast
Charge 35, 40, 60 160-320 55-115 2.78-2.86
New Flyer BEB 35, 40, 60 311-466 135-22 2.08-2.33
Nova BEB – Long
Range 40 594 210-290 2.03-2.82
Proterra94 BEB – Long
Range 35, 40 220-738 95-33095 1.59-2.896
GreenPower BEB 30, 35, 40 210-320 85-175 1.21-1.72
Gillig BEB 40 450 180-200 1.80-2.20
BEB charging equipment has two main components: the power cabinet and the dispenser, in addition to any supporting electrical equipment such as transformers and switchgear. The power cabinet can have different power rates, depending on the number of modules that are combined. The charger module is the inner power module for DC charging stations (piles) and converts AC energy into DC in order to charge vehicles. For example, a power cabinet can have one module of 60 kW or two modules for a total of 120 kW power rate. The charging equipment can be categorized based on power output as follows:
• Standard charging: between 60- to 150-kW power rates. Can be provided by any type of dispenser.
• Fast charging: for power rates above 300 kW and a maximum of 600 kW. Only pantographs can provide these high-power capacities.
• Centralized: new centralized solutions are grouping the charging modules in a single unit capable of distributing up to 3 MW among several modular dispensers. The dispensers connected to a centralized unit can be either plug-ins or pantographs. 92 New Flyer has quoted prices of $920,000 to $1 million for 35-ft BEBs, $930,000 to $1.1 million for 40-ft BEBs, and $1.6-1.8 million for 60-ft BEBs. Proterra has quoted prices of $930,000 to $1.1 million for 35-ft BEBs, and $940,000 to $1.2 million for 40-ft buses. 93 The fuel economy ranges quoted here are from OEMs. However, expected operational fuel economies will differ between agencies and communities based on topography, ridership, climate, and other factors. 94 At the time of writing, the future of Proterra is uncertain as they move through Chapter 11 bankruptcy filings.

Mention of Proterra is maintained as reference information. 95 With Duopower drivetrain; https://www.proterra.com/vehicles/catalyst-electric-bus/range/ 96 With Duopower drivetrain; https://www.proterra.com/vehicles/catalyst-electric-bus/range/ Existing Conditions Review – Zero-Emission Bus Planning DRAFT
Beach Cities Transit – Transit Services Study 141
There are three types of dispensers, which are the actual connection between the vehicle and the power cabinet, and those are 1) plug-in, 2) pantographs, and 3) wireless dispensers. However, different installation configurations of dispensers are also possible, creating the classification shown in Figure 5-1.

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

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

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

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

Dispenser
GroundMounted
Plug-in
Wall/pedestal
modular
Integrated
Wireless Inductive
Overhead
Plug-in Modular
Pantograph
Bus-mounted
Inverted
DRAFT
142
Table 5-3: Examples of Dispenser Installation Configurations Ground-Mounted Dispensers
Modular Plug-in Dispenser Integrated Plug-in Dispenser
Wireless Inductive Charger
Overhead Dispensers
Overhead Plug-In Inverted Pantograph
Existing Conditions Review – Zero-Emission Bus Planning DRAFT
Beach Cities Transit – Transit Services Study 143
Because they require fewer alterations to a facility, plug-in chargers tend to cost less than overhead and inductive chargers in terms of purchase costs and installation. Nevertheless, plug-in chargers require more space compared to overhead and are subjected to increased wear and tear, relative to other charger types in a transit setting. Inductive chargers may not be suitable for depots with constrained space.

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

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

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

DRAFT
144
Figure 5-3: Technology Overview of a BEB versus a FCEB97.

FCEBs can be fueled more traditionally and have a longer range. Due to the onboard power generator (the fuel cell), FCEBs are fueled similarly to CNG or diesel buses. The onboard energy source allows onboard electricity generation and therefore permits FCEBs to travel greater distances than BEBs, which need to recharge their batteries using an external charger. The range of FCEBs is between 240–325 mi, depending on the hydrogen tank size98.

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

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

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

Existing Conditions Review – Zero-Emission Bus Planning DRAFT
Beach Cities Transit – Transit Services Study 145
Hydrogen refueling station (HRS) is a term used to refer to the equipment required to transfer hydrogen from static storage tanks to onboard vehicle storage. The refueling process of an FCEB is similar to that of a CNG or diesel bus in that a hose is connected to the fuel gauge until the tank is full (the current standard for heavy-duty vehicles such as buses is 350 bar). This lower-pressure option of 350 bar is financially advantageous as the costs of the required storage vessels and HRSs are significantly lower for 350 bar fueling than for higher-pressure fueling options (e.g., 700 bar used in light-duty vehicles). Figure 5-4 below shows a generalized schematic of an HRS.

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

DRAFT
146
Figure 5-5: Liquid Hydrogen Fueling Station Equipment (storage tank, left, and vaporizer and compressor, right) at OCTA
If liquified hydrogen is selected as the delivery method, then the cold liquid (-430°F) will be stored in liquid hydrogen tanks (Figure 5-5) at between 50 and 150 PSI. Upon demand from the hydrogen dispensers, the liquid could then be pumped by triplex reciprocating pumps or compressors (3.94 kg/min. or 14.7 gal./min. at 5,000-6,000 PSI per pump) through vaporizers so that the hydrogen is warmed and becomes gaseous and near-atmospheric temperature. Finally, the gaseous hydrogen is routed through a chiller or other precooling system to increase its density, and then to the high-flow gas hydrogen dispensers, which will fill the buses to 350 bar (about 5,000 PSI). If no bus is connected to a dispenser or all buses are full, the gaseous hydrogen from the pumps and vaporizers are then directed to a buffer-storage array, as needed to allow the pumps to run during a typical 2.5-minute exchange time between sequential-bus fills.

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

Existing Conditions Review – Zero-Emission Bus Planning DRAFT
Beach Cities Transit – Transit Services Study 147
Figure 5-6: Layout of Liquid Hydrogen Refueling Stationf 101
The footprint of hydrogen stations can usually be accommodated by the space designated for CNG refueling stations if this currently exists at the facility. The use of pumps for the hydrogen refueling station will likely increase the power requirements at each division when transitioning away from diesel. As such, an important consideration is the power and energy requirements for the pumps and related equipment for onsite hydrogen dispensation.

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

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

Figure 5-7 shows current hydrogen fueling facilities in the South Bay, both online and under construction. 101 Publication available at https://www.researchgate.net/figure/Layout-of-hybrid-station-with-gasoline-and-liquidhydrogen-supply-systems-21_fig9_285044628 DRAFT
148
Figure 5-7: Hydrogen Fueling Facilities in the South Bay, Hydrogen Fuel Cell Partnership102 The South Bay has three public hydrogen fueling facilities online, as well as one proposed commercial hydrogen fueling station. It should be noted that the fueling station in Torrance on 190th St. operates from a pipeline source of 100% renewable hydrogen. This facility would provide uninterrupted fuel at 35/70 MPa whereas other stations source hydrogen via delivery, presenting potential for disruption. It should also be noted that unless the facility is purpose-built for heavy-duty vehicles, it is unlikely that the facility will have sufficient supply to fuel transit buses and the other vehicles used in BCT’s fleet.

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

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

Some of the main challenges associated with cutaways for the ZEB market include their shorter design life and most of the smaller cutaway units are based on a van chassis from a major automotive manufacturer with a body mounted on it from the bus manufacturer. The power train is what comes with 102 Stations Map | Hydrogen Fuel Cell Partnership (h2fcp.org) Existing Conditions Review – Zero-Emission Bus Planning DRAFT
Beach Cities Transit – Transit Services Study 149
the chassis and is not purpose-built for bus operation or layout. By comparison, the heavy-duty full-sized bus is built ground up with the power train components purchased, configured, and installed by the OEM.

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

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

Despite these challenges detailed above, there have been some products that are suited for transit bus applications at this point; however, the current product and technology state in North America is very much still evolving. A few examples are as follows:
• A Quebec, Canada firm, Lion Bus, has developed a line of electric conventional type C school buses. Evolving from this is a purpose-built small electric low-floor bus offered in both school bus and transit bus versions. It resembles a flat front type D school bus and is approximately 26-ft. with a capacity of up to 31 passengers. A 75-mile range is claimed with one battery but adding an optional second battery doubles the range103.
• A third vehicle design from Holland is the UMS Mission bus (Figure 5-8). It starts with a strippeddown ProMaster chassis and uses an all-composite body with contemporary electrical componentry. A prototype unit in Canada is expected to undergo Canadian Motor Vehicle Safety Standards certification soon and then pursue US approvals 104. 103 https://thelionelectric.com/en/products/electric_minibus 104 https://urbanmobilitysystems.nl/solutions/mission/ DRAFT
150
Figure 5-8: UMS Mission Zero-Emission Cutaway Bus
• A partnership between Proterra and Optimal-EV announced in June 2020 the development of a battery electric low-floor cutaway bus for North American markets (Figure 5-9). The Proterra105 battery system will feature 113 kWh of energy capacity with a range of up to 125 miles on one charge. According to the OEM, the vehicle can fully charge in two hours and does not have a reduced carrying capacity due to the onboard battery. The vehicle debuted at the American Public Transportation Association EXPO 2021 and became available for purchase beginning in 2021. Optimal-EV has noted that this is the first vehicle in a line of multiple ZEBs for a variety of applications106.
105 Considering Proterra’s Chapter 11 bankruptcy filing, Optimal-EV may need to obtain an alternative battery system partner.
106 https://www.metro-magazine.com/10122170/optimal-electric-vehicles-proterra-partner-to-produce-all-electric-lowfloor-cut Existing Conditions Review – Zero-Emission Bus Planning DRAFT
Beach Cities Transit – Transit Services Study 151
Figure 5-9: Optimal-EV Low-Floor Cutaways Bus Using Proterra Battery System Finally, US Hybrids has recently announced the production of a hydrogen fuel cell plug-in shuttle bus. The vehicle is 30’ and features a capacity for up to 25 seats and is ADA-compatible. The vehicle has a hydrogen storage capacity of 9.78 kg of usable hydrogen with a 28.4 kWh battery. US Hybrids states a range of 125 miles with an additional 15 miles using the battery capacity. It is unclear when these will be on the market or what the estimated purchase price will be.

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

Table 5-5: Summary of Zero-Emission Cutaway Options
Lightning Systems E450 Shuttle Bus
Chassis Ford E450
Wheelchair
Access
Unknown
Dimensions
L x W x H roof
Unknown
Seating
Ambulatory
(Wheelchair)
Varies
Range 80-120 miles
Battery size 86 kWh or 129 kWh
LionM
Chassis OEM
Wheelchair
Access
Side Ramp
Dimensions
L x W x H roof
313” x 95” x 111”
Seating
Ambulatory
(Wheelchair)
22 (6)
Range 75-150 miles
Battery size 160 kWh
DRAFT
152
UMS Mission
Chassis ProMaster
Wheelchair
Access
Side or Rear Ramp
Dimensions
L x W x H roof
295” x 87” x 106”
Seating
Ambulatory
(Wheelchair)
16 (1)
Range Unknown
Battery size Unknown
Optimal-EV S1LF
Chassis Ford E450
Wheelchair
Access
Side Ramp
Dimensions
L x W x H roof
Unknown
Seating
Ambulatory
(Wheelchair)
12 (3)
Range 125 miles
Battery size 113 kWh
Phoenix Motorcars Zeus 400 Shuttle Bus
Chassis Ford E-series
Wheelchair
Access
Rear lift
Dimensions
L x W x H roof
Variable
Seating
Ambulatory
(Wheelchair)
23 (2)
Range 160 miles
Battery size 150 kWh
Overall, the current ZE cutaway market is more limited than the ZEB market for standard transit buses.

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

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

Existing Conditions Review – Zero-Emission Bus Planning DRAFT
Beach Cities Transit – Transit Services Study 153
Table 5-6: Zero-emission Vehicle Options for Paratransit use Lightning Systems Transit Passenger Van
Chassis Ford Transit 3500
Wheelchair Access Unknown
Dimensions
L x W x H roof
Unknown
Seating
Ambulatory
(Wheelchair)
15 Range 60-120 miles
Battery size 86 kWh – 105 kWh
GreenPower EV STAR ADA
Chassis OEM
Wheelchair Access Side Lift
Dimensions
L x W x H roof
300” x 80” x 106”
Seating
Ambulatory
(Wheelchair)
16 (2)
Range <150 miles
Battery size 118 kWh
US Hybrid Hydrogen Paratransit Van
Chassis Ford Transit 350 HD
Wheelchair Access Ramp (low-floor)
Dimensions
L x W x H roof
263” x unknown x 107”
Seating
Ambulatory
(Wheelchair)
Multiple configurations,
up to 3 wheelchairs
Range 250 miles
Battery size 40 kWh

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

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

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

DRAFT
154

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

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

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

Table 5-7: BCT Fleet Compositionf
108
Model year Service year Quantity Make Length (ft) Fuel type Service type 2003 2005 1 El Dorado 42 CNG Fixed route
2011 2011 3 El Dorado 33 CNG Fixed route
2013 2013 5 El Dorado 33 CNG Fixed route
2015 2015 1 El Dorado 24.5 CNG Fixed route
2015 2015 2 El Dorado 33 CNG Fixed route
2019 2019 2 Ford 25 CNG Fixed route
2014 2018 1 Mobility Ventures 17 CNG WAVE
2019 2019 2 Ford 25 CNG WAVE
2020 2020 3 Ford 25 CNG WAVE
All of BCT’s fleet uses CNG, and fueling currently occurs offsite at three different locations: the Redondo Beach Public Works yard, fuel station at LAX (for Line 109), and a fuel station in Torrance are used as a backup in case fueling at the Public Works yard is unavailable.

In order to effectively operate and maintain a ZEB fleet, the operating facility must be able to support the required infrastructure. Currently, the maintenance facility located at 1521 Kingsdale Blvd has exceeded its useful life and does not meet the basic needs required for administration, operation, bus and employee 107 Data source: City of Redondo Beach
108 Data source: City of Redondo Beach
Existing Conditions Review – Zero-Emission Bus Planning DRAFT
Beach Cities Transit – Transit Services Study 155
parking, and maintenance of BCT and the BCT fleet, and the facility will need to be expanded to accommodate future ZEB fleet and related charging infrastructure. Following the identification of the preferred ZEB fleet composition, we will identify the required facility and infrastructure needs and modifications to support the ZEB fleet.

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

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

Figure 5-10: Hourly Vehicles in Operation110
Figure 5-10 shows that peak vehicle requirements occur at 4 pm with 11 vehicles in operation. The majority of BCT’s vehicles are in operation for most of the day, with the exception of a few vehicles that operate during the AM and PM only for Line 102 school tripper services. Typically, four vehicles operate on Line 109 and five operate on 102, with an additional three vehicles for trippers. Extra vehicles follow the trippers in the morning to pick up students after the bus meets capacity. According to NTD data, BCT has 20 vehicles available for maximum service and uses 14 vehicles in maximum service which equates to a 42% spare ratio111.

BCT blocks its vehicles so that most vehicles complete an AM block and a PM block. In most cases, the vehicle immediately begins the PM block after completing the AM block, which would minimize the ability to return to the yard for midday charging. Because limited operating ranges are currently one of the main constraints of some ZEB technologies, it is important to first understand how long BCT’s blocks are and 109 A representative weekday of Thursday, October 3, 2019 was chosen to represent a full service schedule. 110 Data source: City of Redondo Beach
111 https://www.transit.dot.gov/sites/fta.dot.gov/files/transit_agency_profile_doc/2020/90214.pdf 2 8
10 8 8 8 8
7 7
10 10
11 8 8 8
7 4
2 0
2 4
6 8
10 12
Number of vehicles in operation
Vehicles in operation by hour of day
DRAFT
156
then to pivot to the vehicle level (according to the scheduled vehicle assignments for example service day chosen) to understand the distance vehicles travel on an average day.

Figure 5-11: Block Frequency by Daily Service Milesf
112
Figure 5-11 shows the distribution of blocks by distance (inclusive of revenue and deadhead miles) that BCT’s fixed route vehicles are assigned to on an average Thursday. For example, one block is between zero and 10 miles, seven blocks are between 10 and 20 miles, and so forth. Given that the average operational range of a standard BEB is between 120 and 150 miles, all blocks are comfortably within current BEB ranges, with a maximum block length of 100 miles. However, we know that vehicles complete multiple blocks in a day, so block lengths must be combined at the vehicle assignment level to understand the full distances vehicles travel in a day. 112 Data source: City of Redondo Beach
1 7
2 3
5 2
4 0%
20%
40%
60%
80%
100%
0 1
2 3
4 5
6 7
8 0-9 10-19 40-49 60-69 70-79 80-89 90-100
Daily block mileage
Number of blocks Cumulative %
Existing Conditions Review – Zero-Emission Bus Planning DRAFT
Beach Cities Transit – Transit Services Study 157
Figure 5-12: Vehicle Frequency by Daily Service Miles113 Figure 5-12 shows that when blocks are combined at the vehicle assignment level, vehicles can travel over 175 miles in a day; specifically, up to 179 miles. While this is still close to the current stated BEB range as discussed in Section 5.2, some reblocking may need to be completed to accommodate the current fixed route service with BEBs, ensuring that blocks are grouped in a way that daily service can be completed or there is sufficient time between blocks to recharge.

On average, four or five vehicles are used daily for WAVE operations. To capture the variability of the distance vehicles can travel in a day under demand response systems, daily miles traveled per vehicle were analyzed for weekdays in October 2019.
113 Data source: City of Redondo Beach
0 2
1 0
2 2
1 3
0%
20%
40%
60%
80%
100%
0 1
2 3
0-24 25-49 50-74 75-100 100-124 125-149 150-174 175-199 Vehicle frequency by daily service miles
Number of vehicles Cumulative %
DRAFT
158
Figure 5-13: Daily Mileage for WAVE Vehicles114 115
The box and whisker plot in Figure 5-13 is designed to show the variation in daily vehicle mileage. Each vehicle entry in the plot shows different statistics regarding mileage per day: the minimum (bottom whisker), first quartile (bottom of the box), median (line within the box), third quartile (top of the box), and maximum (top whisker). Outliers are displayed as the dots above and below each entry (defined as number below the lower and upper limits as determined by the interquartile range) and the X in the middle of each box is the mean for that dataset.

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

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

For a BEB, strategic placement of chargers and charging dispensers will be needed to minimize their footprints and space consumption.
114 Vehicle 547 completed one day of service and traveled 22 miles on that day. 115 Data source: City of Redondo Beach Existing Conditions Review – Zero-Emission Bus Planning DRAFT
Beach Cities Transit – Transit Services Study 159
• Charging infrastructure for BEBs includes before-the-meter and customer-side electrical upgrades that require significant investment and planning. Participation in utility-operated infrastructure programs, like Charge Ready Transport from SCE can help offset the majority of charging equipment costs including transformers and switchgear. • BCT’s operating range per vehicle approaches the current threshold of BEB vehicles and may require restructuring of blocks and vehicle assignments, but is within the threshold of FCEB vehicles.
• Regionally, most agencies with ZEB plans, including Metro and Long Beach Transit, are trending towards BEBs.
• BCT’s major capital spending has been, historically, for bus replacements and has leveraged some federal funding and local sources. With the adoption of ZEBs, the larger capital outlays required will need not only increases in budget but also the exploration of competitive grant programs to cover these costs. It will be challenging to utilize Local Match for Federal funds as new and ongoing operations and capital expenses utilized on an annual basis for the new Transit Center erode Local Match funds. In addition to Proposition A, other Local Return funds should be utilized.

DRAFT
160
6 ENGAGEMENT AND STAKEHOLDER OUTREACH116
A variety of engagement activities took place between May and August 2022 to promote the study and encourage
participation and feedback. During this time, an online survey was open for BCT riders, WAVE riders, and nonriders to understand community priorities in transit service provision and opportunities to craft a more attractive
service. A variety of other events, including a combination of virtual and in-person events, were conducted to reach as wide an audience as possible.

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

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

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

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

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

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

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

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

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

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

Wednesday
7/27/22
Pop-up: Redondo Beach
Senior Open House @
Perry Park
7 comment cards Promote the BCT Survey and engage with
Beach Cities residents.
116 For more information please see Appendix A: Public Summary Outreach Report Engagement and Stakeholder Outreach115F115F
DRAFT
Beach Cities Transit – Transit Services Study 161
Date Event Engagement Purpose
Wednesday
8/10/22 Technical Working Group 14 attendees Discuss proposed service recommendations with transit partners.

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

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

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

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

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

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

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

Table 6-2: Survey Responses by Survey Type
Survey Type Count
Percent of
total surveys
Fixed-route rider survey responses 143 51%
WAVE survey responses 11 4%
Non-rider survey responses 126 45%
Total survey responses 280 100%
Total administered surveys 295117
117 After validating survey response, not all surveys administered were included due to incomplete or partial responses. Of the 295 surveys administered, 15 were determined invalid for a total of 280 surveys included in analysis.

DRAFT
162
Overall respondent demographics skewed female (60%), white or Caucasian (63%), and over 35 years old with under 35 (Under 18, 18-24, and 25-34) making up only 21% of respondents. Respondents overwhelmingly indicated household incomes greater than $75,000 with only 15% indicating a household income below $75,000. This largely aligns with the demographics of the overall service area, where the majority of South Bay residents are over 35 years of age (with a median age of 40), 66% of residents identifying as white or Caucasian, and median household income above $75,000 (specifically $125,000).

6.1.1 Survey Takeaways
Collecting over 280 detailed opinions from the Transit Services Study Survey, and many more in-person and virtual impressions, South Bay communities gave feedback on and were informed about BCT services. Highlights from this process include conclusions regarding areas of improvement and continued success.

Information or the lack thereof was a theme across demographics and transit preferences. BCT ensures that information about its services is available through a variety of different sources and mediums, including on the BCT website, through Twitter, onboard buses, at bus stops, and at local senior centers and other community centers. A repeated theme across survey results and from engagement is a sentiment that people do not have adequate information about BCT services, which signals a need to explore strategies that can connect people with information and raise public awareness about where information can be found. Insights regarding information availability include:
• Real-time apps were widely used by BCT riders and often their only source of information pertaining to service notifications.
• Bus stop improvements pointed to the desire for more and better information about the routes and system as a whole when at a bus stop.
• Among non-riders, access to more information was the biggest factor that would increase their use of transit. While BCT provides information through a variety of sources, these comments suggest that non-riders are unaware of where to find the information. Strategies to address this are discussed in greater detail in Section 7.3.4.

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

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

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

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

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

Engagement and Stakeholder Outreach115F115F
DRAFT
Beach Cities Transit – Transit Services Study 163

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

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

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

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

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

DRAFT
164
• The South Bay Workforce Investment Board occasionally supports its clients with bus passes, but these are usually for Metro services. The representative noted that Redondo Beach clients use transit and interest has been increasing in the past couple of years particularly due to gas prices. • Beach access was identified by multiple participants as a priority, noting the congestion and challenge of parking at piers.
• Frequency and consistency were identified as challenges with one participant noting the service gap on Line 102 on Sunday afternoons.
• The addition of an east-west bus service designed to facilitate access to recreational areas was identified. Service along Manhattan Beach Blvd could improve beach access for North Redondo Beach and Manhattan Beach residents with stops at Polliwog Park and Redondo Beach Performing Arts Center.

Focus Group #2, held on Tuesday, July 19, 2022, sought engagement from seniors, students, parents, and caregivers. It was attended by five community members, two representatives from Torrance Transit, and two representatives from the City of Redondo Beach Senior and Family Services. • Line 109 traverses a large area, providing connections between Riviera Village and Manhattan Beach but does not provide service across Redondo Beach; the opinion provided was BCT should prioritize Redondo Beach residents in service provision. • The northern section of Line 109 was identified as too circuitous, and Metro Line 232 is the preferred route returning from LAX as it is more direct, and riders can reach their destination in less time.
• A respondent noted that the branding of BCT services does not stand out or excite people. The white vehicles were compared to ‘service vehicles’ and contrasted to Santa Monica Big Blue Bus and LA Metro Micro vans in El Segundo, both of which have distinct branding that sticks out in the community and clearly look like vehicles for public transit. • Senior and Family Services from the City of Redondo Beach provided insight into residents’ feelings towards the WAVE. Since the onset of the COVID-19 pandemic, there has been an increase in inquiries about DAR services. Adult caregivers are more comfortable with their elderly parents taking the WAVE. Additionally, community members provided examples of how helpful WAVE services were to them personally. It was noted that while there is information about BCT and the WAVE at senior centers, the information might not be up to date and may need to be updated on a regular basis to make sure information is accurate. • Draft service proposals included in the second focus group were alternatives to Line 109 to run through Redondo Beach Pier and streamline service along the northern portion of the route around Plaza El Segundo and Manhattan Village Mall. Responses to the addition of pier service were mixed; some supported this change whereas others expressed safety concerns of pier clientele. Streamlining Line 109 to eliminate detours in service was supported by participants.

Focus Group #3 was held on Tuesday, July 26, 2022, and targeted community-based, faith-based, and non-profit organizations. Attendees included three community members, the president of the South Bay Bicycling Coalition, and Hermosa Beach Council Member Justin Massey. • Discussing WAVE services, a participant noted that although the WAVE is reliable, they had experienced issues with getting a return ride after booking a same-day trip.

Engagement and Stakeholder Outreach115F115F
DRAFT
Beach Cities Transit – Transit Services Study 165
• A Redondo Beach resident described a trip they often take to the Rivera Village. Taking Line 102 to Catalina, they hope for a successful transfer to Line 109 and on to their final destination. The return trip is more challenging because transferring from NB Line 109 to NB Line 102 is not properly timed, requiring a long wait for the next bus. • Challenges on Line 109 north of Rosecrans were brought up with participants feeling that this section is ‘unusable.’ The participant suggested rerouting Line 109 to stay along the beach between Manhattan Beach and El Segundo.
• As part of the third focus group, draft service proposals discussed in the second focus group received similar feedback. Line 109 servicing the pier received mixed responses, some in support (like the participant who transfers from Line 102 to 109 while traveling to Riviera Village) while others did not like the idea. Streamlining of Line 109 at Rosecrans and PCH was supported.

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

Fixed route key discussions
• Considerations for alternate routing of Line 102 were discussed to route trips leaving RBTC along Ripley past Adams Middle School. Ripley was determined to not be an ideal street for transit as it is a hilly residential collector. The Redondo Beach Council Member did indicate support for the proposal and support from constituents in that area.
• The proposed route realignment to Line 109 would no longer provide access to Plaza El Segundo as there is no stop along Sepulveda SB. The Metro representative provided insight on previous attempts by Metro to get a southbound stop along the west side of Sepulveda, across from Plaza El Segundo. Issues due to access to the oil refinery blocked the attempt. There was general support for this realignment considering ridership levels and the benefits of streamlining the overall route, with the general consensus being that the positives of streamlining the route outweigh the negatives of removing these underutilized stops. • Additional context for the origins of the Line 109 detour along Rosecrans was provided by the Manhattan Beach representative. Originally requested to provide direct service to the Manhattan Village Mall and near the senior community on Parkview Ave, there was a consensus that the streamlining and elimination of this detour was warranted. • Service recommendations for Line 102 to take over the southern portion of Line 109 from the Redondo Beach Pier to Riviera Village, with Line 109 terminating at the pier were proposed in this technical working group. The representative from Torrance Transit shared their operational experiences with multiple buses serving the pier. Due to limited curb space at the pier, Torrance Transit experiences challenges with Lines 3 and 7 buses needing to maneuver within the limited space. Discussion of dedicating additional red curb was brought up as well as the operational importance of proper scheduling. Further explanation of this service change can be found in Section 5.1.2.

DRAFT
166
• The proposed addition of an east-west route focused on beach service was discussed with this group. Generally well received, the idea of a pilot with the potential for a permanent route was discussed. The service recommendation for this route can be found in Section 5.4.

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

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

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

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

Engagement and Stakeholder Outreach115F115F
DRAFT
Beach Cities Transit – Transit Services Study 167
Figure 6-1: Transit Services Study Description Display Boards Community members were able to provide input on the recommendations by asking questions as well as show their preferences by placing color-coded dots on the display boards supporting or opposing each recommendation. Stakeholders were supportive of the recommendations with most dots in Figure 6-2 green, indicating support.

Figure 6-2: Transit Services Study Display Board with Community Feedback Each recommendation and how it was received by the public is summarized below. • Recommendation A: reroute Line 109 to serve the LAX Automated People Mover and Airport Metro Connector Station in 2025 to provide a direct connection to LAX and other transit services at the new Connector Station. Out of 13 total reactions, 92% of responses support this recommendation.

DRAFT
168
• Recommendation B: straighten Line 109 along Rosecrans and Sepulveda around Manhattan Village Mall, to address rider requests for more direct service and a quicker travel time to LAX.

This recommendation removes service to stops that see very few passenger boardings and still maintains access to The Pointe, Plaza El Segundo, and businesses along Rosecrans Ave. 100% of respondents at Springfest support this recommendation. • Recommendation C: consider a new summer bus service along Manhattan Beach Blvd, between the Redondo Beach C Line Station and Manhattan Beach Pier. This fills in a gap in service left after Metro discontinued Line 126, addresses requests from the public to provide service along Manhattan Beach Blvd, and serves many entertainment and recreational destinations like Polliwog Park and the Performing Arts Center. Reception from the public at Springfest was very supportive of this recommendation, with 27 total respondents, 100% of whom supported this recommendation.
• Recommendation D: extend Line 102 south from Redondo Beach Pier to Riviera Village and reroute Line 109 to terminate at the Pier, creating a new transfer hub at the Pier which enables easier transfers between Line 102 and Line 109 and Torrance Transit. This also provides easier access to the Pier and Veterans Park Senior Center from Line 109, creates a one-seat ride for South Redondo students, and improves access to the newly opened RBTC and South Bay Galleria. 100% of respondents at Springfest support this recommendation. • Recommendation E: maintain the WAVE DAR services for Redondo Beach and Hermosa Beach with increased marketing and awareness (travel training) programs, as there were no substantial comments about the WAVE in previous outreach activities. The curb-to-curb system adequately services the cities. 59% of respondents support this recommendation.

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

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 169
7 SERVICE CONCEPTS DEVELOPMENT

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

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

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

DRAFT
170
Table 7-1: BCT Goals and Actions
Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 171
Goal 1 is related to the many transportation, land use, and development projects that are underway in the South Bay. Over the next decade, the South Bay will see many large-scale transportation projects such as the extension of the Metro C Line to Torrance, the opening of the Automated People Mover at LAX, and the new Airport Metro Connector station at LAX, along with land use and development projects like the South Bay Galleria redevelopment. This goal also addresses other ways that BCT can set itself up for long-term success, such as through planning for zero emission buses, construction of a new operations and maintenance facility to set BCT up for long-term success, and exploring the viability of regional partnerships to implement transit priority measures.

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

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

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

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

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

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

DRAFT
172

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

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

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

7.2.1.1 Immediate Service Plan
The adjustments to school tripper service stem from a California State Law119 mandating that high schools cannot start before 8:30am. At RUHS, this translates to a two-schedule system with Monday classes starting at 9:25am and an 8:30am start Tuesday-Friday; classes end at 3:30pm every school day.

BCT has adjusted their school tripper schedule to reflect this change including two different schedules for Mondays and Tuesday-Friday with three school tripper runs every five minutes at morning and afternoon bells. Monday runs start at 8:25am, arriving at RUHS at 9:07am and Tuesday-Friday runs start at 7:20am and arrive at the Diamond & PCH stop at 8:02am (Figure 7-1 & Figure 7-2). 118 Data source: City of Redondo Beach 119 SB328, 2019
Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 173
Figure 7-1: School tripper Schedule Starting Fall 2022, Monday Only120 Figure 7-2: School tripper Schedule Starting Fall 2022, Tuesday-Friday121 Afternoon school tripper service is the same every school day with buses leaving Diamond and PCH at a five-minute frequency starting at 3:35pm, except for minimum school days, where after-school trippers start earlier. To maintain headways and reduce total travel times, school trippers will not stop at the RBTC.

The opening of the RBTC is a major project that will also affect Line 102 operations in the immediate timeframe. The RBTC is a modernized, multimodal transportation facility that will house five bus operators across eleven bus bays (Figure 7-3): BCT (Line 102), Torrance Transit (Line 3), GTrans (Line 3), 120 Source: https://www.redondo.org/civicax/filebank/blobdload.aspx?t=41381.28&BlobID=42046 121 Source: https://www.redondo.org/civicax/filebank/blobdload.aspx?t=41381.28&BlobID=42046 DRAFT
174
Lawndale Beat, and Metro (lines 40, 210, and 211). Located at 1521 Kingsdale Ave in Redondo Beach, RBTC replaces the old South Bay Transit Center adjacent to the South Bay Galleria.

Figure 7-3: Redondo Beach Transit Center Bus Bay Schematic122 To maintain a 30-minute frequency during weekdays, the following changes to Line 102 were considered:
• Eliminating the loop around the South Bay Galleria to provide service only to the RBTC. This alignment would have Line 102 (for both directions) turning onto Kingsdale Ave. from Artesia Blvd and eliminating service along Hawthorne Blvd and 182nd St. This adjustment would consolidate service and connections at the RBTC but ignore the productive Hawthorne/Artesia stop as well as the free-standing shops on the south portion of that block. Additionally, site plans for the South Bay Galleria Redevelopment show the bulk of housing located on the corner of Artesia Blvd and Hawthorne Blvd with limited access to bus services under this considered alignment. Ultimately, the loop along Hawthorne Blvd provides necessary access to transit services and is important to maintain. Thus, removing this portion was not considered viable. • Adjustments to the number of stops along sections of Line 102 may produce some additional time to make up for the transit center stop. Currently, BCT stops only at stops with people actively waiting for the bus, so unproductive stops are already passed over. It is unlikely that significant time improvements will be made through bus stop balancing. • A review of operating schedules identified that the layover or recovery time at the Redondo Beach Pier is long (sometimes, longer than 10 minutes). BCT should investigate if the layover can be shortened to reinvest that time into maintaining a 30-minute headway (or close to 30- minute) on Line 102 while maintaining consistency with state-mandated breaks. 122 Source: City of Redondo Beach
Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 175
• Adding additional buses to Line 102 to maintain a 30-minute headway. This is the least preferred option by BCT because of additional labor needs, as well as the potential need to expand the fleet.

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

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

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

Figure 7-4: South Bay Galleria Redevelopment Rendering124 123 This change to the Sunday schedule was made in February 2023. 124 Source: South Bay Galleria redevelopment (design of residential building has changed and does not reflect what is shown here).

DRAFT
176
The redevelopment will also feature the construction of 300 apartments, with 25% designated as affordable. Three hundred parking spaces for the apartments will also be included. The apartments will be located on the northeastern corner of Artesia Blvd and Hawthorne Blvd and will be a mixed-use development with the inclusion of ground-floor retail. A 150-room hotel is planned for the northwestern corner of the space at Artesia Blvd and Kingsdale Ave. The redevelopment will retain some aspects of the original Galleria, such as the movie theater and some anchor stores (Macy’s and Kohl’s), but will utilize adaptive reuse to convert the space currently occupied by Nordstrom to include offices, a fitness center, and more restaurants, with the intent to transform the space into a 24/7, mixed-use destination (site plan shown in Figure 7-5).

Figure 7-5: South Bay Galleria Redevelopment Site Plan125 The redevelopment will also take steps to move programming towards the street edge to make it more pedestrian-friendly. This programming will take place along the Artesia Blvd side of the Galleria and will include sidewalk widening, grass and public green space, and reconfiguring the space to make it an open-air, outdoor mall, similar to the Grove in Los Angeles 126 or Americana at Brand in Glendale127.

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

Kingsdale Ave.

Artesia Blvd.

W 177th St.

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 177
of the project includes the construction of the apartments and hotel. The mall is scheduled to remain open during all phases of construction.

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

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

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

Figure 7-6: Illegally Parked Vehicles in the Space Reserved for Transit Vehicles at the Pier 100% of Springfest
survey respondents
support this
recommendation
DRAFT
178
Figure 7-7: Line 102 Short-range Changes
Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 179
To achieve goals of increased ridership, to support increased activity at the South Bay Galleria stemming from its redevelopment, and to facilitate better connectivity between operators at the RBTC, it is recommended that incremental improvements in service span and frequency are implemented during the remaining years of the Short-range service planning period. • In FY24-25 (plan year 2), it is recommended to decrease weekday headways from current headways to around every 33 minutes for most of the day. The increase in revenue hours is also inclusive of the additional mileage needed to absorb the southern portion of Line 109 between the Redondo Beach Pier and Riviera Village. As an additional vehicle is needed to operate this longer route, frequencies were maximized (headways minimized) to provide as frequent service as possible with this one additional vehicle.
• A major finding from the review of existing conditions is that while weekday ridership on Line 102 has not reached pre-COVID-19 levels, FY21-22 weekend ridership has exceeded pre-pandemic ridership levels. In response to this, it makes sense to improve weekend service to further increase ridership and provide a better rider experience. In FY25-26 (plan year 3), it is recommended to increase Sunday service levels so that they match Saturday service levels, meaning that Sunday service would now operate around every 40 minutes from 8am-9pm.

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

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

DRAFT
180
Table 7-2: Line 102 Short-Range Operational Considerations Year Proposed changes
Baseline
revenue
hours
(annual)
Proposed
revenue
hours
(annual)
Difference
FY23-24
Routing changes to absorb the portion of Line
109 between Redondo Beach Pier and Riviera
Village. Weekday service around every 33
minutes. 14,269
19,198 +4,930
FY25-26 Sunday service schedule was altered to match
Saturday service. 20,342 +1,144

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

Two different alignments are currently being considered, one that takes advantage of the Metro-owned freight rail ROW (Alternative 1) and one that follows Hawthorne Blvd (Alternative 2). The current C Line with the two alternative options is shown in Figure 7-10. The C Line extension is expected to become operational sometime between 2030 and 2033.
128 The operating plans for the K Line and C Line are currently in flux, where future operating plans could result in the future K Line continuing south from its currently-planned terminus to operate on the C Line between the Mariposa and Redondo Beach stations, eventually extending further down to Torrance with the C Line operating in an east-west direction only between Aviation/LAX and Norwalk. The Metro Board has instructed staff to conduct outreach and develop an updated Crenshaw/LAX Line operating plan recommendation that would be approved before the AMC station opens. This operating plan is important to consider but does not change the locations of current and future Metro rail stations that BCT interacts with.

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 181
Figure 7-9: Metro C Line Extension Alternatives129
DRAFT
182
Figure 7-9 shows that Alternative 1 would stop at the RBTC, while Alternative 2 would have a stop at Hawthorne Blvd and Artesia Blvd, near the South Bay Galleria. While a preferred alignment has not yet been chosen by Metro, it will be important for BCT to serve the station regardless of alignment.

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

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

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

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

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

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

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

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

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

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 183
APM will connect with the AMC, which itself will connect regional transit services to LAX at Aviation Bl./96th St. It is expected to be fully operational by 2024 (Figure 7-10). The AMC will include a K Line light rail station, bicycle parking, passenger pick-up and drop-off area, as well as a bus plaza that is slated to host bus service from BCT, Santa Monica Big Blue Bus, Culver City Bus, Torrance Transit, and GTrans.

Figure 7-10: LAX Automated People Mover and Airport Metro Connector Station130

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

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

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

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

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

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

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 185
Figure 7-11: Plaza El Segundo and Manhattan Village Mall in Relation to Current Line 109 Stops131 131 Source: Google Maps
DRAFT
186
• The final route change proposal involves terminating Line 109 at the Redondo Beach Pier, as opposed to traveling south to Riviera Village. The Line 109 portion between the Redondo Beach Pier and Riviera Village would be absorbed by Line 102.

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

Senior
Apartment
Complex
100% of Springfest
survey respondents
support this
recommendation
Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 187
Figure 7-12: Travel patterns in South Redondo132
This routing change has other benefits, including:
o Line 109 terminating at the pier enables easier access to the pier, King Harbor, and other potential trip generators like the Redondo Beach Farmer’s Market and Veterans Park Senior Center. Further, the presence of more BCT vehicles within the Coral Way loop can help to increase public awareness of BCT services.
o Helping to facilitate transfers between lines 102
and 109, and create easier transfers between
Line 109 and Torrance Transit Line 7. Potential
challenges of this change are the constrained
space within the Coral Way loop, conflicts with
large vehicles (delivery trucks, tour buses),
conflicts with smaller vehicles (taxis, Uber/Lyft, and personal vehicles), and increased traffic on event days, such as during the Farmer’s Market. Coordination between BCT and Torrance Transit will be required to ensure that buses have sufficient space to layover at the same time. This may require communication of where it is illegal for nontransit vehicles to park. o Helping to further define the purpose of each of BCT’s lines, where Line 109 operates through the Beach Cities and Line 102 predominately operates within the city of Redondo Beach.

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

DRAFT
188
Figure 7-13: Line 109 Short-Range Changes
Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 189
Following the proposed routing changes, it is recommended that Line 109 frequencies be modestly improved over the remainder of the 5-year planning period. While it is not always operationally feasible to operate on clockface or consistent headways throughout the day, BCT should strive for this as much as possible because it is easier to understand from a customer's point of view. • In FY23-24 (Plan Year 1) it is recommended to implement routing changes where Line 102 will absorb the portion of Line 109 between the Redondo Beach Pier and Riviera Village, with Line 109 terminating at the Pier. This reduction in cycle time is not significant enough to reduce the number of vehicles required to operate Line 109; thus, it is recommended to maximize the frequency of service with the existing four vehicles, increasing weekday service to around every 41 minutes. Due to this, revenue hours do not change.
• Beginning in FY26-27 (Plan Year 4), it is recommended to improve headways to 35-minute service on weekdays during the AM and PM peak periods, where 7am-9am is the AM peak and 4pm-6pm is the PM peak. Not only will more frequent service attract more ridership, but this will provide a better experience for existing customers, helping to retain customers in the long-term, acknowledging that many Line 109 riders use the service to get to and from the C Line Douglas Station during peak commuting hours.

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

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

DRAFT
190
Table 7-3: Line 109 Short-Range Operational Considerations Year Proposed changes
Baseline
revenue
hours
(annual)
Proposed
revenue
hours
(annual)
Difference
FY23-24
Routing changes around Manhattan Village
Mall and terminating alignment at Redondo
Beach Pier. Weekday service increased to
around every 41 minutes. 20,918
20,918 0
FY24-25 Routing changes to serve the AMC and APM at
LAX. 20,918 0
FY26-27 Implement 35-minute service during AM and
PM peak periods. 21,677 +759

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

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

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

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

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

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

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

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

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

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 191
High concentrations of seniors exist throughout all of BCT’s service area (Figure 7-15) but specifically within the South Bay Cities, as well as in Gardena and Lawndale. There are nine senior housing complexes that are located within Redondo Beach and Hermosa Beach; a full list is provided in Appendix B: List of Senior Housing Complexes Within Redondo Beach and Hermosa Beach. The WAVE has clients that live at several locations.

Currently, over 1,500 Redondo Beach residents and 120 Hermosa Beach residents are registered for the WAVE. This represents 12% of the eligible population of Redondo Beach133. As the population continues to age, it will be important to continue to understand how to engage with senior populations around transit use.

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

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

Figure 7-16: WAVE Ridership Comparison135
As part of this study, engagement efforts focused on WAVE users as well as potential users. Workshop participants who would qualify for WAVE services indicated they were unaware or underinformed about the service and available destinations. There was a consensus that the senior populations in Hermosa Beach and Redondo Beach could be better informed about BCT and its services. Overall, outreach efforts identified a need for better engagement and marketing of WAVE services, particularly to senior populations.

7.2.3.1 Short-Range Opportunities

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

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

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

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

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

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

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

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

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

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

High-quality data also comes from fare collection. Currently, WAVE fares cannot be paid with a TAP card136. Apart from providing a simple and consistent way to pay for transit, TAP cards offer access to valuable data on ridership. Accepting TAP stored value for fare payment on the WAVE vehicles will complement cash as an acceptable form of payment.

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

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

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

Track trip on an app (27%)
Use an app or website to
book trips (27%)
DRAFT
194

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

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

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

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

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

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 195
Table 7-4: Example of Estimated Costs for Taxi/TNC Program137 Eligible 65+ 9,375 9,375
Eligible Disabled 2,433 2,433
Percentage and Number of Users 4% 472 7% 827
Up to 40 rides/month @ $15 value
Monthly Value per person: $600/month $3,400,992 / Year $5,952,000 / Year Up to 30 rides/month. Avg trip value: $15
Average Monthly Value per person: $450/month $2,550,774 / Year $4,463,802 / Year Purchase up to 12 ride credits, @ $13 each
Monthly Value per person: $156/month $884,256 / Year $1,547,100 / Year Purchase up to $100 ride credits monthly value per
person
Average 10 trips/month
$200/month (with a medical condition)
$566,832 / Year $991,956 / Year
Providing a taxi/TNC subsidy program would change how to target demographics for the WAVE travel within the South Bay. Table 7-5 provides a look at how the WAVE service would compare to a taxi/TNC subsidy program. Whereas a service delivered by a taxi/TNC program would provide for more immediate trips, the quality of service delivered by the WAVE is superior to those provided by a taxi/TNC. Driver training and procedures set in place can help to ensure that riders are met with care and understanding, particularly for those with disabilities or mobility impairments. 137 Data source: City of Redondo Beach
DRAFT
196
Table 7-5: Comparison of WAVE Service and a Taxi/TNC Subsidy Program Delivery Area WAVE service Taxi/TNC subsidy program
Scheduling WAVE provides a minimum of 30-minute
reservation options for riders.

Taxi/TNC would allow for more immediate
service.

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

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

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

Taxi/TNC could provide transportation to any
destination.

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

Taxi/TNC are responsible for the quality of
transportation.

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

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

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

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

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

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

7.2.3.2.2 Considerations for the General Public
Since the onset of the COVID-19 pandemic, WAVE productivity has been significantly lower resulting in 45% fewer boardings per hour in 2021138 compared to pre-pandemic levels. The WAVE service annually has unused revenue hours in the budget (an average of around 100 hours per month) that have historically been used to supplement fixed route hours. Moving forward, BCT can assess nominally increasing total annual service hours to allow for incremental WAVE service to the general public on the weekends without compromising the level of service and quality currently provided to its senior and disabled riders or fixed route service. BCT will need to conduct further analysis and peer research to understand when the WAVE should be open to the general public. The example below from Bakersfield, CA demonstrates how a strong 138 Data Source: NTD; August – December 2019 had 1.98 boardings per revenue hour, compared to 1.10 for that same period in 2021
Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 197
technology partner can streamline on-demand services by improving trip planning and scheduling, allowing for non-ADA trips to be scheduled when there is no demand, which can increase service efficiency and serve more passengers.

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

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

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

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

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

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

Third-party software platforms such as Via139, Transloc 140, Ecolane141, RideCo142, and others provide software solutions for microtransit trip planning and scheduling. Figure 7-17 shows an example screenshot from an on-request microtransit service (left) operating in the Antelope Valley. The screenshot from the Transit App (right) also in Figure 7-18 shows how microtransit services can be integrated with fixed route transit options to provide riders with a simple and easy way to use multiple modes to get to their final destination. In addition to providing a better customer experience, the use of these software to dynamically plan and manage on-demand services can help to enhance service productivity and efficiency.
139 Public mobility solutions. | Via Transportation (ridewithvia.com) 140 TransLoc - Mobility Solutions for Equitable Transit 141 Industry Leading Transit & Paratransit Scheduling Software Provider | Ecolane 142On-Demand Transit - RideCo Gold Coast Transit District (GCTD) leverages its paratransit fleet for late-night demand-response service open to the general public. Launched in 2021, Late Night Safe Rides complements GCTD’s other demand-responsive services which include two paratransit services. On-demand requests for Late Night Safe Ride service are made a minimum 1-hr in advance with a $2.00 fare. The service operates from 7pm-12am every night, utilizing the existing paratransit fleet. This service was funded via CARES Act funds.

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

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

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 199
Figure 7-17: Example Screenshots of Trip-Booking Apps: (Left) On-Request Micro Transit provided by Antelope Valley Transit Authority and (Right) the Transit App Showing Both Fixed Route and Microtransit Options (Metro Micro)
The example from the Antelope Valley described above provides a good potential model for BCT. AVTA contracted with a local transportation operator that is responsible for service delivery, as well as booking trips and scheduling trips, while the operator subcontracted with a technology company, Via, for the software used in customer-facing ride booking, as well as operator-facing scheduling, dispatching, and reporting. Using this approach can also help reduce the burden on the operator for trip booking, as customers can book trips themselves through the app; travel training for trip booking was also highly effective for AVTA. BCT could look to replicate this approach by stipulating in future contracts that advanced software is required for WAVE service, and in the interim, could issue an RFI to gather information about on-demand apps and solicit ideas for how to integrate with existing services and contracts. In the end, several agencies have found it prudent to use advanced on-demand software for scheduling traditional “dial-a-ride” services and on-demand services as it streamlines approaches, reduces the need for training on multiple platforms and designs-in advanced features that can be enabled (on-request trips) when the agency has capacity.

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

DRAFT
200

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

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

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

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

As a regional municipal operator, Metro has higher ridership performance standards than other transit operators.

One such eliminated line was Metro Line 126, which provided service operating mainly along Manhattan Beach Blvd, Yukon Ave., and Hawthorne Blvd between the Manhattan Beach Pier and the Hawthorne/Lennox C Line Station, also stopping at the Redondo Beach C Line Station (Figure 7-18). The service operated during weekday AM and PM peaks only, seeing an average of 13.7 boardings per revenue hour and 186 average daily boardings. The route was discontinued by Metro due to “underutilized service.” The line was discontinued in December 2020145.

Figure 7-18: LA Metro Line 126 (discontinued) 146
When Metro discontinues a route, this presents an opportunity for other municipal operators to fill this service gap, if the municipal operator determines there would be acceptable ridership, has vehicle capacity, funding, and if it integrates into their existing service plans. As the local service provider serving the Beach Cities, BCT can choose to provide service in this area in some capacity. For example, Metro discontinued Line 130 in 2021, which was taken over by Long Beach Transit and Torrance Transit. The eastern portion of Line 130 is now operated by Long Beach Transit and the western portion of Line 130 is operated by Torrance Transit.
143 https://www.metro.net/about/plans/nextgen-bus-plan/ 144 https://www.dropbox.com/s/qmnfvhzv7mw8lat/nextgen-report-tsp-final.pdf?dl=0 145 https://www.dropbox.com/s/u8x8lczlfjm33vq/nextgen_proposals.pdf?dl=0 146 Source: https://lametro.maps.arcgis.com/apps/MapSeries/index.html?appid=8decc337ba35474ba28d0b4e9ad71647# Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 201
In 2018, the City of Manhattan Beach adopted an updated Mobility Plan that considers mobility for pedestrians, cyclists, automobiles, and transit 147. In conjunction with the plan’s goal to build a convenient, efficient, and safe multimodal transportation network in Manhattan Beach, the plan’s transit section assessed options to provide some kind of public transit service that provides an east-west connection within the city. The plan noted that during outreach, many participants noted the need for an east-west connection in Manhattan Beach. Sepulveda Blvd bisects the city, and participants noted that this division makes it difficult to travel between west and east Manhattan Beach. Residents also voiced concern that the western parts of the city and the downtown area get very congested, especially during summer months when Manhattan Beach becomes a major destination.

The City of Manhattan Beach considered a circulator or some other type of service to fill in this gap and address this community concern. In the Mobility Plan, the city assessed the feasibility of implementing an east-west circulator route that would address these requests from the community. The city assessed both year-round and summertime circulators but found both to be cost-prohibitive, not fiscally feasible, and operationally challenging. Currently, the only transit service provided by Manhattan Beach is a dial-a-ride service for Manhattan Beach residents who are 55 years of age or older or who have a qualifying disability to destinations within city limits and specific destinations outside of city limits, such as medical facilities148. The service is operated with a small fleet of cutaways, so it is likely that Manhattan Beach would need to either procure additional cutaways or larger vehicles to provide this service. Operating a fixed route service would require additional operational considerations, such as additional bus operators to operate the service, and potential maintenance considerations for maintaining a new vehicle type that their facility may not be outfitted to perform maintenance on. The City would also need to develop maps and other informational materials. Overall, an agency operating this service that already operates fixed route services with larger vehicles is better equipped to provide this service, and BCT operating this service, with additional operating funding from Manhattan Beach, can provide a “best of both worlds” approach that addresses the desire of Manhattan Beach city residents for this service and providing enhanced transit access to all South Bay residents and visitors.

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

DRAFT
202
o Manhattan Beach Pier
o Downtown Manhattan Beach
o Manhattan Beach Library and City Hall
o Polliwog Park
o Redondo Beach Performing Arts Center
o Manhattan Beach Art Center
o Manhattan Heights Community Center
o Aviation Park
o Connections to BCT Line 109
o Medical facilities (Torrance Memorial Urgent Care – Manhattan Beach, Providence Manhattan Beach Urgent Care, Torrance Memorial, Manhattan Dental Arts, CVS Pharmacy, UCLA Health Manhattan Beach Pediatrics)
o Grocery stores and other retail
o Redondo Beach C Line Station (depending on alignment) o Redondo Beach Transit Center/South Bay Galleria (depending on alignment) • Tackles the opportunity to generate more ridership and provide a more robust and frequent service that is more attractive to riders than the Metro Line 126 schedule. • Provides the opportunity to minimize the operational and financial burden to BCT by operating this service as a seasonal service, during summer months only. o Specifically during the summer months, this service could be seen as a very popular option to attend summer programming, such as the Manhattan Beach Concerts in the Park series at Polliwog Park 149, summer camps held at the Manhattan Heights Community Center 150, Shakespeare by the Sea at Polliwog Park 151, and the various summer events held in downtown Manhattan Beach152.
149 https://www.manhattanbeach.gov/departments/parks-and-recreation/cultural-arts/concerts/concerts-in-the-parkbands 150 https://www.manhattanbeach.gov/departments/parks-and-recreation/special-events/summer-camp-expo/summercamps 151 https://www.manhattanbeach.gov/departments/parks-and-recreation/special-events/shakespeare-by-the-sea 152 https://www.downtownmanhattanbeach.com/events?view=calendar&month=06-2022 Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 203
BCT could serve this corridor in a number of different ways. Below, four different route options are presented along with a consideration of the trade-offs between the different options. Operating estimates (revenue hour and vehicles required) are also presented along with each route option.

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

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

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

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

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

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

DRAFT
204
Route Option 1 – Redondo Beach C Line Station
Destinations served
• Manhattan Beach Pier
• Downtown Manhattan Beach
• Manhattan Beach Library and City Hall
• Polliwog Park
• Redondo Beach Performing Arts Center
• Manhattan Beach Art Center
• Manhattan Heights Community Center
• Aviation Park
• Connections to BCT Line 109
• Connections to BCT Line 102
• Medical facilities (Torrance Memorial Urgent Care – Manhattan Beach, Providence Manhattan Beach Urgent Care, Torrance Memorial, Manhattan Dental Arts, CVS Pharmacy, UCLA Health Manhattan Beach Pediatrics) • Grocery stores and other retail
• Redondo Beach C Line Station (Line 102 connection)
Opportunities
• Shortest route length.
• Most direct route.
• Does not duplicate service from other transit providers.

Challenges
• A portion of the route that operates on Redondo Beach Ave. duplicates Line 102 service.
• Does not penetrate too deeply into Redondo Beach city limits; the majority of the route is in Manhattan Beach city limits.
• Road Closures during Manhattan Beach Special Events
Route length (one-way) 3.2 miles
Revenue hours
12 daily revenue hours, Monday-Thursday schedule
13 daily revenue hours, Friday-Sunday schedule
1,230 annual revenue hours
Vehicles needed 1 vehicle per day for 30-minute headways Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 205
Figure 7-19: Manhattan Beach Blvd Route Option 1
Table 7-7: Manhattan Beach Blvd Route Option 2 Considerations Route Option 2 – Aviation Blvd
Description
This route serves Manhattan Beach Blvd between Manhattan Beach Pier and Aviation Blvd, then serves Aviation Blvd to Artesia Blvd to loop around the South Bay Galleria and serve the Redondo Beach Transit Center.

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

DRAFT
206
Route Option 2 – Aviation Blvd
• Provides access to additional commercial and retail trip generators along Artesia Blvd
• Transfer opportunities at Redondo Beach Transit Center with Metro 40, 210 211, GTrans Line 3, and Torrance Transit Line 3.

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

Route length (one-way) 6.4 miles
Revenue hours
24 daily revenue hours, Monday-Thursday schedule
26 daily revenue hours, Friday-Sunday schedule
2,460 annual revenue hours
Vehicles needed 2 vehicles per day for 30-minute headways Figure 7-20: Manhattan Beach Blvd Route Option 2
Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 207
Table 7-8: Manhattan Beach Blvd Route Option 3 Considerations Route Option 3 – Vail Ave.

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

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

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

Route length (one-way) 6.2 miles
Revenue hours
24 daily revenue hours, Monday-Thursday schedule
26 daily revenue hours, Friday-Sunday schedule
2,460 annual revenue hours
Vehicles needed 2 vehicles per day for 30-minute headways DRAFT
208
Figure 7-21: Manhattan Beach Blvd Route Option 3
Table 7-9: Manhattan Beach Blvd Route Option 4 Considerations Route Option 4 – Inglewood Ave.

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

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

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 209
Route Option 4 – Inglewood Ave.
• Transfer opportunities at Redondo Beach Transit Center.

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

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

DRAFT
210
Table 7-10: Multicriteria Analysis of Different Manhattan Beach Blvd Route Options Criteria
Route option
1 – Redondo
Beach C Line
Station
Route option
2 – Aviation
Blvd
Route option
3 – Vail Ave.

Route option
4 – Inglewood
Ave.

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

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

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

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

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

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

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

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

Regardless of which alignment is chosen, the success of this route hinges on close collaboration not only with the other participating municipalities, but also proactive partnerships with the organizations that Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 211
provide programming and events, such as the Redondo Beach Performing Arts Center, Manhattan Beach Parks and Recreation, Manhattan Beach Chamber of Commerce, and the Downtown Manhattan Beach Business + Professional Association. These partnerships will be critical to effectively advertise this route as a convenient and reliable way to reach events and destinations in Manhattan Beach.

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

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

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

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

Table 7-11: Short-range Service Plan Summary
Plan year 1 2 3 4 5
Fiscal year FY23-24 FY24-25 FY25-26 FY26-27 FY27-28
Line 102
Routing changes to
absorb the portion of
Line 109 between
Redondo Beach Pier
and Riviera Village
(January 2024).

Weekday service
around every 33
minutes.

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

N/A N/A
Line 109
Routing changes to
straighten out
alignment around
Plaza El Segundo
Implement
routing changes
to serve the
Airport Metro
N/A
Implement 35-min
weekday service
during AM and PM
peaks.

N/A
DRAFT
212
Plan year 1 2 3 4 5
Fiscal year FY23-24 FY24-25 FY25-26 FY26-27 FY27-28
and Manhattan
Village Mall, and
terminate the line at
Redondo Beach Pier
(January 2024).

Connector and
Automated
People Mover at
LAX.

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

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

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

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

Table 7-12: Short-range Service Plan Annual Revenue Hour Estimates Annual Revenue Hour Estimates
Service Baseline153 Plan Year
1 Plan Year
2 Plan Year
3 Plan Year
4 Plan Year 5
102154 14,269 19,198 19,198 20,342 20,342 20,342
102 School
Tripper 658 658 658 658 658 658
109 20,918 20,918 20,918 20,918 21,677 21,677
Manhattan
Beach Blvd
Line (Op. 1)
0 0 0 1,230 1,230 1,230
The
WAVE155 6,412 6,412 6,412 6,412 6,412 6,412
Total 42,257 47,186 47,186 49,560 50,319 50,319
Percent
change
from
baseline
N/A 12% 12% 17% 19% 19%
Percent
change
from prior
year
N/A 12% 0% 5% 2% 0%
Table 7-13 shows estimates for peak vehicle requirements per line and plan year. For comparison, BCT NTD data for 2020 shows 10 fixed route vehicles operating in maximum service156. If BCT implements the 153 This baseline year assumes that the immediate-term service plan for Line 102 has been implemented (rerouted to serve the RBTC, new tripper schedules, and the gap in Sunday service has been filled). Fixed-route revenue hours in FY2019, 33,948, and in FY2020, 32,383 based on NTD reports.
154 Line 102 baseline revenue hours assumes that the immediate service plan has been implemented. 155 The WAVE service hours approximated as an average of annual revenue hours from 2017-2021 as reported to NTD. 156 https://www.transit.dot.gov/sites/fta.dot.gov/files/transit_agency_profile_doc/2020/90214.pdf Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 213
entire short-range service plan, this would require an estimated increase of two vehicles operating at peak hours.

Table 7-13: Peak Vehicle Requirement Estimates
Peak vehicle requirement estimates
Service Baseline157 Plan year 1 Plan year 2 Plan year 3 Plan year 4 Plan year 5 102158 3 4 4 4 4 4
102 School
Tripper 3 3 3 3 3 3
109 4 4 4 4 5 5
Manhattan
Beach Blvd
Line (Op.
1) 159
0 0 0 1 1 1
Total 10 11 11 11 12 12
157 This baseline year assumes that the immediate-term service plan for Line 102 has been implemented (rerouted to serve the RBTC, new tripper schedules, and the gap in Sunday service has been filled). 158 Line 102 baseline revenue hours assumes that the immediate service plan has been implemented. 159 No increase in peak vehicle requirements as the Manhattan Beach Blvd Line will only be operating when school trippers are not operating, so this new service will not increase the peak vehicle requirement.

DRAFT
214

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

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

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

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 215
Table 7-14: BCT goals and vision
DRAFT
216

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

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

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

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

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 217

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

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

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

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

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

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

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

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

DRAFT
218
Finally, to improve the quality of data collected internally by BCT and well as to modernize scheduling practices, it is recommended that BCT require that their service contractor use industry-standard scheduling software for the WAVE. Currently, the operator of BCT uses an in-house scheduling and dispatching software called Simpli. Use of scheduling software commonly used in the transit industry such as Trapeze, Hastus, Optibus, RouteMatch, Via, and others can ensure that the software is updated on a regular basis and the transit agency always has access to the most up-to-date version of the software.

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

7.3.1.4 Action Item 1D: Plan for Zero-Emissions Buses160 CARB has set a requirement that all transit agencies in California submit a ZEB Rollout Plan. Small transit agencies (including BCT) must submit their board-approved plans by June 30, 2023161.

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

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

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

Source: https://www.goswift.ly/blog/oulu-public-transport-authority-eliminated-the-need-for-two-buses-withswiftly Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 219
and maintenance functions, as well as outfitted to support BEBs, is required for BCT to successfully transition to ZEBs and to support BCT operations in the long term. Route modeling and bus simulations using route schedules and blocking must be analyzed to determine the feasibility of a transition to one of several zero-emissions propulsion technologies.

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

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

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

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

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

Transit priority measures take a variety of different forms and vary in their scale, complexity, and disruptions to the current streetscape. Three common priority measures are summarized in Table 7-16. 162 https://transitcenter.org/event/bus-lanes-are-essential-speeding-transit-during-covid/, https://transitcenter.org/wpcontent/uploads/2018/05/Collaboration.pdf DRAFT
220
Table 7-16: Transit Priority Measures Overview
Project Concept Example163
Transit
Signal
Priority
Extend the green signal so an approaching
bus can make it through the intersection.

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

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

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

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

Speeds up buses and improves journey time
consistency.

Providing more frequent service and other service improvements can only go so far when buses are operating in mixed traffic and can be impacted by traffic, congestion, and other unexpected disruptions. 163 NACTO Transit Street Design Guide
Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 221
Implementing transit priority measures can bring a transit agency to the next level of reliability, efficiency, and competitiveness. BCT could improve service by proactively working with other municipal operators to advocate for transit priority measures throughout the South Bay.

Transit signal priority (TSP) may be the most straightforward to implement, as it requires no changes to the physical layout of the street, and new TSP technologies are available as a cloud-based software platform that uses connected vehicle and machine learning technologies to prioritize the flow of vehicles in a city through an intersection or across a corridor to help improve reliability and decrease overall travel time164.

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

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

Instead, a more realistic and feasible option may be to continue to be active members and participants in the Countywide Signal Priority Program, led by Metro and Caltrans. This is the largest implementation of multi-jurisdictional TSP in the nation; establishing new TSP standards to implement TSP at nearly onethird of jurisdictions in Los Angeles County. Many of BCT’s South Bay neighbors, including GTrans and Torrance Transit, are also partners in the program. It is likely a more judicious approach for BCT to continue to participate in this program and work with other transit agencies operating in the South Bay to understand how to leverage existing programs and initiatives to implement TSP that can make transit service more reliable and efficient166.
164 Home - LYT 165
https://ddot.dc.gov/sites/default/files/dc/sites/ddot/page_content/attachments/DDOT%20Bus%20Priority%20Toolbox. pdf 166 Countywide Signal Priority (CSP) – LA County Regional ITS Architecture (laconnect-it.com) DRAFT
222
Figure 7-23: Los Angeles Countywide Signal Priority

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

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

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

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 223
Implementation of the new Manhattan Beach Blvd line or the transition to ZEBs are both excellent opportunities to introduce a rebranding. A rebranding that incorporates and advertises the new ZEB technology is also an opportunity to raise public awareness of BCT’s commitment to sustainability and the environment, as seen on LADOT buses (Figure 7-25).

Figure 7-25: Electric LADOT Bus Branding

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

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

DRAFT
224
Table 7-17: Goal 2 Supporting Recommendations and Action Items

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

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

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

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

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 225
Increasing TAP utilization would be beneficial for BCT in multiple ways. For example, sophisticated ridership data is collected as customers tap their cards, and BCT could use this data to inform future service changes. Greater use of TAP cards and less use of other methods, specifically cash, can help to reduce the time it takes for passengers to board the buses, speeding up bus trips. As TAP is accepted across different transit agencies operating in the county, a greater use of TAP cards can also enable easier regional travel.

TAP is sold and can be refilled at numerous vendors across the region, including convenience stores, pharmacies, and grocery stores, as well as at the Redondo Beach C Line Station and the RBTC167. BCT can invest in additional marketing to promote local locations that may already be frequented by residents and major transit hubs in Redondo Beach. For example, customers (and potential customers) may not know that they can reload their TAP at the same place where they buy their groceries.

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

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

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

Table 7-18: Goal 3 Supporting Recommendations and Action Items 167 Vendor Locations (taptogo.net) 168 Destination Discounts | The Source (metro.net) 169 PRESTO Perks – Learn About | PRESTO: Tap On. Ride Easy. (prestocard.ca) DRAFT
226

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

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

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

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

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 227
BCT has established service guidelines as part of the agency’s Title VI Program Plan, which includes vehicle load standards, vehicle headway standards, on-time performance standards, service availability standards, and transit amenities policies. Though it is a small transit agency, BCT can build on these standards
with additional metrics to track performance, like
minimum passenger boardings per revenue hour and
passenger load factors.

Big Blue Bus in Santa Monica has developed a strong
set of service guidelines that could be replicated in the BCT context170. Furthermore, while this information is
collected in monthly operating reports, public reporting is currently missing from BCT’s service design guidelines.

Santa Barbara MTD publishes both monthly and
quarterly ridership reports that detail information like the number of customers, how they paid, revenue hours and
miles, and passengers per hour; much of this is
separated by route and compared to the same time
period in the previous year (see the example shown as
Figure 7-26). While currently not possible with current staffing levels, additional staffing capacity would enable BCT to be able to provide this information to the public to help increase transparency. 170 BBB Service Design Performance and Evaluation Guidelines_ Updated May 2015.pdf (bigbluebus.com) DRAFT
228
Figure 7-26: Santa Barbara MTD Q1 2022 Quarterly System Ridership Report The callout box below details some common service standards that are typically employed by transit agencies. These go beyond the service standards required by Title VI reporting and are intended to help assess service and guide service investment. For example, guidelines can be grouped into categories that propose service frequency and span based on that route’s boardings per hour and other factors.

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 229

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

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

Though bus stops can only be controlled within each local jurisdiction, BCT should work with local municipalities (Manhattan Beach, Hermosa Beach, El Segundo, etc.) to implement improvements, especially at stops that see significant passenger activity. Developing standard bus stop design guidelines across the service area will assist governments with installing appropriate amenities. Bus stop design guidelines generally address spacing, locations, and their relation to traffic flow, signage, surface amenities, and other maintenance elements. Examples of bus stop improvements include bus bulbs (extended sidewalks to the travel lane), electronic message boards displaying real-time bus arrivals, and installing bicycle racks. Figure 7-27 shows new bus stop amenities in Culver City for Culver City Bus that launched a bus stop improvement program in 2021171. 171 https://www.culvercitybus.com/News/Bus-Stop-Improvement-Project Service standards range in depth and breadth. Some transit agencies with multiple service tiers require specialized design and performance metrics for different tiers, while others require one set of standards across the board. Typical standards that are incorporated in service design guidelines include:
• Service frequency by time of day/day of week and service tier • Service span by day and service tier
• Passengers per revenue hour and revenue mile
• Passenger per revenue mile
• Cost per revenue mile and revenue hour
• Farebox recovery ratio
• Subsidy per passenger
• On-time performance
• Passenger load factor
• Bus stop spacing metrics
Survey respondents most
highly desired benches
(64%), lighting (58%),
bus shelters (47%), and
bike racks (27%) at bus
stops. Respondents also
noted a desire for trash
and recycling receptacles
and real-time arrival
information.

DRAFT
230
Figure 7-27: New Bus Stop Amenities in Culver City

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

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

Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 231

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

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

7.3.4.2 Action Item 4B: Strengthen Digital Communications and Marketing Social media has been an increasingly important component of public transit marketing strategies over the past decade. While BCT does operate a Twitter account, other social media outlets such as Facebook and Instagram should also be utilized. Many (if not most) other transit agencies have accounts on a diverse range of platforms to disseminate information to residents; regional examples include Santa Monica Big Blue Bus 172, Torrance Transit 173, and GTrans in Gardena174. Figure 7-28 shows two different examples of transit agency Instagram posts. These are helpful in advertising if BCT will be at a community event or how people can reach local events using BCT services. Posting on all social media accounts in the case of service announcements can also help reach a wider audience. Due to BCT’s small staff, BCT should explore if transit updates and posts can be shared through these additional social media outlets from another City department that manages City digital communications, or look into integrating this responsibility into future O&M contracts. 172 www.facebook.com/SMBigBlueBus 173 Torrance Transit - Home | Facebook 174 www.facebook.com/RideGTrans DRAFT
232
Figure 7-28: Example Instagram Posts
BCT launched a Real Time Information System so residents can track their buses live via the agency’s website, text message, or phone call175. Real-time bus information is also available through third-party apps like Moovit and Transit 176 which enables more sophisticated trip planning. Though this is an important development in BCT operations, real-time arrival information would benefit from more robust advertisement, particularly as a perceived lack of such a service could turn potential riders off of using transit.

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

Polliwog Park, Redondo Beach Performing Arts Center, Redondo Beach Pier, and many other local sites are conveniently located near BCT service and hold events throughout the year. While some marketing is published on BCT’s Twitter page, these efforts can be deepened by expanding the agency’s social media presence (as described earlier) by using longer form online communication, or via more posts in Easy Reader. For example, LA Metro has used its blog called “The Source” to communicate travel directions to major events from different points in the region. Some events, like the 2016 LA Pride177 and the 2022 175 https://www.redondo.org/depts/recreation/transit/real_time_information_system.asp 176 City of Redondo Beach - Real Time Information System 177 How to get to LA Pride this weekend sans a car | The Source (metro.net) Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 233
MLB All-Star Game178, had special shuttles operating to the site, and schedules/other pertinent information were explained on the blog. Efforts like this could be especially important in advertising the use of the new line operating along Manhattan Beach Blvd Posting advertisements on buses or trains can also be an effective way of informing customers about transit connections. For example, the Metro and Metrolink had advertisements on buses and trains noting that transit could be taken to the Los Angeles County Fair (see Figure 7-29). BCT could partner with Metro or partner agencies like Torrance Transit or GTrans to advertise BCT service and destinations served by BCT more broadly. BCT should also work with the City to ensure that transit services can bypass detours created by the event so that BCT can be a viable option for getting to and from events.

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

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

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

BCT can form partnerships with seniors’ residences, seniors’ centers, and health centers within Redondo Beach and Hermosa Beach to organize information sessions/presentations. These presentations would be run by BCT employees, would provide information about routes, fares, and accessibility, and would act as Q&A sessions. Up-to-date information about BCT (maps, schedules, information about how to apply for the WAVE, etc.) and phone numbers for assistance and WAVE scheduling could also be posted on residence bulletin boards. These efforts would support older residents’ independence, mobility, and quality of life.
178 Go Metro to the All-Star Game at Dodger Stadium and All-Star Week events! | The Source DRAFT
234
Metro operates the “On the Move Riders Program” 179, which informs older adults about how to use public transit effectively and safely through clubs across the region. Travel training programs like this can be highly beneficial for residents with disabilities and seniors, especially as each individual has specific needs that should be supported through their transit journey. While the program is operated by Metro, there are no active clubs in Redondo Beach, and the only active club in the Beach Cities is El Segundo, but BCT does participate in the programs when they are active in Redondo Beach. BCT should work to help establish more active clubs throughout the service area, such as at the Veterans Park Senior Center, Beach Cities Health District, or the Hermosa Five-O Senior Activity Center. BCT should work with Metro to host more frequent On the Move events in the BCT service area to help increase awareness of BCT services for seniors and those with disabilities.

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

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

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

According to the circular, if a transit provider operates 50 or more fixed route vehicles in peak service and is located in an Urbanized Area (UZA) of 200,000 or more in population, all elements described in the Circular must be included in that transit agency’s Title VI Program180. If a transit provider does not meet this threshold, the transit provider is only required to set systemwide standards and policies and is not required by the FTA to complete Service Equity Analyses in response to major service changes.

As BCT operates fewer than 50 vehicles in peak service, it is not mandated by the FTA to complete service equity analyses. Nonetheless, with a focus on equity, it is still important that BCT assesses and identifies the impacts that the proposed short-range changes to BCT services will have on low-income and minority populations. BCT defines a major service change as:
• Any increase in fares.
• Reduction in total system vehicle service hours of 25% or more of the total service miles or hours provided.
• Modifications to a route that exceeds 25% of the total inbound and outbound trip mileage of a route.

For the purposes of this analysis, the definitions of low-income and minority are as follows:
179 https://www.metro.net/riding/move-riders-club/
180 https://www.transit.dot.gov/sites/fta.dot.gov/files/docs/FTA_Title_VI_FINAL.pdf Service Concepts Development
DRAFT
Beach Cities Transit – Transit Services Study 235
• Low-income: up to 100% of the federal poverty threshold. • Minority: any person who identifies as Black or African American; Asian; American Indian or Alaska Native; Native Hawaiian or Pacific Islander; or Hispanic or Latino.

To understand the potential impacts that the service plans presented here will have on these populations, we can compare the demographics of the BCT service area181 to the demographics of the affected area.

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

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

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

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

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

Table 7-21: BCT Service Area Demographics
Demographic Percentage of service
area population
Low-income 5.2%
Minority 41.9%
Next, these service area demographics are compared to the demographics within the vicinity of a major service change. These are the block groups within ¼ mile of BCT fixed routes between the Redondo Beach Pier and Riviera Village. The table also compares the demographics of the block groups that are within ¼ mile of the proposed Manhattan Beach Blvd line (route option 1). 181 BCT’s Tile VI Program defines BCT’s service area as “the service area population living within close proximity (1/4 mile) of a BCT route.”
DRAFT
236
Table 7-22: Affected Area Demographics
Low-income % Minority %
Line 102 3.5% 34.0%
Manhattan Beach
Blvd Line (Op. 1) 5.2% 40.8%
Service area total 5.2% 41.9%
Comparing Table 7-22 with Table 7-21, the percentages of minority and low-income populations within the areas affected by a major service change are very close to the low-income and minority populations of the entire service area. In all cases, the percentage differences are less than 10 percentage points, showing that low-income and minority populations will not experience disproportionate burdens as a result of these service changes, and it also shows that non-minority and non-low-income populations will not disproportionately benefit from the introduction of new services and service improvements.

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

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

Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 237
8 ZERO-EMISSION BUS ANALYSIS

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

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

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

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

There are several reasons why a hydrogen fleet was not explored for BCT:
• Many regional peers are moving forward with BEB fleets; • BEBs are more commonly deployed than hydrogen – they have a proven record of accomplishment;
• There are more BE fleet options available to fit BCT’s needs compared to hydrogen, especially for WAVE vehicles;
DRAFT
238
• BCT’s small fleet would translate to low hydrogen fuel demand resulting in a more expensive perbus cost compared to BEBs, particularly if an onsite hydrogen fueling station is constructed; • Hydrogen fueling onsite presents higher up-front capital costs compared to BEBs; • Most of BCT’s operations can be converted to BEBs in a 1:1 manner; • FCEBs are preferable for longer distance routes – BCT does not have this need; • FCEBs are fueled via a hydrogen fueling station – BCT would either need to construct one (high upfront capital costs and large footprint) or look for an offsite fueling location; • BCT’s current facility lacks the space to accommodate a hydrogen fueling station; and • BCT does not require the extended range provided by FCEBs, Additionally, the table below summarizes some of the major considerations for BCT for both BEBs and FCEBs.

Table 8-1: Major Considerations for Deployment of BEBs or FCEBs BEB Considerations FCEB Considerations
More vendor options Fewer vendor options
Lower bus purchase price compared to FCEBs Higher bus purchase price compared to BEBs Charging infrastructure is lower on a per-bus basis for smaller fleets
Charging infrastructure higher on a per-bus basis for
smaller fleets
BCT’s fleet would require 9 charging cabinets (120kW)
with 18 plug-in connections
BCT’s facility lacks sufficient space for an onsite
hydrogen fueling station
Requires coordination with SCE – potential participation in the SCE Charge Ready Transport Program
Requires a dedicated BCT staff member to track weekly
purchase of hydrogen and maintenance of hydrogen
facility
Major safety and training considerations include
working with high-voltage systems and charging
procedures
Major safety and training considerations include the
need for a hydrogen gas detection system, working with
high-pressure fueling systems, and hydrogen fueling
procedures
Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 239

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

8.1.1.1 Fixed Route

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

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

DRAFT
240
Table 8-2: Bus Specifications for Fixed Route Energy Modeling BEB models 30-ft 40-ft
Battery (kWh) 450 545
Curb Weight (lbs.) 29,700 33,000
Service type Fixed route Fixed route (school tripper)

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

The driving cycles have been created from data collection of real-world operations or chassis dynamometer tests and have been convened by the National Renewable Energy Laboratory (NREL) in a drive cycle database called DriveCAT 183 (examples shown in Figure 8-3). 183 NREL DriveCAT - Chassis Dynamometer Drive Cycles. (2019). National Renewable Energy Laboratory. www.nrel.gov/transportation/drive-cycle-tool Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 241
Figure 8-3: Examples of Two Representative Driving Cycles To assign driving cycles to BCT’s routes, Stantec evaluated BCT’s routes in terms of average speed, route length, the number of stops, and traffic levels. For lines 102 and 109, a medium city traffic cycle with frequent stops was chosen to reflect the operating conditions of the South Bay.

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

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

Stantec developed a correlation between ambient temperature and power requirements from the HVAC system. For example, moderate daily temperatures (between 55°F and 65°F) can have a nominal power demand on the HVAC system of up to 4 kW. Colder temperatures (below 45°F) or hotter temperatures 0 20
40 60
80 19
1725334149576573818997
105113121129137145153161169177185193201209217225233241249257265 Speed (mph)
Time (s)
Arterial
0 20
40 60
1 56
111166221276331386441496551606661716771826881936991
1046110111561211126613211376143114861541159616511706176118161871 Speed (mph)
Time (s)
OCTA
DRAFT
242
(above 70°F) can represent more strenuous loads of up to 12 kW. The power requirement for modeling purposes was set based on an annual average low-temperature average of 56°F 184.

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

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

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

On average, the energy use per mile increases by 2% for 30-ft BEBs, when accounting for the effects of the topography unique to the service area of BCT, meaning the BEBs are less efficient when accounting for topography.
184 US Climate Data https://www.usclimatedata.com/climate/los-angeles/california/united-states/usca1339 Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 243

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

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

8.1.2 Modeling Process

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

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

DRAFT
244
Figure 8-5: ZEBDecide Energy Modeling Process
After the route-level modeling is completed, fuel economies are then aggregated by block using the trip distance to determine the total energy consumption for each block. Finally, to understand the fuel economy and total daily energy consumption of each vehicle operated on a representative service day, blocks are aggregated at the vehicle level so that vehicles that are assigned multiple blocks throughout a day are modeled appropriately.

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

Representative driving
cycles assigned to
each route
Aggregate drive
cycles to get total fuel
economy for each
route at designated
passenger load level
Aggregate fuel
economy by block,
using trip distance to
determine total block
energy consumption
Deadhead mileage
was modeled with 0%
passenger loads
Aggregate blocks by
vehicle assignment to
determine total daily
energy consumption
by vehicle
Determine feasible
BEB options and fleet
mix based on daily
energy requirements
and SOC
Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 245
Figure 8-6: Relationship between Routes, Blocks, and Vehicle Assignments.

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

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

DRAFT
246
Figure 8-7: ZEBDecide Energy Modeling Process (Demand Response Services)

8.1.3 Modeling Results

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

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

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

Model energy efficiency
for each vehicle
assignment to produce
daily energy
consumption per vehicle
All assignments were
modeled with both BE
cutaways and passneger
vans to understand
feasbility to deliver
service with a different
fleet mix
Determine feasible BEB
options based on daily
energy requirements
and SOC
Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 247
Figure 8-8: Block-level Fixed Route Modeling Resultsf
186
Figure 8-8 shows that at the block level, 100% of blocks can be successfully completed with BE equivalents. Next, these blocks are aggregated at the vehicle assignment level (Figure 8-9).

Figure 8-9: Vehicle-level Fixed Route Modeling Results
Figure 8-9 shows that when blocks are combined at the vehicle assignment level, 75% of vehicle assignments are successful. All vehicles that fail are very close to the threshold of a successful SOC, with a modeled SOC of 18% for these three vehicles when they complete their daily assigned service. All these 186 Blocks are listed along the x-axis. The names of blocks are arbitrary and assigned by BCT’s contracted operator, Transportation Concepts.
0%
20%
40%
60%
80%
100%
120%
SOC
Block
Block Level State of Charge (SOC)
0%
20%
40%
60%
80%
100%
523 536 537 538 541 542 543 544 545 548 546 550
SOC
Vehicle
Vehicle Level State of Charge (SOC)
Fails
Fails
DRAFT
248
vehicles operate on Line 109 and complete more than one block. Table 8-5 shows the average fuel efficiency and predicted maximum range at the modeled passenger loads for each vehicle type.

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

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

Figure 8-10: SOC Distribution for Cutaways
Fails
Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 249
Figure 8-11: SOC Distribution for Vans
Figure 8-10 shows that 87% of the modeled vehicle assignments were successful, meaning that 85 of the 98 daily vehicle assignments completed in October 2019 could successfully be completed with a BE cutaway. Figure 8-11 shows an even higher success rate for BE vans, where 97% of daily vehicle assignments were successfully completed. Overall, this shows that the WAVE tends to complete lighterduty cycles, and the majority of WAVE service could be successfully completed with either BE option. The average fuel efficiency and maximum range at the modeled passenger loads for each vehicle type are shown in Table 8-6.

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

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

Fails
DRAFT
250
Figure 8-12: Proposed Manhattan Beach Blvd Service
Based on this preliminary, high-level schedule, Stantec explored considerations for the electrification of this service. The service plan calls for service every 30 minutes between 8AM and 8PM MondayThursday and 10AM-11PM Friday-Sunday, which translates to a maximum of 24 daily round trips, or 153.6 revenue miles per day. The following inputs were considered:
• Service will be operated using a 30-ft BEB187.
• Service was modeled with an average passenger load of 70%. • An average fuel efficiency of 1.98 kWh/mi was applied to reflect urban driving conditions along Manhattan Beach Blvd
Based on these inputs, it was determined that a 30-ft BEB could travel 182 miles per charge under these operating conditions, or could complete a total of 29 round trips for the proposed Manhattan Beach Blvd Service. Even though this analysis did not directly consider deadheading, these results indicate that BCT can operate this service all day with one BEB on a single charge, inclusive of deadhead. This expected range is higher than the modeled range for Lines 102 and 109 due to higher average fuel efficiency and lack of topography challenges.

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

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

Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 251
and match vehicle size with demand, a combination of cutaways and vans was determined to be the optimal mix for the future WAVE fleet. It was also noted that it may be easier to hire operators for passenger vans, and that BE vans have a slightly lower purchase price compared to BE cutaways.

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

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

Through this, it was determined that two additional 30-ft BEBs would be required to provide the increased service recommended in the service plan and to maintain a 20% spare ratio188. The addition of the Manhattan Beach Blvd service does not increase the fleet size as it will be operating when school is not in session and thus can pull from that pool of available vehicles.

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

DRAFT
252
Table 8-7: Preliminary and Preferred Fleet Concepts
Fleet Concept
A
Fleet Concept
B
Fleet Concept
C
Preferred Fleet
Concept
30-ft (fixed route) 11 15 14 15
Cutaways (fixed
route) 2 0 0 0
40-ft (fixed route) 1 1 1 0
Cutaways (the
WAVE) 0 3 0 3
Passenger vans
(the WAVE) 6 5 6 5
TOTAL

VEHICLES IN
FLEET
20 24 21 23

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

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

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

Using the depot emulation tool, we estimated that based on the full implementation of the service plan by plan year five, if all vehicles in service are BEBs, BCT’s facility will require a maximum power capacity of Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 253
~700 kW that would be seen during the overnight refueling window (Figure 8-13) 189. This information will be important for BCT to use as part of its planning work with SCE and during the service studies for charger installation; if the program is still active at the time that BCT begins to purchase BEBs 190.

Figure 8-13: BEB Charging Profile

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

According to this plan, BCT is scheduled to procure its first BEB in 2029 and will achieve a fully ZE fleet by 2040. The fleet replacement plan informs the ICT ZEB Rollout Plan Section D and also informs BCT’s capital plans (Section 11.2).
189 The charging profile includes both fixed-route vehicles (charged with 120 kW dual-dispenser chargers) and demand-response vehicles (charged with 60 kW dual-dispenser chargers). 190 Program funding is currently set to expire in 2024 but SCE has indicated the program may be extended, but further details are not currently available. 191 https://www.transit.dot.gov/TAM/ULBcheatsheet 0 2
4 6
8 10
12 14
16 18
20 0
100
200
300
400
500
600
700
800
12:00 AM
1:30 AM3:00 AM4:30 AM6:00 AM7:30 AM9:00 AM
10:30 AM12:00 PM
1:30 PM3:00 PM4:30 PM6:00 PM7:30 PM9:00 PM
10:30 PM12:00 AM
1:30 AM3:00 AM4:30 AM6:00 AM7:30 AM9:00 AM
10:30 AM12:00 PM
1:30 PM3:00 PM4:30 PM6:00 PM7:30 PM9:00 PM
10:30 PM
Number of Active Vehicles
Power (kw)
Charging Profile
Max Power Vehicles in Service
DRAFT
254
Figure 8-14: BCT Fleet Composition Through 2040 by Vehicle Type and Technology 0 5
10 15
20 25
Fleet Composition, 2023-2040
CNG Bus CNG Cutaway CNG Van BEB Bus BEB Cutaway BEB Van Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 255
Table 8-8: 2023-2040 Fleet Forecast
Fleet Forecast 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 CNG Buses
New - - 1 3 - - - - - - - - - - - - - - -
Added - - - - - 2 - - - - - - - - - - - - -
Retire - - (1) (3) - - - - - - - - (8) - - (1) (4) - (1) Total CNG Buses 12 12 12 12 12 14 14 14 14 14 14 14 6 6 6 5 1 1 - BE Buses
New - - - - - - - 1 - - - - 8 - - 1 4 - 1
Added - - - - - - - - - - - - - - - - - - -
Retire - - - - - - - - - - - - - - - - - - -
Battery Replacements 1 8
Total BE Buses - - - - - - - - - - - - - 1 - - - - 8
CNG
Cutaways
New - - - - - - - - - - - - - - - - - - -
Added - - - - - - - - - - - - - - - - - - -
Retire - - - - - - (4) (3) - - - - - - - - - -
Total CNG Cutaways 7 7 7 7 7 7 7 3 - - - - - - - - - - - BE Cutaways
New - - - - - - - - 3 - - - - - - - - 3 -
Added - - - - - - - - - - - - - - - - - - -
Retire - - - - - - - - - - - - - - - - - (3) -
Total BE Cutaways - - - - - - - - 3 3 3 3 3 3 3 3 3 3 3 CNG Vans
New - - - - - - 1 - - - - - - - - - - - -
Added - - - - - - - - - - - - - - - - - - -
Retire - - - - - - (1) - - - - - - - - (1) - - -
Total CNG Vans 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 - - - -
BE Vans
New - - - - - - - 3 - - - - - - - 1 4 - -
Added - - - - - - - 1 - - - - - - - - - - -
Retire - - - - - - - - - - - - - - - - (4) - -
Total BE Vans - - - - - - - 3 - - - - - - - 1 4 - -
Total ZEB
Vehicles Total 0 0 0 0 0 0 0 5 8 8 8 8 16 16 16 18 22 22 23 Total ZEB in
Fleet %
%
ZEB 0% 0% 0% 0% 0% 0% 0% 22% 35% 35% 35% 35% 70% 70% 70% 78% 9% 9% 100% DRAFT
256
Fleet Forecast 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 BCT ZEB % of
Purchases192
%
ZEB 0% N/A 0% 0% N/A 0% 0% 100% 100% N/A N/A N/A 100% N/A N/A 100% 100% 100% 100% ICT Purchase
Requirement
%
ZEB 0% 0% 0% 0% 25% 25% 25% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Total ZEB 0 0 0 0 0 0 0 5 8 8 8 8 16 16 16 18 22 22 23
Total Non-ZEB 20 20 20 20 20 22 22 18 15 15 15 15 7 7 7 5 1 1 0 Total Fleet 20 20 20 20 20 22 22 23 23 23 23 23 23 23 23 23 23 23 23 Infrastructure Phasing
Cumulative
Dispensers193 8 16 24
192 N/A = no purchases made that year.
193 All the major electrical equipment, modifications, utility upgrades, and conduit should be incorporated during the construction of the new facility in FY2028 so that the physical installation of the chargers and dispensers can be a simple connection to the already installed infrastructure. Each charger can be connected eight to six months before new electric vehicles arrival.

Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 257

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

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

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

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

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

Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 259
Non-revenue tests during vehicle commissioning should be conducted in different parts of BCT’s service area to ascertain actual range and fuel economy across longer routes, routes with topography variations, and simulated passenger loads and HVAC testing. Regarding HVAC testing, it is important to keep in mind that energy consumption varies with seasonality 194.

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

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

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

8.5.1.2 Operator Needs
As BEBs have different components and controls than conventional ICE buses, BEB bus performance also differs. Training is important so that operators understand how to maximize BEB efficiency— mastering regenerative braking and handling during slick conditions—and have practice on how to do so prior to ZEB deployment for revenue service. Operations staff need to also be briefed on the expected range and limitations of BEBs (such as variability in energy consumption from HVAC under different weather conditions) as well as expected recharging times and procedures196.

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

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

DRAFT
260
Finally, BEBs are much quieter than conventional ICE buses. Operators should be aware of this and that pedestrians or people around the bus may not be aware of its presence. Agencies have also stated that due to the vehicle’s lack of noise, some operators forget to turn off the bus after parking, another component to add to operator training and safety procedures.

8.5.1.3 Maintenance Needs
Early information suggests that ZEBs may require less preventative maintenance than their non-ZEB counterparts since they have fewer moving parts. However, not enough data currently exists to provide detailed insights into long-term maintenance practices for large-scale ZEB deployment in North America.

One early finding is that spare parts may not be readily available, so one maintenance consideration is to coordinate with the OEMs and component manufacturers to develop spare parts inventories and understand lead times for spare parts. This means it will be important for BCT to coordinate spare parts procurement needed for ongoing BEB maintenance sooner rather than later so maintenance can be completed without interruption.

In terms of preventative maintenance, BEB propulsion systems are more efficient than internal combustion engines and thus can result in less wear and tear. Without the ICE and exhaust, there are 30% fewer mechanical parts on a BEB. BEBs also do not require oil changes and the use of regenerative braking can help to extend the useful life of brake pads. Early studies from King County Metro show that the highest percentage of maintenance costs for BEBs came from the cab, body, and accessories system. It is recommended that BCT require OEMs to provide a list of activities, time intervals, skills needed, and required parts needed to complete each preventative maintenance task for BEBs.

Many current BEBs also contain onboard communication systems, which are helpful in providing detailed bus performance data and reporting error messages, which can assist maintenance personnel in quickly identifying and diagnosing maintenance issues.

8.5.1.4 Charging Needs
BEB recharging is substantially different than fueling a CNG or other fossil fuel bus. As part of the recommendations, plug-in chargers (120 kW) are proposed for BEB charging at the main operations and maintenance facility. Once BEBs return to the yard and are parked, a service line technician would plug in the dispenser to recharge the bus. Smart charging software, described in Section 8.5.2.1, would monitor and control overall charging levels to balance energy needs with overall power demand. These systems help ensure that BEBs are charged but that this charging is spread out to avoid large surges in power demand.

Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 261
Figure 8-16: A BEB Plugged into a Charger in Lancaster, CA (Antelope Valley Transit Authority) 197

8.5.2 Supporting Technology
Technology for ZEBs will help BCT manage the fleet and its investment in zero-emission propulsion.

First, for BEBs, charge management or smart charging technology is imperative to manage electrical demand to curb potentially costly demand charges and mitigate the maximum power requirements of bus charging. Second, fleet tracking software typically provided by an OEM will help track useful analytics related to the fleet and operations to help BCT make informed decisions. The City and transit operations contractor will need to coordinate oversight and management of the systems to ensure costeffective use of power.

8.5.2.1 Smart Charging
To optimize BEB charging by minimizing charging during peak times of the day and to restrain the total power demand required for a BEB fleet, transit agencies deploy smart charging. Smart charging refers to software, artificial intelligence, and switching processes that control when and how much charging occurs, based on factors such as time of day, number of connected BEBs, and SOC of each BEB. This requires chargers that are capable of being controlled as well as a software platform that can effectively aggregate and manage these chargers. A best practice is to select chargers where the manufacturers are participants in the Open Charge Point Protocol (OCPP), a consortium of over 50 members focused on bringing standardization to the communications of chargers with their network platform. 197 Image credit: https://www.govtech.com/fs/calif-transit-district-operates-first-all-electric-bus-fleet DRAFT
262
A simple example of smart charging is when buses A, B, and C have 440 kWh battery packs all return to the bus yard with a SOC of about 25%, and all are plugged in in the order they arrived (A, B, C, though within a few minutes of each other). Without smart charging, they would typically get charged sequentially based on arrival time or based on SOC, if the charge time is 2.2 hours, then A is charged first in about 2.2 hours, moving on to B where charging is complete after 4.4 hours from arrival, and C completes at the 6.6 hour mark. However, if bus C is scheduled for dispatch after three hours, it would not be fully charged and ready to leave on time.

This is solved by a smart charging system that ‘knows’ bus C is to be dispatched first and therefore would get the priority charging in the first 2.2 hours, so it is ready in time for its ‘hour three’ rollout.

Another implementation of smart charging mitigates energy demand when possible. For example, if two buses are each connected to their own 150 kW charger and they both need 300 kWh of energy, if the buses do not need to be dispatched for five hours, the system will only charge one bus at a time, thus generating a demand of only 150 kW, while still fully charging both buses in four hours. However, if both buses need to be deployed in two hours, the system will charge both simultaneously as needed to make a rollout. A smart charging system helps optimize costs by looking for opportunities to avoid or minimize charging during the most expensive times of day to curb potential demand charges.

Well-planned and coordinated smart charging can significantly reduce the electric utility demand by timing when and how much charging each bus receives. Estimations on the ideal number of chargers are critical to the successful implementation of smart charging strategies.

There are a number of offerings in the industry for smart charging, charger management, and fleet management from companies such as (in alphabetical order) AMPLY Power, Evenergi, I/O Systems, Siemens, and ViriCiti. Additionally, the charger manufacturers all have their own native charge management software and platforms. These platforms have management functionality and integration that often exceeds the abilities of the other platforms providing data and functionality similar to that of the third-party systems; particularly in the yard when BEBs are connected to the chargers. However, the third-party platforms tend to provide more robust data streams while the BEBs are enroute, including real-time information on SOC and usage rates. These platforms can cost well over $100 per bus per month, depending on the number of buses, and type of package procured.

Three leading charge management system (CMS) providers have been evaluated as shown in Table 8-9.

Information within this table was provided by the providers. Please note that this table is for informational purposes and to provide high-level information about the differences between different CMSs. The information in this table is reflective of this current point in time. Prior to procurement, the features and criteria should be verified with the provider. Note that Viriciti was purchased by ChargePoint in 2021, the stated intent is to operate Viriciti separately from ChargePoint. A Buy America evaluation will be required for these providers.

Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 263
Table 8-9: Charge Management System Vendor Comparison
Item
No. Criteria Description Amply Power - OMEGA Viriciti - Agnostic Management Platform ChargePoint - CMS
1 Number of installations
(facilities) with multiple highvoltage direct current chargers utilizing the software
14 More than 300 300+
2 Quantify uptime % of cloud base
service

99.99% 99.99% 99.99%
3 What networking protocols or
modes are supported, i.e., wired
Ethernet, cellular, other
Hardwired ethernet is recommended,
and cellular and facility WIFI are
supported
Cellular is recommended, wired
Ethernet, and WIFI are supported
Cellular
4 OCPP 1.6 compatibility Yes Yes Yes
5 OCPP 2.0 compatibility Yes Yes Yes
6 List available data fields that can
be reported (such as starting
and ending SoC, bus ID,
charging power, …)
• SOC: start and end of charging
session, SOC all the time
whether a bus is plugged in,
parked, or in the field.
• Rate of charge (kW) of each
charger port.
• Bus ID at all times whether a
bus is plugged in.
• Location of a bus (in depot, in
field, etc.)
• Charging session:
-Energy dispensed
-Duration of charging,
Reports:
• Uptime, downtime, and
offline chargers (in hours,
percentage, and total for a
group)
• Energy Reports (in kWh and
hours of duration)
Transactions:
• -Charger OEM, Charger
Name, Connector type,
Connector/port number (1 or
2)
• Vehicle Name/Number
• Start Time and End Time
DRAFT
264
Item
No. Criteria Description Amply Power - OMEGA Viriciti - Agnostic Management Platform ChargePoint - CMS
• Power and energy consumed at
electrical meter and dispensed
at each charger port.
• Charger health:
-Available
-Faulted
-Maintenance needed,
etc.
• Start SOC and End SOC
• Power
• -Reason for ending charge
session
• -Duration of charging
session
• kWh charged
• Range at start of transaction
• Range at the end of the
transaction
• Graphic representation of
Power, SOC, and Energy
throughout each transaction
• Complete list of charging
transactions (equipped with
the data previously stated)
• Complete list of user logs
and documentation of user
interactions.
7 OpenADR2.0b or better
common signals
Yes. In addition to OpenADR, also
support custom DR integrations including
CPower and Leap Energy.

No information available Yes
8 Support Network Time Protocol
(NTP/UTC) time synchronization
Yes Yes Yes
Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 265
Item
No. Criteria Description Amply Power - OMEGA Viriciti - Agnostic Management Platform ChargePoint - CMS
9 Describe software security
features for system integrity and
reliability
AMPLY has implemented security
procedures at multiple levels for
protecting customer information:
• AMPLY databases are encrypted
using industry-standard AES-256
encryption
• Both the database and application
are running inside a VPC which has
tightly managed access using IAM
• The database is accessible only to
the application nodes
• No passwords are stored in the
database and authentication is done
using AWS Cognito
• Authorization is tightly managed as
part of the lower layers of the Amply
software framework
• Credentials are not stored in the
database or code and are managed
via the AWS systems manager
• Software packages and
dependencies are regularly
reviewed for security vulnerabilities
• Cloud infrastructure, roles & security
groups are regularly reviewed to
ensure security
No information available ISO 27000:2015
10 Capable of remote software
upgrades
Yes – automatic, over-the-air updates Yes – Updates through the Cloud Yes DRAFT
266
Item
No. Criteria Description Amply Power - OMEGA Viriciti - Agnostic Management Platform ChargePoint - CMS
11 Is the user interface web-based
or is any local app or software
required
Web-based user interface accessible
from any web-enabled device
Operates through a cloud-based
platform which can be accessed
through any web browser on a
computer or mobile device. Web base
only.

Web-based
12 Ability to set a charge-power
limit to reduce energy charges
while also maximizing bus
availability
Yes. Pause or curtail charging sessions
during peak energy costs. Optimized
charging during off-peak or vehicle dwell
times to achieve target SOC by defined
roll-out times.

Yes, customizable application that
allows the user to create and
manipulate charging parameters as
needs or schedules change.

Yes
13 Ability to set charging to
minimize demand charges while
also maximizing bus availability
Demand (kW) management and
reduction to achieve roll-out but will
spread out charging. Sequential,
dynamics, and parallel charging capable
Yes, customizable application that
allows the user to create and
manipulate charging parameters as
needs or schedules change.

Yes
14 Ability to recognize bus stall and
bus numbers and evaluate
charge needs by block and state
of charge (i.e., park
management)
Yes Yes Yes
15 Manual override (computer/HMI
input) for selection of (bus)
charging sequence
Yes. A manual override button located
within the UI accessible by a specific
user is creditable. Override can also be
performed by email, phone call, or ticket
request.

Yes, users can manually prioritize
groups of chargers or single chargers
in order to meet the demand as
needed.

Yes
16 Describe desktop output/reports
for charge telematics • Energy Report - net (panel) load, modeled load (assuming no CMS),
• Uptime, Downtime, and Offline
chargers (in hours, percentage,
and total for a group)
No response
Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 267
Item
No. Criteria Description Amply Power - OMEGA Viriciti - Agnostic Management Platform ChargePoint - CMS
aggregate and individual charger
load
• Charge Detail Records - plug-in and
session start & stop times, session
duration, session energy, vehicle
start & end soc, vehicle ID
• Health Records - % normal, faulted,
offline, and uptime for EVSEs,
controllers, system & software
components
• Vehicle Logs - Geo location and
SOC information
• Charge Ready Transport - CRT
formatted report for PG&E, SCE,
and other Utilities Fleet Ready
Programs
• Energy Reports (in kWh and
hours of duration)
• Complete list of charging
transactions (equipped with the
data previously stated)
• Complete list of user logs and
documentation of user
interactions.
17 Is there a local controller to
preserve the same control
functionality in case cloud
connectivity fails (e.g., WIFI
outage)?
Yes, AMPLY Site Controller (ASC) is
installed at the electrical main and is
connected to the breaker. CTs will meter
3- phases of power for real-time demand
management. ASC can be hardwired to
each EVSE via CAT6 to send OCPP
directly to the charger. If CMS cellular
connection is temporarily down, ASC has
programmed commands to continue
charging until a cellular connection is
restored.

Two signals are sent with all
communications to the charger, the
set parameter, and a failsafe value. If
the connection is disrupted for any
reason or duration of time, the
charger will revert to the failsafe value
until connectivity is reestablished.

Yes
DRAFT
268
Item
No. Criteria Description Amply Power - OMEGA Viriciti - Agnostic Management Platform ChargePoint - CMS
18 Other features criteria, or
comments OMEGA supports algorithmic
optimization across a wide set of use
cases in addition to TOU energy
management including load
management, tariff-based optimization
across usage, demand and subscription
charges, factoring in unmanaged loads,
and demand response signals from
OpenADR and other providers. It also
offers flexible alerting and notifications
for EVSE faults and other conditions.
• Provided system built to scale. If
charging needs to change or if a
new OEM is desired, the system
is able to monitor any charging
infrastructure (assuming that
charger OEM is OCPP
compliant) and easily exchange
chargers in the system.
• Through an API, there is the
ability to integrate with other
planning or ITCMS platforms to
optimize planning.
• Other features may include our
agnostic telematics system,
which is capable of monitoring
any vehicle OEM and operates
off the same platform as the
charger monitoring infrastructure
- decreasing operational
complexity by reducing software
applications and increasing
visibility into energy
usage/expenditure.

No response
Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 269

8.5.2.2 Fleet Tracking Software
Software like Fleetwatch provides agencies with the ability to track vehicle mileage, work orders, fleet maintenance, consumables, and other items. However, with more complex technologies like BEBs, it becomes crucial to monitor elements such as the status of batteries, and energy consumption on a bus in order to track its performance and understand how to improve fuel efficiency. Many OEMs offer fleet tracking software. While AVLs and APCs will continue to play important roles in operations planning, the tracking of fuel consumption and fuel economy will start to form important key performance metrics for fleet management as well as help inform operations planning.

The screenshot below is an example of New Flyer’s tool (New Flyer Connect 360, Figure 8-17 and Lightning eMotors, Figure 8-18), but other OEMs also offer similar tools (like ViriCiti) depending on an agency’s preference.

Figure 8-17: Example of New Flyer Connect 360198
198 https://www.newflyer.com/tools/new-flyer-connect/
DRAFT
270
Figure 8-18: Example of Lightning eMotors daily summary report At a minimum, the fleet tracking software should track a vehicle’s SOC, energy consumption, distance traveled, and hours online. Tracking these key performance indicators (KPIs) can help compare a vehicle’s performance on different routes, under different ambient conditions, and even by different operators.

When looking at other transit agencies, AVTA operates a nearly 100% BEB fleet of over 50 vehicles; they collect and report the following information at monthly board meetings:
• ZEB vs. non-ZEB miles traveled
• ZEB vs. non-ZEB maintenance cost per mile
• ZEB vs. non-ZEB fuel/energy costs by month ($ per kWh vs. $ per gallon) • ZEB vs. non-ZEB fuel/energy cost per mile
• Average fuel consumption/fuel economy per month
• Total ZEB vs. non-ZEB fuel and maintenance costs per month • The mean distance between failures
• ZEB vs. non-ZEB fleet availability
Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 271
The Toronto Transit Commission (TTC) is currently testing BEBs from three different OEMs and is tracking the following KPIs for its BEBs to compare with its ICE buses (Figure 8-19).

Figure 8-19: Example of TTC eBus KPIs. 199
All BEB equipment should be connected to BCT’s current data collection software, networks, and integrated with any existing data collection architecture. All data should be transmitted across secure VPN technology and encrypted.

Beyond the BEB itself, charger data should be collected as well, such as the percentage of battery charge status and kWh rate of charge. Furthermore, it will be important for BCT to track utility usage data from SCE to understand energy and power demand and costs.

8.5.3 Workforce Considerations
The deployment of a new propulsion technology will require new training regimes for operators and maintenance staff. This section describes some key training considerations as well as the implications of the adoption of BEBs.

8.5.3.1 Training
BEB manufacturers have basic training modules for bus operators and maintenance technicians that are typically included in the purchase price of the vehicle, with additional training modules and programs available for purchase. It will be important for BCT maintenance leadership to work with staff and the maintenance technician union to understand how best to approach training for BEBs, and whether in addition to basic training from OEMs, further training is needed.

The recommendations for minimum required training for operators and maintenance technicians are as follows:
199
https://www.ttc.ca/About_the_TTC/Commission_reports_and_information/Commission_meetings/2018/June_12/Reports/27_Green_ Bus_Technology_Plan_Update.pdf
DRAFT
272
• BEB operator training (total 56 hours)
o Operator drive training (four sessions, four hours each) o Operator vehicle/system orientation (20 sessions, two hours each) • BEB Maintenance technician training (total 304 hours) o Preventative maintenance training (four sessions, eight hours each) o Electrical/electronic training (six sessions, eight hours each) o Multiplex training (four sessions, each session consisting of three eight-hour days) o HVAC training (four sessions, four hours each)
o Brake training (four sessions, four hours each)
o Energy Storage System (ESS), lithium-ion battery, and energy management hardware and software training (six sessions, eight hours each)
o Electric drive/transmission training (six sessions, eight hours each) Acquiring the following tools and safety materials should be a top priority to ensure successful in-house ZEB maintenance and management.
• Operational training module
• High voltage interface box
• Virtual training module
• High-voltage insulated tools
• Insulated PPE
• Electrical safety hooks
• Arc flash clothing
Table 8-10 below provides a framework of potential training methods and strategies to bolster BCT’s workforce development and successfully transition to a 100% ZEB fleet.

Table 8-10: Potential Training Methods
Plan Description
Train-the-trainer
Small numbers of staff are trained and subsequently train colleagues. This maintains institutional knowledge while reducing the need for external training.

Bus vendor training and fueling
vendor
OEM training provides critical, equipment-specific operations and maintenance information. Prior to implementing ZEB technology, BCT staff will work with the OEMs to ensure all employees complete the necessary training.

Retraining & refresher training Entry-level, intermediate, and advanced continuous learning opportunities will be offered to all BCT staff.

California Transit Training
Consortium (CTTC)
CTTC offers transit maintenance workforce development courses for transit agency staff.

ZEB training from other transit
agencies
BCT should leverage the experience of agencies that were early ZEB adopters, such as the ZEB University program offered by AC Transit.

National Transit Institute (NTI)
training
NTI offers zero-emissions courses such as ZEB management and benchmarking and performance.

Local partnerships and
collaborations
BCT could work with local schools to showcase potential careers in bus and facilities management to students.

Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 273
Plan Description
Professional associations
Associations such as the Zero Emission Bus Resource Alliance offer opportunities for sharing and lessons learned across transit agencies.

The priority in maintenance needs will be the issue of safety in dealing with high-voltage systems. All maintenance personnel in the garage, whether performing servicing, inspection, or repairs or those in other routines (e.g., plugging and unplugging BEBs) must be educated on the characteristics of this technology. One essential component is the provision and mandate of additional personal protective equipment (PPE) beyond that which is required by automotive garage workplace legislated standards or BCT’s policies. Examples of such apparel include high voltage insulated work gloves, flame retardant clothing, insulated safety footwear, face shields, special insulated hand tools, plus grounding of apparatus that staff may be using. Also, procedures in dealing with accidents and injuries must be established with instructions and warning signs posted.

Current BEBs also contain on-board communication systems, which are helpful in providing detailed bus performance data and report error messages, which can assist maintenance personnel in quickly identifying and diagnosing maintenance issues.

Beyond training related to the operations of the BEB and depot chargers, training will be required for the operators to properly execute on-route charging. This would include training on properly aligning the bus under the pantograph, deploying the charger, and ensuring charging is efficient. The allowable margin of error for bus-charger alignment is small, and improper alignment will result in a missed charge.

Maintenance technicians will also need training on repairing and servicing pantograph chargers.

Finally, it is highly recommended that all local fire and emergency response departments be given training as to the layout, componentry, safety devices, and other features of BEBs. This should reoccur every few years, but the specific frequency can be dependent on agency discretion. In addition, agencywide orientation to familiarize the agency staff with the new technology should also be conducted prior to the deployment of the first BEBs.

8.5.3.2 Implications of BEBs on Workforce
As previously mentioned, early information suggests that BEBs may require less preventative maintenance than their CNG counterparts since they have fewer moving parts. However, BEBs are so new and there are so few in service that there is not enough data to provide detailed insights into longterm maintenance practices for large-scale BEB deployments in North America.

Because BEBs have fewer moving components that can malfunction and require replacement, repair, and general maintenance, transit agencies could theoretically save on maintenance costs because: 1) fewer parts could break and need replacement (capital) and 2) less labor is needed to maintain the vehicles (operating). From the workforce side, there are broader concerns about possible staff reductions. A lower level of maintenance could lead to a possible reduction in the number of maintenance staff required to maintain an all-BEB fleet vs. a traditional ICE fleet.

Nonetheless, while a future 100% fleet of BEBs may require a smaller complement of maintenance staff, during the transition period, it is highly improbable that a reduction in staff would be warranted. First, CNG technicians would be required until the last CNG bus is retired; based on the transition schedules explored in this report, the earliest time point would be 2039. Second, existing staff can be trained on BEBs to maximize staff retention. As BEB pilots have demonstrated, the learning curve for maintenance as well as the continuing maturity of the technology means that a robust maintenance program is still needed. Indeed, preventative maintenance is still required for a BEB fleet, and experience from a pilot of BEBs revealed comparable labor hours required for work orders across fleets of BEBs, and ICE buses.

DRAFT
274
Looking further into the future, it is challenging to predict staffing levels for BEBs. As technology matures and becomes more sophisticated, technicians will need to be trained not only on machinery but also on components that require computer and diagnostic skills.

If realized, one potential strategy to manage lower workforce needs is through natural attrition tied to BCT’s implementation schedule for transitioning to ZEBs.

8.5.4 Providing Service in Disadvantaged Communities
CARB defines Section F of the rollout plan as “Providing Service in Disadvantaged Communities” based on disadvantaged communities as identified by CalEnviroScreen, an online mapping tool developed by the Office of Environmental Health Hazard Assessment (OEHHA). The tool identifies (at the census tract level) the state’s most pollution-burdened and vulnerable communities based on geographic, socioeconomic, public health, and environmental hazard criteria.

ICT provisions require that transit agencies describe how they are planning to deploy ZEBs in disadvantaged communities by outlining the location of the disadvantaged community (census tract) where the ZEB will be deployed, how many ZEBs, and in what year the ZEBs will be deployed.

In addition, identifying disadvantaged communities is beneficial to transit agencies when applying for different funding sources, specifically sources that can help BCT fund their ZEB transition. Some funding sources (such as the Transit and Intercity Rail Capital Program, and Low Carbon Transit Operations Program) have requirements to identify disadvantaged communities under CalEnviroScreen criteria as part of the application or have special funding reserved for specific projects within disadvantaged communities. More information can be found in Section 11.5, Potential Funding Sources.

Figure 8-20 shows that overall, the pollution burden in the Beach Cities is low, and the pollution burden worsens as you move further inland. Line 109 touches two census tracts in the Inglewood/Hawthorne area that are defined as disadvantaged. While not on the map, the proposed future Manhattan Beach Blvd service does not traverse any disadvantaged communities. Based on this information, BCT can make the largest positive impact with their ZEB transition by prioritizing ZEB deployment along Line 109.

Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 275
Figure 8-20: CalEnviroScreen Disadvantaged Communities (2021) 200 DRAFT
276

8.5.5 GHG Impacts
Based on the ZEBDecide modeling of GHGs, BCT’s CNG fleet emits 1,658.6 tons of GHGs in a year. 201 In contrast, the future BEB fleet will only emit 218.8 tons annually; while tailpipe emissions of BEBs are nil, residual GHGs result from the carbon intensity of the electric grid. As modeled, a complete BEB fleet can reduce BCT’s GHG footprint by 1,413 tons annually, or by 87%. Table 8-11 shows the annual emissions of the fleet as well as a breakdown of annual emissions per vehicle and Figure 8-21 presents a comparison of annual emissions between the two fleets.

Table 8-11: Annual Emission in Tons of CO2 per year for BFT’s Fleet by Service Type CNG Fleet BEB Fleet
Fleet tailpipe emissions (ton
CO2/year) 1,021.1 -
Upstream emissions
(ton CO2/year) 637.5 218.8
Total Ton CO2/year 1,658.6 218.8
Figure 8-21: Annual Emissions Comparison
Using the EPA GHG equivalent calculator 202, we used the annual emissions that will be displaced by the BEB fleet to create relative comparisons to the benefits. As presented in Figure 8-22, implementing a BEB fleet will eliminate emissions equivalent to removing 304 passenger vehicles per year or reducing the need to plant 1,672 acres of trees to capture carbon emissions. 200 Data source: https://oehha.ca.gov/calenviroscreen/report/calenviroscreen-40 201 All GHG calculations are presented in tons (not metric tons) of CO2 equivalent, which is calculated using the shortterm 20-year global warming potential of CO2, methane, black carbon, and particulate matter. 202 https://www.epa.gov/energy/greenhouse-gas-equivalencies-calculator 637.5
233.1
1021.1

0.0 200.0 400.0 600.0 800.0 1000.0 1200.0 1400.0 1600.0 1800.0 CNG fleet
BEB Fleet
Tons CO2/year
BCT Annual GHG emissions fleet comparison
Upstream emissions Tailpipe emissions
Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 277
Figure 8-22: Equivalent Benefits of Implementing a BEB Fleet at BCT

8.5.6 Procurement Guidance
Currently, BCT operates a fleet of buses, cutaways, and vans, and this same fleet composition will be carried over through the ZEB transition, with some minor changes. BEB options for vans, cutaways, and smaller buses (those less than 40 ft in length) are more limited, and by extension, procurement options are more limited as well.

For 30-ft to 35-ft heavy-duty transit bus options, Gillig manufactures a 30-ft and 35-ft model equipped with a 444-kWh battery. Other well-known OEMs such as New Flyer and Proterra produce vehicles in 35-ft configuration with 490-525 kWh batteries. Finally, BYD, ElDorado National, and GreenPower also produce BEBs in 35-ft configurations with a variety of battery sizes. Table 8-12 below provides an overview of some 30-35-ft BEBs. The New Flyer and Proterra vehicles are on the state’s Department of General Services master contract for vehicles that BCT can purchase without having to develop specifications or go out for bid.

For heavy-duty buses, BCT should specify two rear-mounted charging ports accepting a minimum charging rate of 60 kW (200 ADC) at 480 VDC or greater via SAE J1772 to maximize flexibility when parking and charging the vehicles, as well as SAE J3105-compliant charge bars on the roof of the buses, to enable fast overhead pantograph charging.

These vehicles are summarized in Table 8-12.

DRAFT
278
Table 8-12: Summary of Heavy-Duty Vehicle Options
Make and
model
Battery
size
(kWh)
Notes Example Vehicle Photos
BYD
K7M-ER
K8M
266
(30-ft)
352
(35-ft)
Eligible for a $120,000
HVIP voucher.

Supports DC and AC
charging, and on-route
charging.

Available in 30-ft and 35-ft.

Gillig Low
Floor BEB 444
Eligible for a $120,000
HVIP voucher.

Available in 30-ft and 35-ft.

El Dorado
(ENC)
Axess EVOBE
492
(32-ft)
738
(35-ft)
Available in 32-ft and 35-ft
models.

Enabled for on-route
charging.

New Flyer
Xcelsior

CHARGE NG
435
Eligible for a $120,000
HVIP voucher.

Available in 35-ft.

Enabled for on-route
charging.

Arboc
Specialty
Vehicles
Equess
CHARGE
350
(30-ft)
437
(35-ft)
Available in 30-ft and 35-ft
models.

Plug-in capabilities only.

Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 279
Make and
model
Battery
size
(kWh)
Notes Example Vehicle Photos
Proterra ZX5 492
Eligible for a $120,000
HVIP voucher.

Available in 35-ft.

Optional on-route charging
capability.

Current options for cutaways are more limited, but there is a clear and growing need for more ZE cutaways with larger batteries and longer ranges as more agencies that operate demand-response services and these vehicle types begin to transition to ZE. Currently, two BE cutaways are on the market but neither have yet been Altoona-tested. It is assumed that, due to the growing number of ZE cutaways on the market in the past few years, options will continue to emerge and improve, such as through larger batteries with longer ranges as well as improved battery and fuel efficiency.

The Lightning Systems E450 Shuttle Bus has a 129-kWh battery with a range of up to 120 miles. The vehicle is eligible for a $60,000 incentive per vehicle under the Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project (HVIP) 203. Another cutaway available for a $60,000 HVIP voucher is the GreenPower EV Star+ with a battery size of 118 kWh and a stated range of up to 150 miles 204. Finally, the Optimal-EV S1LF is a low-floor cutaway with a 113-kWh battery and a 125-mile range. The vehicle utilizes Proterra’s battery management system.

Currently, only the GreenPower EV Star+ is listed in the CalACT/MBTA Purchasing Cooperative, but as more agencies begin to purchase BEBs, it is expected that more vehicles will be added. BCT should specify two rear-mounted charging ports accepting a minimum charging rate of 60 kW (200 ADC) at 480 VDC or greater via SAE J1772 to maximize flexibility when parking and charging the vehicles.

As part of the fleet modeling and optimization process, it was also determined that BCT will transition to a mixed fleet of vans and cutaways for the WAVE service (specifically to achieve a mix of more vans and fewer cutaways than the current mix), to help right-size the fleet to demand. BE van options include the Ford eTransit van, which can be outfitted to accommodate six ambulatory passengers with one wheelchair position, four ambulatory passengers with two wheelchair positions, or three ambulatory passengers with three wheelchair positions. There is also the GreenPower EV Star passenger van, which can seat up to 19 ambulatory passengers or nine ambulatory passengers with two wheelchair positions.

As with cutaways, it is assumed that more BE van options will be available in the future.

Some example vehicles are summarized in Table 8-13, but these are only illustrative examples. BCT should participate in a competitive tendering process for its fleet procurement and use programs like the CalACT/MBTA Purchasing Cooperative, and State Department of General Services (DGS), or participate in joint procurements with other transit agencies, to streamline procurement. BCT should also leverage APTA’s Standard Bus Procurement Request for Proposal which contains language about charger 203 https://californiahvip.org/vehicles/lightning-systems-lev110e-bus-ford-e-450-with-lightning-powertrain/ 204 https://californiahvip.org/vehicles/greenpower-ev-star-plus/ DRAFT
280
specifications, data logging and telematics, and other information that would be useful to include for vehicle and charger procurements 205.

Table 8-13: Summary of Medium-Duty Vehicle Options
Vehicle
type
ZEB
type
Make and
model
Battery
size
(kWh)
Range
(miles) Notes Example Vehicle Photos
Cutaway
BE
Lightning
Systems E450
Shuttle Bus
129 120
Eligible for a $60,000
HVIP voucher.

Supports both Level 2
and DC fast chargers.

BE GreenPower
EV Star+ 118 150
Eligible for a $60,000
HVIP voucher.

Supports both Level 2
and DC fast chargers.

BE Optimal-EV
S1LF 113 125
A low-floor vehicle
with an ADAcompliant entry ramp.

Uses Proterra battery
management
systems.

Supports both Level 2
and DC fast chargers.

Passenger
Van BE
Lightning
Systems
Electric Zero
Emission
Transit
Passenger
Van
80-120 140-
170
Eligible for a $45,000
HVIP voucher.

Low-floor vehicle and
CARB certified.

Uses Proterra battery
management
systems.

Supports both Level 2
and DC fast chargers.
205 https://www.apta.com/research-technical-resources/standards/procurement/apta-bts-bpg-gl-001-13/ Zero-Emission Bus Analysis
DRAFT
Beach Cities Transit – Transit Services Study 281
Vehicle
type
ZEB
type
Make and
model
Battery
size
(kWh)
Range
(miles) Notes Example Vehicle Photos
Passenger
Van BE
GreenPower
EV Star
Battery
Electric Bus
118 150
Eligible for a $60,000
HVIP voucher.

Supports both Level 2
and DC fast chargers.

8.5.7 Battery Degradation
Battery degradation is unavoidable due to battery use and charging/recharging cycles. To some extent, the magnitude and rate of degradation can be controlled by the user.

Following the recommendations of the manufacturer becomes especially important to preserve the battery life. This includes charging the battery to a maximum of 90% SOC and not allowing the battery to dip below 10% SOC. Furthermore, avoiding fast charging (below 300 kW) can help extend the lifespan of the batteries.

Nevertheless, natural battery degradation will always occur, and vehicle manufacturers are offering extended warranties in their purchase agreements to account for battery degradation of 20% of its nameplate capacity. Battery replacements for cutaways and passenger vans are also assumed to be available but might not be necessary to go beyond the warranty given the shorter utilization cycle of these vehicles. Actual experience may differ, and BCT will need to work with its vendors to understand warranty terms. For the heavy-duty buses that are in service for longer lifetimes, the assumption is that at least one battery replacement near the midlife would be needed, and as such, BCT should purchase an extended warranty to cover that replacement. Any further battery replacements would be postwarranty expenses.

8.5.8 Other Considerations
Finally, because a ZEB transition and implementation is an agency-wide endeavor that also includes the need to actively consider utilities as a stakeholder and partner, an agency-wide approach is required.

Clearly, any discussions around changes associated with BEBs will need to include the union representing the bus operators and maintenance technicians due to the large role they will play in the success of the ZEB transition and implementation. Overall, a successful strategy for BCT could be to form a steering committee or task force composed of staff from each major functional department and union representation to help ensure the impact of ZEBs is fully considered for each. Having the task force name a leader who acts as a champion for the ZEB conversion within the agency and to external stakeholders is another good idea. External communication will be critical during the transition to ensure customers are made aware of changes to bus operations. ZEB conversion also offers an excellent marketing opportunity for BCT to promote its climate commitments.

DRAFT
282
9 INFRASTRUCTURE PLANNING

9.1 Infrastructure Needs
This section provides an overview of the high-level space needs program, conceptual site master plan, and ZEB infrastructure needed for the 23-vehicle fleet as well as the new OMF. A detailed space needs program will be required in order to proceed with an actual design for a new facility. This scope can be provided either during or after the environmental review processes (California Environmental Quality Act (CEQA) and National Environmental Policy Act (NEPA)) but is highly recommended to be completed prior to finalizing a detailed master plan for the new facility which may ultimately impact the environmental analysis, requiring an amendment to one or both of the CEQA and NEPA reporting.

9.1.1 Operations and Maintenance Facility

9.1.1.1 Space Needs Program
As previously noted, the existing operations and maintenance building and bus parking area is too small and in need of replacement to sustain the agency’s operation. The primary difference between the existing and the proposed facilities is the new facility would be purpose-built for transit operations and maintenance functions – accommodating proper building systems, working clearance, and safe/efficient workspaces for all staff. The new facility would also include the administration department which is currently housed offsite from the OMF. As evident in Table 9-1 below, the current facility at about 6,000 sq. ft. is undersized for the current operations. A new facility where all functions can be housed at a single facility will improve collaboration and efficiencies for BCT’s operations. Refer to Appendix C: Space Needs Program for further information on the individual spaces and their functions.

Table 9-1: Proposed Building Areas
Department Proposed
Areas
Notes
Maintenance 7,626 Three maintenance bays, shops, storage, etc.

Operations 1,698 Ops offices, dispatch suites, operator lockers, etc.

Administration 2,116 Offices, workstations, conference rooms, etc.

Wash Bays 1,440 Manual wash bay
Shared Spaces 2,460 Restrooms, lockers, break room, training room, etc.

Building Utilities 924 Electrical, mechanical, IT, custodial rooms Total: 16,264 *Values are in square feet unless noted otherwise.

To reduce the overall impact on the existing park-and-ride lot, the OMF is proposed to be a two-story building to reduce the overall footprint of the facility. However, this is a more expensive solution due to the nature of the building being more complicated and requiring stairs and an elevator. BCT and the City of Redondo Beach (City) may wish to consider the pros and cons of this approach for the future design phases for the facility.

Table 9-2 outlines the various parking needs for revenue, non-revenue, and employee vehicles. These areas equate to the largest program areas for any transit operations and maintenance facility as illustrated in Table 9-3 below. Since space is a significant premium at the BCT OMF location, employee parking is proposed as being ‘outside the fence’ of the facility as a part of the park-and-ride lot.

Infrastructure Planning
DRAFT
Beach Cities Transit – Transit Services Study 283
The fleet quantities are based on the projections in Section 8.2, Table 8-7, but the non-revenue and employee parking quantities are based on general rule-of-thumb estimates for similar-sized operations.

Future detailed space needs programming should consider shift overlaps, peak visitor demands, and general staffing projections to right-size the future parking needs at a new facility.

Table 9-2: Proposed Parking Sizes and Quantities
Vehicle Type Space
Standard Quantity Notes
30’ Fixed-Route Bus 14’ x 35’ 15
Revenue fleet = 23 vehicles Cutaway Bus 206 14’ x 30’ 3 Passenger Van 10’ x 20’ 5
Non-Revenue 10’ x 20’ 3 Parking for relief vehicles, maintenance trucks, etc.

Employee Parking 9’ x 18’ 56 Includes visitor, accessible, and employee electric vehicle spaces
Table 9-3 summarizes the potential site area needs for a new bus operations and maintenance facility for BCT’s projected fleet and assumed space needs. The existing facility, at 35,700 sq. ft., is only about 75% of the projected needed size of the new facility of 45,700 sq. ft. This number could vary depending on specific site conditions, construction budgets, preference on building setbacks, and desire for the potential for additional growth beyond the horizon of this study. Regardless, the need for additional space is clear based on this discrepancy between the existing site and the future needs of the agency.

Table 9-3: Proposed Site Areas
Area Proposed Area Notes
Buildings Total 16,264 Table 9-1 above
Fleet & Non-Revenue
Vehicle Parking
16,555 Summation of parking quantity in
Table 9-2. Parking areas plus 50% grossing factor for
circulation aisles, etc.

Employee Parking 16,695 Summation of parking quantity in Table 9-2. Parking areas plus 50% grossing factor for
circulation aisles, etc.

Misc. Exterior Spaces 4,135 The estimated area includes space for future expansion.

Grand Total: ~ 54,000 = ~ 1.23 acres
Values are in square feet unless noted otherwise.

The proposed site area size should be considered as an approximation for a new facility of the programmatic requirements noted herein. Various design options may result in slightly different outcomes for the final space needs and facility size. Planning for future growth beyond the horizon of this study should also be carefully considered so the agency is not short on space for another 15 to 20 years without any opportunity for expansion.
206 Total revenue fleet of 23 reflects the increase in fleet size from 20 to 23 due to the recommended service plan and ZEB preferred fleet composition.

DRAFT
284

9.1.1.2 Conceptual Master Plan Layout of New Facility
One of the first steps in establishing a viable property is to evaluate the zoning of the parcel(s) proposed for a new facility. The property is zoned I-1: Industrial. Fortunately, the existing facility and property are already in a zone suitable for use as a vehicle maintenance facility and a conditional use permit or other administrative process should not be required for the permitting of the new facility.

The area of the property where the new OMF is proposed is an open parking lot in the southwest corner (see Figure 9-1 below) with little to no existing infrastructure to displace. There do not appear to be any underground or above-ground utilities in this area and this portion of the site should be relatively simple to construct a new facility within.

Figure 9-1: Existing Conditions Site Plan for Transit Center & Existing Operations & Maintenance Facility However, it is not within the scope of this study to provide a detailed site assessment of the existing conditions so a detailed site survey and existing condition investigation should be provided prior to the detailed design of the new facility. The proposed conceptual site plan in Figure 9-2 considers the use of the southwest corner of the park-and-ride lot for several reasons:
• To allow for simple phasing of construction of the new facility while the existing facility and parkand-ride lot are in use during the entire duration of construction. • The proposed approach moves the industrial nature of the bus facility away from the public street. • The location reduces the potential for unforeseen conditions within the existing site since the proposed area appears to not have any negative existing conditions.

Infrastructure Planning
DRAFT
Beach Cities Transit – Transit Services Study 285
• The location allows for potential future phasing of a parking structure to the north of the OMF and adjacent to the transit center for park-and-rider users. • This location will keep the bus facility and bus traffic as close as possible to the entry/exit drive without preventing park-and-ride vehicle access through the site.

Figure 9-2: Conceptual Master Plan for New Operations & Maintenance Facility The conceptual site plan in Figure 9-2 is for illustrative purposes only and is one of many approaches to implementing a new bus facility at the specified property. This particular layout utilizes approximately 43,800 sq. ft. (about one acre), less than the programmed site area of about 54,000 sq. ft. recommended in Table 9-3 above largely because the facility is proposed as a two-level building.

DRAFT
286
Figure 9-3: Enlarged Plan for New Operations & Maintenance Facility The proposed layout considers employee parking to be outside the actual OMF boundary. The fenced-in OMF will contain parking for the transit fleet, non-revenue vehicles, and accessible employee/visitor spaces. Adequate space is allocated for the vehicle charging equipment and the associated electrical infrastructure that would also be required. This equipment would include charging cabinets, switchgear, transformer, backup generator, and/or battery-energy storage system. The master plan also considers the potential for photovoltaic solar canopies over the bus parking to aid in offsetting demand from the electrical grid. As previously noted, the building is proposed to be two floors to reduce the overall impact on the site. The administration, operations, and shared spaces would be on the second floor over about two-thirds of the ground floor maintenance level.

In order to maximize the parking capacity of the park-and-ride lot and following the demolition of the existing bus facility, the parking lot could be reconfigured and restriped per Figure 9-4 below. The existing lot accommodates 320 total parking spaces. The new OMF would remove about 133 spaces, but the removal of the existing OMF would allow for about 83 new parking spaces. The final net parking total would be about 270 spaces, a reduction of about 50 spaces from the current condition. For a 270-space parking lot, eight accessible spaces are needed with one of which being van accessible, 54 spaces would need to be clean-air/EV capable with 14 of those with electric vehicle charging stations per CalGreen table 5.106.5.3.1.

Infrastructure Planning
DRAFT
Beach Cities Transit – Transit Services Study 287
Figure 9-4: Enlarged Plan of Potential Park-and-Ride Lot Modifications In order to offset the reduction in the park-and-ride lot capacity due to the new OMF, a new parking structure could be constructed on a portion of the lot. Figure 9-5 below illustrates the potential footprint of a continuous ramp parking structure that could accommodate about 124 spaces per above-grade-level and about 100 spaces at grade. The remainder of the surface parking lot would allow for about 114 spaces. Therefore, in order to get the total parking capacity back to the current 320 total spaces, the parking structure would need to be one full level above grade (100 + 124 + 114 = 338 spaces). For additional levels of parking, 124 spaces can be added for each level. Therefore, a three-level structure would provide about 462 spaces and a four-level structure would provide about 586 spaces (number of levels includes ground level).

When constructing a parking structure at the property, the City may wish to consider additional improvements to the park-and-ride lot. For illustrative purposes, landscape islands and stormwater swales are shown in Figure 9-5 to account for the potential space this could require.

DRAFT
288
Figure 9-5: Enlarged Plan of Potential New Park-and-Ride Parking Structure A detailed space needs programming and a final master planning phase is highly recommended to develop the specific requirements of a new facility for BCT and to explore all potential options for utilization of any property prior to proceeding with environmental studies or detailed design. See further discussion on this topic in Section 9.2.

Full-size site plans of the above Figures are included in Appendix D: Site Plans.

9.1.2 ZEB Infrastructure & Bus Yard
This section outlines the proposed facility modifications for BEB implementation at BCT’s bus operations and maintenance facility. The master plan concept has been developed proposing ground-mounted dispensers. There is sufficient space for ground-mounted dispensers as opposed to overhead charging dispensers for highly space-constrained locations. Given the relatively small size of the facility, maximizing flexibility and avoiding conflicts on the property are critical. The charging cabinets and electrical utility equipment should be located in an aggregated area, away from bus parking and along the edge of the property. Charging dispensers would be located at the head of the parking stalls, requiring only a couple of additional feet to be added to each parking space.

Since the current fueling systems used by BCT are currently offsite, there is no need to phase out and remove the fueling equipment as the fleet shifts to BEB vehicles. Phasing of the BEB charging system infrastructure installation will be relatively simple and can be carried out with minimal impacts on continued operations. As operators currently fuel the vehicles at the offsite location, work rules do not preclude operators from ‘fueling’ (charging) and as such, operators (or bus services, depending on when the bus needs to be charged) would be responsible for plugging in buses for charging each day.

9.1.2.1 Proposed ZEB Facility Improvements
The following summarizes the proposed improvements for the ground-mounted dispensers needed to charge the proposed transit fleet. While the site planning configuration depicted in Figure 9-3 above is Infrastructure Planning
DRAFT
Beach Cities Transit – Transit Services Study 289
the proposed configuration for the new facility, the following proposed improvements can provide guidance for BCT for any potential facility configuration:
• A new 1,500 kVA transformer and 2,500 A switchgear to provide adequate power to the facility, along with associated equipment pads and bollards.
• A new 1,500 kW generator with a 270-gallon belly tank for diesel fuel storage in order to support 100% service for one day; the current calculation assumes fuel is needed for approximately one day of outage. Doubling the tank size will provide the capacity to fully charge the fleet for two days of service. The generator would ideally be located within the charging equipment/utility yard to be as close as possible to the electrical switchgear supporting the chargers. • An automatic transfer switch between generator and switchgear. • Charging equipment:
o Option 1: A minimum of (12) 120-kW charger cabinets with a 1:2 charger-todispenser ratio (SAE J1772-compliant) to serve a maximum of (16) active (in revenue service) 30 ft. buses, three cutaways, and five passenger vans = (24) plug-in connectors.
o Option 2: A minimum of (24) 60-kW charger cabinets with a 1:1 charger-to-dispenser ratio (SAE J1772-compliant) to serve a maximum of (16) active (in revenue service) 30 ft. buses, three cutaways, and five passenger vans = (24) plug-in connectors. In this approach two charging cabinets can be paired together to deliver about 120 kW to one of two buses at a time, allowing for some additional flexibility. • Equipment pads and associated bollard protection around chargers and dispensers. • Power main feeder and sub feeders.
• Communication system panel/distribution cabinet and conduits to each charger. • Pavement replacement/repair for trenching associated with electrical distribution for locations where new electrical service and switchgear will be allocated will be required in portions of the site not otherwise improved with the new OMF.

9.1.2.2 Grid Connection Upgrades
The facility will require new electrical service connections from SCE. The utility will likely require that a service study be performed to identify any transmission or distribution system upgrades that may be needed to support the additional power demands from the bus chargers. It will be up to the utility to determine if the local power distribution system has the capacity to serve BCT’s new charging loads as well as any other planned loads in the area.

The recommendations here are focused on those infrastructure upgrades that are to be located on the facility property and do not include any required utility system upgrades that the service study may identify. The extent and timing of the system upgrades will determine the net cost to the agency.

Nevertheless, there is a possibility that the current transformer can support a small portion of the BEB fleet without major upgrades. To evaluate this, BCT would need to coordinate with SCE and conduct a load assessment for the current transformer to determine how many chargers can be connected as an interim step to deploy BEBs prior to completing major grid connection upgrades.

As described in Section 9.1.2.1 above, the proposed BEB charging system would require a new 1,500 kVA, 480 V, 3-phase service from SCE to serve the entire fleet. To access this level of service, it is anticipated that a new SCE service will be required and fed from the utility distribution lines running along DRAFT
290
the adjacent public streets. The total BEB charging demand is significantly greater than the existing building electrical feeder capacity and it is typical to have a dedicated electrical feed for the charging equipment that is separate from the building feeder. This configuration simplifies operations and allows for dedicated BEB charging metering which can be necessary to take advantage of utility incentive rate structures.

9.1.2.3 SCE Charge Ready Transport Program
Supporting the transition to electric vehicles, the Charge Ready Transport (CRT) program operated by SCE can provide funding for the installation of infrastructure supporting the deployment of electric trucks, buses, and off-road equipment. Along with funding for infrastructure, SCE also provides logistics support for construction including site design and permitting. This program provides funding for all infrastructure up to the charging station, utility costs, and infrastructure on the customer side up to the charging station 207.

Charging infrastructure is split into utility side (transformer, meter, etc.) infrastructure, and consumer side (control panel, charging stations, etc.) infrastructure. Consumer-side construction of charging infrastructure can be done through SCE or managed in-house, whereas utility-side infrastructure is always constructed by SCE. Charger connections (dispensers) must be deployed on a 1:1 ratio with electric vehicles (EVs) using chargers approved by SCE and they will require a purchase commitment of any future vehicles if the infrastructure is set up ahead of time. The graphic below shows the process of SCE’s program.

Figure 9-6: SCE Charge Ready Program Flow Chart, Source: SCE 207 The program launched in 2019 for a five-year period; it is currently unknown if the program will still be in operation when BCT procures its first BEBs.

Infrastructure Planning
DRAFT
Beach Cities Transit – Transit Services Study 291
The SCE-Built Option (Figure 9-7) provides all the modifications from the utility side and the customer side (behind the meter), supplying all the needed grid upgrades and connections so that the customer only has to purchase the chargers and connect them. Additionally, the CRT program provides up to 50% rebates for the purchased chargers. However, this option requires the client to provide easements or entrance rights so that SCE can have direct and unrestrictive access to the property. The easement will be required for the duration of the owner’s obligation to the CRT Program and could potentially be quitclaimed back to the owner after the term of the program expires. Such entrance rights may represent a risk from a legal standpoint to certain clients. Furthermore, another risk is the limited options of approved charger vendors on the SCE list, for example, there are only a couple of vendors that provide a 2-to-1 charger-to-dispenser connection; higher ratios of chargers-to-dispensers are not currently on the preapproved list, and thus limits the configuration options and final design of the yard if using this approach.

Of significant importance and limitation, the SCE-Built approach is restrictive to adding additional distributed energy resource (DER) connections, such as a connection to on-site generators, solar photovoltaic, or battery (energy storage) systems to the SCE meter and switchgear. There are currently no exceptions to this in the SCE-Built option.

Figure 9-7: SCE-Built Infrastructure option for the CRT program Property of SCE
In the Customer-Built Option (Figure 9-8), SCE covers the infrastructure on the utility side, but the customer is responsible for all the behind-the-meter infrastructure. While the CRT program offers a reimbursement of the cost of up to 80%, the actual cost of the rebate is completely up to SCE. While this option will actually allow for the installation of DER supplemental equipment, it will not be covered by the CRT program and will require separate trenching and conduit. The same equipment vendor limitations apply for the customer-built option as described above.

DRAFT
292
Figure 9-8: Customer-Built option for the CRT program
Property of SCE
The general customer requirements of the CRT program are:
• Lease or purchase at least two medium or heavy-duty battery-powered EVs or convert at least two fossil-fuel vehicles to electric.
• Select, purchase, and install SCE-approved charging equipment in the quantity approved by SCE.
• Keep the charging equipment operational for at least ten years. • Provide data related to charging equipment usage for a minimum of five years. • Grant easement(s) depending on the built option, as described above.

As part of the program, SCE will:
• Perform on-site visits to evaluate the site’s electrical infrastructure needs. • Develop utility-side and customer-side of the meter cost estimates. • Design, secure permit, project manage, and install the necessary infrastructure depending on the selected built option.
• Install a separate meter dedicated to the EV charging infrastructure and waive customer demand charges through 2024 with commercial EV rates.
• Make final inspections once the charging equipment is installed.

9.1.2.4 Photovoltaic Systems
The potential for on-site power generation is another important consideration for BCT’s long-term resiliency and sustainability goals. BEBs require a large amount of power, more than could be generated even if the entire transit center property were to be covered in solar panels. However, the power demands for the building and the level of charging could be generated onsite through canopies over the bus parking, non-revenue vehicle parking, and on the rooftop of the new operations and maintenance facility.

The City could also consider solar canopies over the park-and-ride lot parking stalls to increase the generation potential for power for transit operations.

Infrastructure Planning
DRAFT
Beach Cities Transit – Transit Services Study 293
Since solar power can only be generated during the day, the system would likely need to be paired with a battery energy storage system (BESS) in order to hold that energy. The BESS would then be dispensed into buses during peak, heavy demand-charge times or simply at night when the buses are not in use.

These systems are expensive and capital-intensive but can be acquired through power purchase agreements and third-party vendors that install the infrastructure and equipment and then sell it back to the user(s).

An additional consideration in installing a PV system (with or without a BESS) is whether BCT intends to utilize SCE’s Charge Ready program as discussed in the section above. Only the Customer-Built option would allow for the inclusion of these systems.

9.1.2.5 Communication Infrastructure
Infrastructure for data communications within the charging system will include IP Ethernet wiring between each charger and its associated dispensers, as well as between each charger and a local data switch. The actual wiring will be a conventional Cat 6 Ethernet cable between devices or fiber, which would require a telecom cabinet. As the maximum length allowed for ethernet is 328 feet, the dispensers cannot be too far from their respective charger. Although longer distances are possible with fiber optic cable, the DC power cables that need to run parallel with the ethernet cables begin to have problems with voltage drop at this distance, so 328 feet is a recommended limit.

Once the ethernet lines from each charger are routed back to the facility’s data switch, the data can be contained within BCT’s local network and managed directly by the agency. Alternately, the data can be routed to a cloud-based system—as needed to provide smart charging and data aggregation—that is managed by a third party and/or is provided by the charger manufacturer. However, this would likely require coordination and approval of security and access, as it would necessitate outside entities operating within BCT’s local network. Additionally, is recommended for BCT to implement a Wi-Fi network in the bus yard for smart charging communication to buses while any other communication upgrade is occurring or as an alternative to traditional communications systems.

9.1.2.6 Fire Protection Considerations
With the implementation of BEBs, fire protection and life-safety concerns can be significant. However, due to the relatively new advent of these associated technologies, building and fire protection codes have not specifically addressed most of these concerns. NFPA 855 ‘Standard for the Installation of Stationary Energy Storage Systems’ is a standard that can potentially be applied to BEB storage, but this particular standard is excessive relative to the capacity of the batteries onboard buses and considering all of BCT’s buses are stored outside. The need for enhanced fire protection systems has not been determined as a baseline requirement for BEB implementation and would be left up to the discretion of the local fire marshal and the local building officials. The need for additional fire lanes or fire ‘breaks’ within long continuous rows of bus parking may need to be discussed with the local fire department but is unlikely considering the size of the fleet stored onsite and the relatively open nature of the site with drive aisles between all of the bus parking.

If BCT decides to install photovoltaic solar canopies above the bus parking stalls, an NFPA 13-compliant automatic sprinkler system could be required because the canopy has a ‘use’ underneath it as defined by the California Fire Code.

Furthermore, all modifications to the facility should be reviewed with the local Authorities Having Jurisdiction (AHJs), in particular the local fire marshal. Fire truck access to the site and hydrant access will need to be reviewed and approved by the pertinent AHJs prior to the implementation of any additional infrastructure for charging equipment or solar canopies. However, since the site is designed for bus DRAFT
294
movements, fire truck access is relatively straightforward and should be accommodated without significant changes to the facility.

In summary, no fire protection systems are required for minimal BEB implementation but considerations for covered canopies could trigger additional fire protection system upgrades to the facilities.

9.1.2.7 Fall Protection and Safety Infrastructure Considerations Fall protection systems are recommended for any vehicle maintenance and inspection shop but considering that BCT will have a mixed vehicle fleet for some time, it is unlikely that one system will be able to meet all of the agency’s needs. Fall protection systems would be required to safely access the rooftops of buses for potential battery inspection and maintenance since it is likely that the batteries will be mounted on the roofs of some of these vehicles.

9.1.2.8 Emergency Backup Planning
Transit agencies need to consider the portion of service (and thus of their BEB fleet) that will be deployed or operated during grid-outage conditions. Redondo Beach is not typically subject to emergency public safety power shutoffs so the backup planning would largely need to consider unplanned and/or scheduled power outages. Considerable planning needs to be addressed to ensure that vehicles can charge during shutdowns to maintain transit service.

For the purposes of the site planning, Stantec assumed backup power would be provided via a dieselfired 1,500 kW generator with a storage capacity for 270 gallons of diesel in order to serve one revenue day at 100% service levels 208. A separate generator may be considered to provide backup power to the operations and maintenance facility or a larger generator could be provided to back up both the OMF and the charging equipment. See Figure 9-9 for an example generator installation.

Figure 9-9: Typical Stationary Back-Up Diesel Generator with Belly Tank Fuel Storage If BCT wishes to operate for more days during an emergency, the size of the generator will stay the same, but the required quantity of fuel will scale linearly. The total amount of fuel required to be stored onsite will depend on the anticipated duration of the utility electrical outage and the amount of time 208 Propane or natural gas generators are possible but uncommon, particularly at this size. A generator sized to backup a house can easily run on propose or natural gas, but this is very uncommon for a 1500 kW generator. It's also less resilient because in a major disaster the natural gas utility may be disrupted.

Infrastructure Planning
DRAFT
Beach Cities Transit – Transit Services Study 295
required to receive a fuel delivery of diesel fuel, as well as on environmental regulations and local policies.

Adequate space has been planned for in the conceptual master plan for either a new permanent generator or accommodation for a mobile generator with a load bank connection. The generator would be placed relatively close to its respective distribution panel. If permanent generators are installed, bollards should be installed surrounding the entire electrical equipment yard, but if a mobile generator is chosen as the preferred method of backup power, then the protective elements should be removable or installed in a manner to allows a mobile generator to be parked near the load bank cabinet to minimize the connection cable distance.

A permanent generator on-site will require an additional permit from the Air Quality Management District (AQMD) and will have annual limitations on the duration it is allowed to run. However, a temporary mobile generator that has been certified by the CARB would not require a permit by the AQMD but will have further restrictions on when it can be used such as actual or imminent blackouts. Under any scenario, BCT should consider close coordination with both the AQMD and CARB as part of any plan to install a generator at the facility.

While diesel-fired generators will provide emergency backup power, another potential avenue for resiliency is through renewables, such as solar energy generated through photovoltaics (PV) as noted above. Several agencies have deployed solar PV assets to generate renewable energy to power their facilities. With the adoption of a BEB fleet, additional harvesting of solar PV energy, together with storage of this energy in a battery electric storage system (BESS), can be used to charge a portion of the fleet with energy that does not come ‘from the grid’. As such, this strategy could be used to diminish some of the costs associated with charging, particularly during peak time-of-use periods. However, these additional assets are capital-intensive and require favorable energy policies to compensate such facilities for the additional services a BESS can provide.

Nevertheless, solar arrays and stationary batteries have limitations. The power generated with solar PV arrays will likely account for a small portion of the energy requirements of a BEB fleet, and in the case of stationary batteries, once they have been discharged to charge a BEB, they need to be recharged, which typically takes several hours. In the event of an emergency, relying solely on solar energy is impractical. As such, deploying complementary fossil fuel-powered generators is necessary to generate the power required to charge a BEB fleet.

DRAFT
296

9.2 Future Planning and Design Needs

9.2.1 Facility Design & Permitting Needs
In order to implement the proposed improvements for the new operations and maintenance facility, BCT and the City will need to procure professional consulting and design services to complete the environmental review processes, design the new facility, and support BCT through the construction of the project.

First, given the size of the proposed project, both CEQA and NEPA clearances will be required prior to beginning the final design of the new OMF and should be considered for the next step of the project. Any professional consulting services solicited by BCT should be provided by an environmental planning firm experienced in the CEQA/NEPA processes specifically for transit operations and maintenance facilities.

The City and BCT may choose to use the conceptual master plan provided herein as the starting point for the environmental review process or include scope for the environmental consultant to revalidate the program and site plan approach at the time of starting the environmental review process. Regardless, the environmental documentation should be focused on the general size of the facility, quantity of vehicles, and general siting of the proposed improvements. Detailed specifics about building orientation or exact figures on the program should not be dictated in the environmental documentation so that the final design is not overly constrained by the environmental approvals. While amendments can be submitted to the final approved clearances, that process takes additional time and budget and could be avoided.

Following the CEQA clearance for the project, the design and engineering process can commence. There is minimal risk in commencing the design after CEQA is completed and the project is submitted for NEPA review. The City and BCT will need to hire a complete team for architectural and engineering (A&E) services for the new OMF – the design team. It is recommended that the solicitation be based on qualifications for experience with designing similar transit operations and maintenance facilities. The design services should include all of the following disciplines: overall project management; architectural; landscape architecture; civil, structural, electrical, lighting, plumbing, fire protection, and mechanical engineering; security, IT, audio-visual, and communication systems design; electric vehicle charging equipment design, and cost estimating services. In addition, geotechnical engineering and surveying will also be required. These services could be procured along with the environmental review process, the A&E professional services, or be separate from either procurement. Ideally, the geotechnical and survey are not carried out by the design team and are directly sourced by the City since these are documentation of existing conditions. BCT will also need to procure professional commissioning services as required by the California Energy Code and CalGreen Code. The commissioning agent can be a part of the design team contract but for a project of this size, they are not permitted to be the same staff as the design team working on the project. The A&E services should include scope from re-validating the space needs program through the preparation of construction documents, bid support services, and construction support services.

The design team should be responsible for managing the entire design and permitting process through plan check review and approval by the City and all other AHJs. As a City project, the permitting process could be assumed to be slightly more streamlined, but the design team should ultimately be responsible for gaining all required project clearances from the planning, building, public works, and fire departments; air pollution control district if a generator is involved; and any other AHJ’s that may be eventually involved with the project. Most, if not all, of these entities will be identified in the CEQA process for the project. At the end of the permitting process, the design team’s management of the overall project will generally shift to the construction manager when the project transitions to the bid and award phase.

To support the City and BCT during the construction of the facility and act on behalf of all of the City’s interests, construction management (CM) services should be procured prior to the project being issued for construction bids and can be solicited early on in the process to support the City with writing contract Infrastructure Planning
DRAFT
Beach Cities Transit – Transit Services Study 297
requirements, front-end project specifications, providing constructability review, etc. at the City’s discretion. CM services are vital to a project having dedicated staff responsible for the day-to-day management of the generator contractor’s submittals, change orders, construction schedule, payment applications, etc.

Lastly, the City and BCT will need to issue for bid the construction of the facility. This is a fairly standard process by which the City advertises the project plans, specifications, etc. for construction bids. It is recommended that bidders be qualified with experience with similar public facility projects, with a preference for transit or public works maintenance and operations facilities. Additionally, experience with Buy America Act (BA) compliance would be helpful to ensure the general contractor and their subcontractors understand the unique requirements of BA compliance in the likelihood that the project will have some federal funding involved.

The timeframe for the proposed services and implementation are outlined in Section 10.

DRAFT
298
10 PHASED IMPLEMENTATION PLAN
The coordinated implementation plan in Table 10-1 presents a comprehensive plan for implementing the five-year service plan, ZEB transition, and facility construction. The timeline of the plan goes through 2040 to reflect a full transition to ZE operations.

Table 10-1: Coordinated implementation plan, 2024-2040209 Year Element Action Item Responsible Party/
Parties Implementation Details
2024
Bus Facility
Procure professional environmental
support services for CEQA and
NEPA clearances for the new OMF
by the end of 2024.

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

Fleet
Procurement
Fleet Procurement:
1 CNG bus (30 ft)
BCT, Redondo Beach
City Council Estimated capital cost: $533,000
Service
Planning/
Operations
Line 102: routing changes to absorb
the portion of Line 109 between
Redondo Beach Pier and Riviera
Village.

Line 109: routing changes to
straighten alignment around Plaza
El Segundo and Manhattan Village
Mall, and terminate line at Redondo
Beach Pier. One month prior to
routing changes, install signs at any
stops that will be closed stating the
stop will no longer be in service, and
providing information on the new
closest stops.

Manhattan Beach Blvd Line: assess
conditions and placement of Metro
Line 126 bus stops and identify
needs in coordination with the City
of Manhattan Beach for stops within
their jurisdiction. This process
should incorporate Transit Amenities
Policies as outlined in BCT's Title VI
Program.

At least 30 days prior to the
implementation of service changes,
BCT will hold public hearings and
solicit feedback from the public on
proposed service changes following
all guidelines outlined in BCT's
Public Participation Process
(Community Outreach Plan).

BCT, Redondo Beach
Police Department
(Parking Enforcement),
Torrance Transit, other
relevant City
departments, Manhattan
Beach
-BCT should coordinate with
Torrance Transit regarding routing
changes around the Pier to ensure
that schedules are coordinated to
facilitate seamless transfers.
-BCT will need to coordinate with
relevant City departments to
ensure sufficient space for buses is
provided at the Pier, including
coordinating with Parking
Enforcement to mitigate potential
issues of illegal parking preventing
BCT vehicles from accessing the
space.
-One month prior to service
changes, BCT should conduct
robust outreach to customers and
areas that might be affected,
including flyers on buses and at
relevant stops.
-BCT should work with other City
departments (such as the
Department of Community
Development, Community Services
Department, etc.) to expand
outreach capabilities.
-BCT website should be updated
as service changes are
implemented.
-BCT maps and schedules should
be updated as service changes are
implemented.
2025
Fleet
Procurement
Fleet Procurement:
3 CNG buses (30 ft)
BCT, Redondo Beach
City Council Estimated capital cost: $1,632,000
Service
Planning/
Operations
Line 102: increase weekday service
to every 33 minutes all day
Line 109: implement routing
changes to serve the Airport Metro
BCT, other relevant City
departments, Manhattan
Beach
-BCT should examine schedules of
other operators that will be serving
the Airport Metro Connector Station
to understand if schedules can be
209 Estimated capital costs in 2023$. Information on capital cost sources provided in Appendix E: Financial Considerations and Inputs and Appendix F: Cost Estimate.

Phased Implementation Plan
DRAFT
Beach Cities Transit – Transit Services Study 299
Year Element Action Item Responsible Party/
Parties Implementation Details
Connector Station and Automated
People Mover at LAX
At least 30 days prior to the
implementation of service changes,
BCT will hold public hearings and
solicit feedback from the public on
proposed service changes following
all guidelines outlined in BCT's
Public Participation Process
(Community Outreach Plan).
better coordinated to facilitate
transfers.
-BCT should work in coordination
with Manhattan Beach to install
required bus stop infrastructure for
stops within Manhattan Beach city
limits.
-One month prior to service
changes, BCT should conduct
robust outreach to customers and
areas that might be affected,
including flyers on buses and at
relevant stops.
-BCT should work with other City
departments (such as the
Department of Community
Development, Community Services
Department, etc.) to expand
outreach capabilities.
-BCT website should be updated
as service changes are
implemented.
-BCT maps and schedules should
be updated as service changes are
implemented.
2026
Bus Facility
Procure professional architectural
and engineering services for the
design of the new facility and site
improvements at the beginning of
2026.

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

Service
Planning/
Operations
Line 102: Sunday service schedule
improved to match Saturday
schedule (all day service around
every 40 minutes).

Manhattan Beach Blvd Line: finalize
installation of bus stop
infrastructure, conduct dry runs and
operator training on new route, and
launch service in summer 2026.

At least 30 days prior to the
implementation of service changes,
BCT will hold public hearings and
solicit feedback from the public on
proposed service changes following
all guidelines outlined in BCT's
Public Participation Process
(Community Outreach Plan).

BCT, Transportation
Concepts, other relevant
City departments,
relevant stakeholders to
help promote the launch
of the Manhattan Beach
Blvd service (Manhattan
Beach Department of
Parks and Recreation,
Manhattan Beach
Chamber of Commerce,
Redondo Beach
Performing Arts Center,
Downtown Manhattan
Beach Business +
Professional
Association, etc.)
-Transportation Concepts/O&M
Contractor should execute dry runs
of the Manhattan Beach Blvd
alignment to confirm run time and
develop schedules, complete
runcutting, and paddles.
-BCT should work with various
stakeholders in the months leading
up to the launch to continue to
advertise the service. After service
launch, collect data on ridership
and performance as well as public
feedback on rider satisfaction.
-One month prior to service
changes, BCT should conduct
robust outreach to customers and
areas that might be affected,
including flyers on buses and at
relevant stops.
-BCT should work with other City
departments (such as the
Department of Community
Development, Community Services
Department, etc.) to expand
outreach capabilities.
-BCT website should be updated
as service changes are
implemented.

DRAFT
300
Year Element Action Item Responsible Party/
Parties Implementation Details
-BCT maps and schedules should
be updated as service changes are
implemented.
2027
Bus Facility
Issue for bid and award mid-2027: