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Packet Pg. 993 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 77 1 elaborate on what that is and what Big Blue Bus is trying 2 to achieve with this new safety officer program.
3 MR. ROBERT MCCALL: Yeah, happy to. Thanks,
4 Josh. So, yeah, we recently rolled out a brand-new
5 program we're calling Transit Safety Officers, but what 6 they are, are hired contracted private security and they 7 are riding our system and also stationed at bus stops and 8 they are riding mostly on sort of high-volume routes and 9 high-volume bus stops.
10 And they are there to really provide a friendly
11 face and to serve as a helpful guide to help people
12 navigate our system, but there are certain conditions, 13 there are certain circumstances that happen within our 14 system and they're specifically trained on helping to 15 create a comfortable and pleasant experience for all of 16 our riders.
17 And so there are four officers that are riding
18 16 hours a day in two different shifts, and then on the 19 weekdays -- or weekends, I'm sorry, there are four
20 officers that are running in eight-hour shifts. So -- 21 and they're covering quite a number of routes as they're 22 riding.
23 So they're transferring often throughout the
24 system and just, again, being sort of a visible presence, 25 but more importantly, I think, again, a friendly face,
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Packet Pg. 994 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 78 1 helping customers navigate the system and helping them 2 make connections and finding value in the service that we 3 deliver.
4 So they're there -- so if you see anything,
5 they're really sort of another pair of eyes and ears in 6 addition to the bus operators. So if there are things 7 that you do observe in the system, you can feel free to 8 report them directly to our safety officers. They're
9 identifiable in a black uniform and usually they have a 10 jacket or safety vest that says security on patrol. And 11 so, yeah, if you see them, please do say hello, but also, 12 feel free to share any concerns that you may have with 13 them directly.
14 MR. JOSH FRANCIS: All right. Thank you very
15 much, Robert, for that. And, again, there is more info 16 on that initiative too on the bigbluebus.com website. So 17 if you would like more information, I would recommend you 18 go there and check that out.
19 There's also links to other programs that Big
20 Blue Bus has, so I know a lot of questions came in about 21 other efforts going on, including with the bus stops. 22 So, you know, I would encourage everyone to take a gander 23 at the Big Blue Bus website.
24 So, we are about to wrap up, but we did get one
25 question, so I'm going to see if we can quickly get that
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Packet Pg. 995 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 79 1 answered. There is a question about the downtown bus. I 2 think they just want to know what the route number for 3 that was, and if there are any changes with that one. 4 And then one last question, too, that I see is a
5 question regarding direct access to the pier and beach 6 instead of having to walk from 4th and Colorado.
7 MR. ALFREDO TORALES: Regarding the DT bus, I'm
8 guessing that's downtown LA, that's Rapid 10, no proposed 9 changes on that one. Oh, Santa Monica. You know, I'm
10 not sure I understand Santa Monica downtown. Most of our 11 buses pass through downtown.
12 MR. JOSH FRANCIS: Yeah, we can maybe look into
13 that too. So I guess it went to 2nd Street and Wilshire, 14 if that's familiar.
15 MR. ALFREDO TORALES: Yeah. I think I know. A
16 few summers ago before Covid, we rolled out a -- sort of 17 a circular service around -- connecting the downtown 18 Santa Monica Station and went around like 3rd Street 19 Promenade essentially. And just due to very low
20 ridership, we just eliminated that service. So we have 21 no plans to bring that back.
22 MR. JOSH FRANCIS: All right. Thank you,
23 Alfredo. And that does bring us to 8 p.m. So, again, 24 thank you, everyone, so much for joining us for tonight's 25 public hearing. As a final reminder, we do have the
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Packet Pg. 996 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 80 1 in-person public hearing on April 20th. That is a
2 Saturday morning at 10 a.m. So if you are able, please 3 join us for that.
4 And, again, our public comment period for this
5 will remain open through May 24th, which is a Friday. So 6 please provide any comments that you may have by then. 7 You can also provide us with your input via the survey. 8 Before we go, I'm going to let Alfredo close us
9 out, but I just wanted to say thank you to everyone for 10 joining us. Alfredo.
11 MR. ALFREDO TORALES: Yeah. Again, just want to
12 echo that. You know, thank you for staying up with us 13 tonight and commenting on the proposed changes. You
14 know, thank you, Josh and Melissa, for your great work 15 tonight. So, yeah, hope to see you Saturday and, again, 16 thank you for being part of this process. Good night. 17 MR. JOSH FRANCIS: All right. Excellent. And
18 sorry, one more quick note. We will be posting video 19 recordings of this public hearing on our website, so look 20 out for that in the coming weeks. Again, everyone, have 21 a good night and we'll see some of you on Saturday.
22 MS. MELISSA SATHER: Thank you.
23 24 (Meeting concluded.)
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Packet Pg. 997 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 81 1 CERTIFICATE
2 OF
3 CERTIFIED SHORTHAND REPORTER
4 * * * *
5 6
7 8 The undersigned Certified Shorthand Reporter of
9 the State of California does hereby certify:
10 That the foregoing meeting was taken before me
11 at the time and place therein set forth.
12 That the statements made at the time of the
13 meeting were recorded stenographically by me and were 14 thereafter transcribed, and, therefore, said transcript 15 being a true and correct copy of the meeting thereof. 16 In witness whereof, I have subscribed my name,
17 this date: April 28, 2024.
18 19
20 21
22 · · _______________________
Katherine Thomas
23 24
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Packet Pg. 1014 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 2 1 City of Santa Monica
2 Brighter Blue Comprehensive Operational Analysis
3 Saturday, April 20, 2024
4 10:00 a.m. - 12:00 p.m.
5 6 MR. JOSH FRANCIS: Hi, everyone. Good morning.
7 Just a quick announcement. We're going to get started in 8 a few minutes, but we want to give everyone some time to 9 come in. So, we know there are probably a few people
10 that are on their way. So, we'll start right at about 11 10:15.
12 So, in the meantime, you can see we have a lot
13 of display boards on the side here, so those are actually 14 some of the draft recommendations that we'll be speaking 15 on today. So, if you see any of us with the name badges, 16 feel free, if you have any questions, to ask us. We can 17 show you some of those changes now, but Melissa here will 18 be going over all of this when we start our presentation. 19 But, yes, in about ten minutes, we'll get started.
20 (Brief pause in the proceeding.)
21 MR. JOSH FRANCIS: All right. Thank you,
22 everyone. Good morning. We are going to get -- go ahead 23 and get started. So, if you've already signed in, if you 24 could, please take a seat so we could get started with 25 the presentation.
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Packet Pg. 1015 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 3 1 And before we get started, I did want to make a
2 couple of announcements. We do have closed-captioning. 3 So, if you do need the caption service, if you wouldn't 4 mind just sitting on this side so you can see the
5 captions as they come in. They'll be on a slight delay, 6 but you'll see them pop up pretty quickly there. So if 7 you do need those captions, please sit up here on the 8 front left.
9 All right. And then before we get started, real
10 quick, just as an introduction, my name is Josh Francis. 11 I'm an outreach consultant, and I'm working on behalf of 12 the city with TMD on this Brighter Blue Comprehensive 13 Outreach Analysis. So, I'll be facilitating today's
14 public hearing.
15 But before we get into the presentation, I
16 wanted to give the director of transportation here in 17 Santa Monica, Anuj Gupta, a chance to open up the public 18 hearing. So, thank you again for joining us, and I'm 19 going to go ahead and turn it over to you, Anuj.
20 MR. ANUJ GUPTA: Thank you, Josh, and good
21 morning, everybody. Thank you all for being here.
22 Delighted to see you-all here today.
23 I just wanted to first of all thank you for
24 being here and thank you for caring about the Big Blue 25 Bus and caring about transit in Santa Monica.
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Packet Pg. 1016 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 4 1 The reason that you're all here is because,
2 hopefully, you are a rider of Big Blue Bus, and if you're 3 not, you're here because you want to become a rider. We 4 want to, obviously, retain all of you who ride the Big 5 Blue Bus, make sure that the system responds to what you 6 need, make sure that it takes you where you want to go. 7 And for those of you who maybe used to riding
8 the Big Blue Bus or haven't ridden the Big Blue Bus, we 9 want to make sure you become a transit rider -- become a 10 regular rider, because we're confident we've got the best 11 transit service in Southern California. We've got the 12 best buses, the greenest fleet, and the best drivers, and 13 we've got -- we, hopefully, will be taking you where you 14 want to go.
15 And that's what we're here today to discuss is:
16 Where does our service go? When, how, and does the bus 17 come? Does it serve you, take you where you want to go, 18 because we want to be a service that meets your needs, 19 and meets the needs of our community.
20 So, what we're going to do here today is to
21 discuss some specific recommendations that we will be 22 bringing forward as part of our long-range plan. And 23 what I really want to emphasize is that these
24 recommendations also came from all of you.
25 You'll hear a little bit more about the work
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Packet Pg. 1017 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 5 1 that went into these recommendations; but literally, we 2 had, between onboard surveys, online surveys, and more 3 public meetings that we had last month, we had thousands 4 of inputs that developed these recommendations so that we 5 can make sure that the Big Blue Bus service of the future 6 takes people where they need to go and is the most
7 useful, attractive service that they could possibly have. 8 I also want to note, thanks to the team at the
9 DOT, our Big Blue Bus service is better than ever. We 10 are investing in safety improvements. We have transit 11 safety officers that are on many of our buses. They just 12 make sure that everybody's having a comfortable and safe 13 ride. We have new screens that help our buses
14 communicate more effectively with our home office and 15 also give you more information about where you're going 16 and when you're going to get there.
17 And above all, we've got, as I said, the best
18 drivers, we are going green, we've got -- about 10
19 percent of our fleet are now zero emissions electric 20 buses, we've got more electric buses coming next year, 21 and so we're confident that our service is helping ensure 22 that our planet and our young people who are here can 23 enjoy our service and enjoy our community for many, many 24 decades to come.
25 So, thank you all. I want to thank Alfredo
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Packet Pg. 1018 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 6 1 Torales, our planning manager, and his whole team; Robert 2 McCall, our community engagement manager, for being here, 3 for putting on these events; and thank you for your
4 input, thanks for listening, and we look forward to
5 hearing what you have to share about the recommendations 6 that we're bringing forward. Thank you.
7 MR. JOSH FRANCIS: All right. Thank you very
8 much, Anuj. Okay. All right.
9 And another quick note, if you haven't already,
10 as you were walking in, our staff up at registration may 11 have given you a speaker card. So, if you haven't
12 already, but you would like to speak, go ahead and fill 13 that speaker card out, and that will be the order that we 14 start the public comments once we conclude with the
15 presentation. So, please fill out that card if you would 16 like to make a public comment on the record today.
17 There are other opportunities to make public
18 comments, so if you don't want to make a verbal comment, 19 you can also provide us comments in writing at the back 20 table right there where Robert's standing. If you can 21 wave, Robert. So, right back there, there's some comment 22 cards.
23 You can also email us those comments, or you can
24 mail them. So, we'll go over how you can submit those 25 comments a little later in the presentation. But if you
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Packet Pg. 1019 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 7 1 haven't and you would like to speak, please fill out that 2 speaker card.
3 If you do have a comment while we're in the
4 middle of the public comments, you can still fill out a 5 card. So, just wave one of our staff down, and we'll get 6 you one of those.
7 All right. So real quickly, just to go over
8 what we will be talking about today, so we'll do a quick 9 project overview. I know a lot of you are probably
10 familiar with this project at this point. Those of you 11 who have been part of our stakeholder briefings or
12 previous rounds of workshops. Thank you for coming back. 13 We're pleased to show some of the
14 recommendations that came out of all of those efforts. 15 So, that will be familiar, but there will be a lot of new 16 stuff to go over in this presentation.
17 So, what is the Brighter Blue COA? So, this a
18 five-year plan for improving transit service in Santa 19 Monica as well as the Greater West LA area.
20 The other goal of the Brighter Blue is to
21 restore service back to prepandemic levels, address
22 changes in travel behavior resulting from the COVID-19 23 pandemic as well as redesign the service to better match 24 current patterns in travel.
25 Additionally, we want to use this Brighter Blue
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Packet Pg. 1020 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 8 1 COA process to address future changes that are coming. 2 So, there is a lot going on in the region, including the 3 opening of the D Line extension. That will connect all 4 the way to Westwood as well as the opening of the LAX 5 Metro Transit Center that is a part of the K line and the 6 Automated People Mover project at LAX.
7 We are also, as Anuj referenced, the Big Blue
8 Bus system is transitioning towards a zero-emission
9 fleet. So, that is also another big priority of this
10 service plan is to help the system transition to that 11 zero-emission goal.
12 So, as you can see here on the timeline, we are
13 right between steps 3 and 4. So, step 3 was developing 14 the service plan, so all the changes that you'll hear 15 today as well as the changes you can see on the boards 16 over on this side of the room. So, those are all changes 17 that were a result of the community outreach that we've 18 conducted over the last several months.
19 And then the final step, of course, will be the
20 final service plan that will be submitted to the Santa 21 Monica city council for incorporation. So this is a
22 important step in the process. Of course, we want to 23 hear comments and feedback on this draft service plan so 24 that we can incorporate any of those final changes before 25 it does get to council for adoption.
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Packet Pg. 1021 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 9 1 Next, I'm going to briefly go over the community
2 outreach efforts that have been done for this Brighter 3 Blue COA process.
4 So to kick off, we actually conducted an onboard
5 community survey of riders on the Big Blue Bus system 6 that garnered over a thousand responses. So, with this 7 process, we, of course, wanted to hear from the riders of 8 Big Blue Bus to understand some of the issues that they 9 face currently and what some of those changes they would 10 like to see in this new service plan.
11 Following that, we conducted focus group
12 meetings with several key stakeholder groups in the city 13 of Santa Monica as well as the Greater LA area, and I 14 recognize a few faces from those of you who are part of 15 that. But we did meet with groups of Santa Monica
16 college students, UCLA students, faculty. We met with 17 Santa Monica's Internal Mobility team. We met with
18 Culver City and Metro and LA DOT to hear their thoughts 19 on this process.
20 So we met with a lot of different groups, and
21 importantly too, we did meet with the neighborhood
22 associations in Santa Monica to hear that feedback from 23 residents here in the city as well.
24 Next, we conducted an online survey, so this
25 online survey was open to anyone, and this survey
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Packet Pg. 1022 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 10 1 garnered over four hundred responses. So, a lot of 2 changes that you'll see that we're recommending came as a 3 result of all those efforts.
4 And then finally, our last effort -- our last
5 major effort was public workshops that we conducted in 6 March. So, some of you, again, were at those. So, thank 7 you for coming back for the public hearings.
8 But we did conduct a virtual and an in-person
9 public workshop where we further received feedback, and, 10 in fact, there's some remnants of the feedback on the 11 system map over here on the left, where we basically 12 asked to show where you're taking the Big Blue Bus where, 13 where you're originating your trip, where you're ending 14 to get a better idea of how the public is using the
15 service right now.
16 So, some of the key takeaways from community
17 outreach is: More frequency was the top requested
18 service improvement. So, we heard you. The service
19 frequency was definitely an issue that we heard and that 20 you want to see improved in this service plan. On-time 21 performance and frequency had the largest gap between 22 level of importance and level of satisfaction. So,
23 that's another key takeaway that we wanted to highlight. 24 And then, as well, current service hours limit
25 the usefulness of the bus service for early morning, late
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Packet Pg. 1023 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 11 1 evening, and weekend travel.
2 So, Melissa's going to go over how some of those
3 changes are reflected, but we also have them on the
4 boards in the back. For instance, we have a span
5 improvements board where you'll be able to see that
6 increase time that the buses will operate with this new 7 service plan.
8 So, with that, I'm going to go ahead and turn it
9 over to Melissa Sather. She is from TMD, and she helped 10 lead this process to come up with these draft
11 recommendations. Melissa.
12 MS. MELISSA SATHER: All right. Good morning.
13 Thank you for coming out on your Saturday morning.
14 Really excited to see everyone here.
15 I'm Melissa Sather. I'm from Transportation
16 Management & Design. We're a consulting firm working on 17 projects like this with agencies all over the country, 18 and so as we -- we're developing the draft service plan, 19 a couple guiding principles that we had as our
20 overarching themes for what we wanted to improve was:
21 First, to develop a plan that grows Big Blue Bus back to 22 where it was before the pandemic in terms of ridership, 23 in terms of service levels, acknowledging that people's 24 travel patterns have changed and wanting to have a system 25 that's really meeting everyone's needs today.
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Packet Pg. 1024 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 12 1 We want to focus on building a network of
2 high-frequency groups that allow for lifestyle changes. 3 So, having transit that's convenient, not just commuting 4 to and from work or to and from school but for every need 5 that you need, whether that's shopping or medical trips 6 or social recreation. So, building a network of routes 7 that operate ever ten to 15 minutes throughout the day to 8 make service more convenient.
9 The next thing we looked at is expanding service
10 hours to allow people to travel, you know, throughout the 11 day, not just that, you know, nine to five but starting 12 early in the morning around 5:00 a.m. and having,
13 especially, later evening service to 10:00 or 11:00
14 o'clock at night. A lot of the comments we heard was the 15 bus is great. I can get where I want to go, but I can't 16 get home because the bus ends too early; so wanting to 17 make sure the service stays out later, weekdays and on 18 weekends.
19 We want to create opportunities for people to
20 travel on weekends by introducing weekend service on 21 routes that currently only operate on weekdays, and then 22 with future LA Metro Rail construction projects, wanting 23 to make sure that we have convenient, direct connections 24 to those future lines, especially the C line, the
25 extension of the D line to Westwood, the E line, the K
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Packet Pg. 1025 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 13 1 line to LAX, and the future LAX People Mover.
2 So, just a couple of general trends, and then
3 what we'll be doing is go into each individual route, 4 talk about them briefly; but leave most of the time for 5 this meeting for public comment and feedback.
6 So, looking at the two maps, and the one on the
7 left, that's where Big Blue Bus is today in terms of
8 frequency, how often the buses are running. The map on 9 the right is proposed. The different colors are showing 10 how often that bus route's proposed to run.
11 So, those dark browns, those -- which are a
12 little hard to see in the light, but we do have a board 13 in the back. Dark browns are going to be every ten
14 minutes or better, and then the lighter, thinner lines 15 are less frequent.
16 And so, what you can really see from this map is
17 that under the proposed plan, we're proposing to increase 18 the number of routes operating every ten minutes from two 19 corridors to five corridors serving up to 70 percent of 20 daily riders on the Big Blue Bus.
21 And then similarly on weekends, adding weekend
22 service to four routes that don't have it today, so Route 23 4 -- sorry. Route 5, 15, 16, and 41, and then also
24 adding 15-minute service on the Rapid 12. And this board 25 and those maps are in the back if you want to look at it
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Packet Pg. 1026 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 14 1 more closely.
2 Similarly, looking at proposed span
3 improvements. So, anything in blue is going to be new 4 service. So, these are new hours of the day that the bus 5 is operating, and you can see, we're trying to add
6 service earlier in the morning and have it end later at 7 night, sometimes adding up to four hours of additional 8 service on a route. And this board also is in the back 9 of the room for more detail. One of the plans is also to 10 restore Route 44 servicing the SMC campuses.
11 Looking at weekend service, I already mentioned
12 proposing adding weekend service to those four routes, 13 Routes 5, 15, 16, and 41, and then also having service 14 start earlier in the morning and also end later in the 15 evenings. Yeah, on weekends people can move about and go 16 out in the evenings.
17 One of the things we also acknowledged with
18 proposed changes to service is that there are riders who 19 will be impacted when routes are rerouted. And so under 20 the proposed plan, there are some riders who are outside 21 a quarter mile of the proposed stop locations. So the 22 map -- the blue lines, those are showing all of the
23 proposed routes. The lighter blue shapes around those, 24 that's how far you can walk from a stop -- or a quarter 25 mile from a stop, and so all those red dots are showing
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Packet Pg. 1027 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 15 1 current riders who would be outside a quarter mile walk 2 of the proposed service.
3 Most of them are at the Metro Aviation/LAX
4 Station, and those riders should move to the LAX Metro 5 Transit Center with connections to the Metro K Line and 6 future LAX People Mover once the construction's done
7 around LAX.
8 The remaining 150 or so riders shown in red dots
9 along the map may have a further walk to a stop or have 10 to take another route, and so, part of, you know, the 11 implementation of the plan would involve targeted
12 outreach to those riders to help them find kind of
13 alternative options for their trips.
14 So, we're going to go into the individual route
15 proposals. These are the same maps and information
16 that's available on all of the boards. We also have on 17 the table at the back printed booklets in English and 18 Spanish with all the same information, if you want to 19 take that home or if you want to read it as we go through 20 it.
21 So, Route 1, we're looking at the proposed
22 alignment change going through the UCLA campus and ending 23 at Parking Structure 2, rather than using the Hilgard 24 Terminal. This allows students to get to destinations on 25 campus more directly as well as shortens the turnaround a
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Packet Pg. 1028 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 16 1 little bit to about 10-minute service during the week and 2 15-minute service on weekends.
3 Route 2, similar proposal to Route 1, having
4 that same routing through UCLA ending at Parking
5 Structure 2, also eliminating the deviation to Ashton 6 Avenue. The streamline service through Westwood. This 7 will provide direct connections to the future D Line
8 Station there, and then when the D Line opens, because 9 we're expecting the subway to generate a lot of demand, 10 the proposal's to increase Route 2's frequency to every 11 ten minutes on weekdays, where it's at about 20 minutes 12 today.
13 Route 3 on Lincoln Boulevard. So when the Metro
14 LAX Station opens, which I think is anticipated in 2026. 15 2025? This year, 2024. Okay, later this year. The
16 route's going to end at the new Metro LAX Transit Center, 17 which is going to shorten the route from where it is at 18 today, so that's that segment in red. And with that
19 shorter route, we can operate the route more frequently. 20 So, instead of running it every 13 minutes, we can run it 21 every 10 minutes throughout the week -- on the weekdays, 22 sorry, and 15 minutes on weekends.
23 One of the other proposals is to consolidate the
24 Rapid 3 and Route 3 into one service, and I'll explain a 25 little bit on the next slide about why we're proposing
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Packet Pg. 1029 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 17 1 that.
2 So when you look at the current rapid service
3 and the current local service, while your travel time on 4 the bus might be faster, the rapid stops at fewer stops, 5 your overall travel time using rapid can be longer. You 6 have a farther walk to the stop because the stops are 7 spread out more and the frequencies are lower. You have 8 a local route operating every 12 minutes, the rapid route 9 operating every 15 minutes. You have to pick and choose 10 between which one you want to take.
11 Whereas our proposal's to introduce one service
12 that operates more frequently, so by combining the two, 13 we can have service operating every seven and a half to 14 ten minutes instead of two services operating every, you 15 know, 14 to 20 minutes.
16 The actual time -- travel time on the bus might
17 be a little longer, but end to end from when you leave 18 your house, the walk to the stop, the wait for the bus, 19 overall travel time's shorter and makes service a little 20 bit more consistent, easier to understand without having 21 the two competing services. Happy to answer more
22 questions on that as well.
23 So, Route 5, the proposal's looking at
24 shortening the route to terminate at the SMC 17th
25 Street/D Line Station as well as the Westfield Century
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Packet Pg. 1030 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 18 1 City future site of the Century City Constellation D Line 2 Station. Having a shorter alignment allows us to operate 3 that route more frequently, instead of every 60 minutes, 4 could operate it every 30 minutes, and also add new
5 30-minute service on weekends.
6 Route 7 on Pico Boulevard, for the alignment
7 change, proposing eliminating the Beverlywood deviation. 8 There's a lot of people on -- onboard the bus at that 9 time, taking them out of direction adds a lot of time to 10 their trip. And then looking at consolidating the local 11 and the rapid together, which would allow us to operate 12 every seven and a half minutes during peak periods and 13 every ten minutes throughout the rest of the day on
14 weekdays with 15-minute service on weekends.
15 Express 7, which has been discontinued since
16 COVID, the pandemic, would be proposed to be permanently 17 discontinued.
18 Route 8, a couple of changes. Proposed changes:
19 The first is to end at Gateway Plaza on the UCLA campus. 20 This is the same place where the Rapid 12 ends. So, the 21 thought was to put both routes that operate on Westwood 22 Boulevard at the same stop so that riders can just hop on 23 any available bus to get to destinations on Westwood 24 Boulevard, especially the E Line Station. And then using 25 Main Street and 2nd Street in downtown Santa Monica
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Packet Pg. 1031 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 19 1 instead of Ocean Avenue for a faster trip, avoiding the 2 congestion around the pier.
3 And this route's proposed to operate every 20
4 minutes, an improvement over today where it's about every 5 25 to 27 minutes.
6 Route 9 in Pacific Palisades, so the green on
7 the map is showing a proposed extension of the route. So 8 in green, proposing extending it from the current
9 turnaround bringing it all the way to, down to Pacific 10 Coast Highway where it would turn around. Where the
11 Gladstones restaurant is, there's plans for a future 12 construction project to build a bus turnaround there, so 13 that will connect riders to the beach, connect them with 14 LA Metro Line 134 that goes out to Malibu.
15 And then making sure we've got increased service
16 during peak periods when there's the highest demand for 17 this route and improving service 30 minutes on weekends 18 as well.
19 For the Rapid 10 serving downtown Los Angeles,
20 at this time, there's no proposed alignment or schedule 21 changes. We're going to look at reviewing this route 22 after the D Line extension opens to Westwood, anticipated 23 in 2027.
24 Rapid 12, no proposed alignment changes; looking
25 at improving frequency on weekdays to every seven and a
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Packet Pg. 1032 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 20 1 half minutes during the peaks and ten minutes during 2 week -- off peaks and every 15 minutes on weekends, which 3 should provide a lot more trips than there are today. 4 Route 14, a couple of alignments on both --
5 changes on both ends. At the south, proposed to extend 6 east across Jefferson to end at the Culver City Transit 7 Center. This would provide riders with access to
8 Westfield Culver City Mall as well as some other shopping 9 and various destinations in that area. The route would 10 no longer extend south to connect to the Metro K Line, 11 but there are other services, like Culver City bus Route 12 6, that connects further south towards LAX.
13 And then on the northern end proposed to turn
14 the route east along Wilshire to end at the future D Line 15 Westwood/VA Hospital Station, providing riders with a 16 direct connection to the subway, which will take you all 17 the way along Wilshire Boulevard to downtown Los Angeles. 18 Proposing to improve the frequency on this route to every 19 15 minutes on weekdays and 20 minutes on the weekends. 20 Route 15, so proposing a pretty substantial
21 deviation on the route with the goal of getting riders to 22 the D Line Station, giving direct connection to that 23 major transfer hub; and then adding -- improving service 24 on weekdays to 30 minutes and then also adding new
25 30-minute service on weekends.
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Packet Pg. 1033 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 21 1 Route 16, a similar change to Route 14,
2 extending it farther along Wilshire Boulevard to directly 3 connect with that future D Line Station. Again, these 4 changes phase when that station opens, which is planned 5 for 2027; and also adding new weekend service to Route 6 16.
7 Route 17, very minor alignment changes through
8 Westwood; improve frequency to every 15 minutes during 9 the week and 30 minutes on weekends.
10 Route 18, again, slightly different alignment
11 through UCLA ending at Parking Structure 2, serving those 12 destinations along Charles E. Young Drive East and then 13 in the southern portion extending the route further south 14 to get more coverage in Marina del Rey.
15 Route 41, so a couple of alignment changes here.
16 The first is we got a lot of comments about wanting to 17 see the route extend to Ocean Park Boulevard. And so, 18 the proposed alignment extends from Pico to Ocean Park 19 Boulevard. It also, right now the route does a bit of 20 the figure eight around the E Line Station. This would 21 operate more consistently as a circle.
22 If you think about it, it's basically a
23 rectangle that goes in one direction but then collapses 24 in the middle onto 17th Street, operates both ways on 25 17th, but then kind of continues in a clockwise
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Packet Pg. 1034 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 22 1 direction. So, the route would no longer deviate to 2 serve the Performing Arts Center. That will be served by 3 Route 44 the SMC connector.
4 So, proposed to increase the service from every
5 20 minutes to every 15 minutes, as well as adding new 6 20-minute service on weekends, not looking at restoring 7 service on Route 42, which would operate in the other 8 direction. So, we took the resources from 42 and used 9 those to pay for the frequency improvements and the new 10 weekend service.
11 Route 43, looking at extending the route farther
12 south on San Vincente Boulevard down to 7th Street where 13 it will connect with Route 9, which will take you out to 14 Pacific Palisades or into downtown Santa Monica, with the 15 extension looking at then shortening the route on the 16 other end to start at the 26th Street/Bergamot E Line 17 Station. And then you're improving frequency to every 20 18 minutes but still keeping this as a peak-period only 19 weekday route.
20 And then the last route is Route 44, the SMC
21 connector, not currently operating but restoring
22 operation looking at extending the route from the 17th 23 Street/SMC station to the Performing Arts Center to
24 connect up both SMC campuses as well as the Performing 25 Arts Center, operating every 20 minutes on weekdays.
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Packet Pg. 1035 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 23 1 So, in terms of next steps, we're here at the
2 in-person public hearing. We are going to be collecting 3 comments through May 24th and then taking the comments 4 that we receive and refining the draft service plan to 5 incorporate all the comments, present a final plan to 6 council in July.
7 And so, we have a survey that's available on
8 brighterbluebbb.com. We also have printed copies of the 9 survey in the back of the room, and it gets pretty
10 detailed in terms of going through a lot of the
11 recommendations and talking about if you agree or
12 disagree with the specific changes. So, really encourage 13 you, in addition to providing your comments today, to 14 fill out that survey so we can get the feedback that way. 15 And I'll hand it back to Josh.
16 MR. JOSH FRANCIS: All right. Thank you,
17 Melissa. So next, we're going to go into our public
18 comments portion of this meeting. Just a few notes. So, 19 we will be turning the mic around to give you-all the 20 opportunity to speak, if you have the verbal comment. We 21 do have about a dozen comments -- speaker cards I should 22 say, right now.
23 So, a couple of notes before we get into that,
24 each speaker is going to have three minutes to make their 25 public comments. So, again, we do have quite a few, so
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Packet Pg. 1036 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 24 1 if you can please be mindful of that time limit. I'm 2 going to set a timer and let you know when you're
3 approaching that three-minute marker.
4 For anyone who hasn't who would like to make a
5 comment, please, if you can go to the front registration 6 table back there and just fill out the speaker card, hand 7 that to our staff back there, and they'll bring that up 8 to me and we'll get you in the queue.
9 Comments and questions will be transcribed by
10 our court reporter, so the court reporter is here today 11 to log those comments officially into this hearing
12 record. And we're going to incorporate those comments 13 into the final service plan to make sure those comments 14 get addressed and any minor tweaks that need to happen 15 based on the feedback we get, there will be a record of 16 that.
17 The team will not be responding to questions
18 that are made in the public comments, so please just be 19 mindful that we won't be responding to any questions or 20 comments. But those will be logged into the official 21 hearing record.
22 If do you have general questions about Big Blue
23 Bus or anything regarding this meeting, you can find 24 staff after the public comment period is over, and we'll 25 be happy to address that.
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Packet Pg. 1037 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 25 1 In addition to these verbal comments, we have
2 mentioned a few other methods to provide public comments, 3 you can do so. Today, we have a public comment station 4 in the back. Anuj is actually standing right next to it; 5 so if you want to wave, so right back there.
6 You can also submit those to us via email, so
7 that email is [email protected]. Those go
8 straight to Alfredo, so those will also be incorporated 9 into the official hearing log. And then we also can
10 accept those through mail, so if you prefer to mail your 11 comments in, you can mail those to Big Blue Bus and the 12 address is up there and we will also incorporate those 13 comments.
14 As Melissa mentioned, the comment period ends
15 May 24th, so if you do have any other comments that you 16 come up with between now and May, just please be sure to 17 get those submitted to us by May 24th so we have time to 18 incorporate those before we go to city council.
19 So with that, I'm going to go ahead and call on
20 the speakers that I have. If you wouldn't mind coming up 21 to the front, I'm going to turn this microphone around in 22 a second here and just speaking for your three minutes, 23 and then I'll let you know when it is the next speaker's 24 opportunity. So, give me one second to get this turned 25 around, and then we'll get started.
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Packet Pg. 1038 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 26 1 All right. The first speaker I have is Jonathan
2 Olson.
3 MR. JONATHAN OSBORNE: Olson or Osborne.
4 MR. JOSH FRANCIS: Oh, sorry; Jonathan Osborne.
5 MR. JONATHAN OSBORNE: Okay.
6 MR. JOSH FRANCIS: And if you won't mind just
7 stating your name and your city of residence for the
8 record.
9 MR. JONATHAN OSBORNE: Yeah, no problem.
10 MR. JOSH FRANCIS: And then the next couple of
11 speakers, if you just want to get lined up, Lon Tinney 12 and Wayne Wright. If you wouldn't mind just coming
13 closer to the front so we can transition easily. Go
14 ahead.
15 MR. JONATHAN OSBORNE: Yeah, my name is Jonathan
16 Osborne. I'm a resident of Santa Monica. I live in the 17 -- I think it's -- they call it the Wilmont area a couple 18 blocks north of Wilshire Boulevard, and while the 41 is 19 conveniently located, the service for my purposes tends 20 to be a bit inconvenient.
21 One, the -- the current complete lack of
22 access -- current complete inability to take the 41
23 during the weekend restricts my ability to use the E 24 Line, and I am what you might call a clancy captive. I 25 don't own a car. So, when I rely upon it, it's awkward.
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Packet Pg. 1039 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 27 1 The other thing that happens, I also end up
2 taking some classes at Santa Monica College; and getting 3 to and from there, particularly in the evening -- I take 4 an aqua aerobics class. I try to keep myself from
5 becoming even more unfit, but -- and getting to there is 6 really problematic.
7 I am part of the MODE program, being ancient of
8 days; and since you went to the shared ride thing
9 recently, I've had situations where I've tried to request 10 a shared Lyft, and I've been put on -- I didn't even 11 connect to a driver in half an hour. And that means that 12 I really have to leave really early for medical
13 appointments and such, which is terribly inconvenient, 14 and I may be able to use the faster service on the one -- 15 No. 2 bus, but currently -- currently getting to Westwood 16 or other medical appointments is quite difficult.
17 Anyway, that's it.
18 MR. JOSH FRANCIS: All right. Thank you so
19 much, and the next speaker is Lon Tinney.
20 MR. LON TINNEY: Uh, I got to grow some. I used
21 to do stand-up, now I do sit-down. Anyway, so here's my 22 red badge of courage, the TAP card. It works so we well, 23 I can't tell you.
24 The other thing is, quite honestly, I have no
25 complaints. You guys have serviced me for like four or
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Packet Pg. 1040 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 28 1 five years now. I'm a stroke survivor. I'm paralyzed on 2 my left side, and you guys are very accommodating getting 3 me in and out of buses. So, I appreciate that very much, 4 and I have a different perspective than people that walk 5 on a bus, I can assure you. So, if I can be helpful to 6 you as a handicap person, I'll be more than happy to do 7 that. That would be my pleasure, my delight.
8 I have some things that I do wish to address,
9 which are kind of important to me, which are -- you said 10 moving back to pre-COVID services. You may have covered 11 this and you may not have, I'll just mention it in
12 passing. I live at Ashland. You moved that from
13 Ashland, you moved it to Marine, you moved it to Hill, 14 and that's just an inconvenience for me being in a
15 wheelchair, particularly in winter.
16 So, if it could get back to Ashland like it was,
17 you may be addressing this, I don't know, but that would 18 be my request, humble as it is.
19 The other thing -- next thing is that the two --
20 in order to go down Wilshire Boulevard, I have to take to 21 the one, and I'll go, like, to 20th Street. Then I'll 22 get up and I'll drive to up two and then I'll take the 23 two, take it on into wherever I go to a day.
24 But it's an inconvenience. It would be nice --
25 years ago, the two used to go down to Main Street. Now
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Packet Pg. 1041 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 29 1 it stops at Pico. But if it could go down Main Street 2 for a lot of us that have to go to Wilshire Boulevard, 3 there's a lot of medical facilities on Wilshire and UCLA 4 Hospital is more accessible from Wilshire. So, it would 5 be a bit of a more convenience for guys like me in
6 wheelchairs.
7 The next thing is on the, like, at 20th and
8 Santa Monica, you have a nice display there. Those
9 displays work very well. I'm sure you're in the process 10 of installing those, but I just want to comment that 11 those, that those work very well. I'm going to start 12 singing in a minute. All right. I won't do blonde
13 jokes. You guys heard -- no.
14 Okay. So, the displays work very well. The
15 other thing I wanted to a address previously is lights. 16 Lights are real important for guys like me in
17 wheelchairs. At night we're targets, so the better the 18 lighting, the less target we become. That's my
19 consideration. You put me in the dark, you know,
20 somebody's in trouble, and it's usually me. Anyway. So 21 lights would be a little bit more (indiscernible).
22 I also wanted to comment on the types of buses
23 that you got. The big buses for me have a wider on-ramp. 24 Those rider on-ramps actually work better for guys like 25 me. The regular ones are -- you got to pay attention,
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Packet Pg. 1042 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 30 1 and I've -- I've missed once or twice and it's damn -- 2 it's devastating.
3 Okay. And then the other thing is the Metro
4 buses, they are wider, and then they are -- have a little 5 longer ramp and that works really well.
6 And the other thing's the Metro buses, I don't
7 know where you buy your buses, but when you buy your
8 buses, you might look at buying them at the same place at 9 Metro because they're much more comfortable than the Blue 10 Bus -- sorry to be the bearer of bad news -- but they are 11 nicer to ride in and they're easier to get off and on. 12 And one other thing too is, like, say -- the
13 Metro will let you sit where they have the -- you know, 14 where you're supposed to have your -- be backed into the 15 seats. I personally get car sick, I have to face
16 forward. So I'll have to sit -- so on occasion, I have 17 actually gotten off a bus to get on another bus where I 18 can face forward. So, if we can make some arrangement 19 for guys like me to face forward, that would be great. 20 Tell me when I've run out of time.
21 MR. JOSH FRANCIS: You're out of time.
22 MR. LON TINNEY: Am I out?
23 MR. JOSH FRANCIS: If you want to make a closing
24 remark, that's fine.
25 MR. LON TINNEY: Okay. That's it. I don't have
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Packet Pg. 1043 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 31 1 anything (indiscernible).
2 MR. JOSH FRANCIS: All right. Thank you very
3 much.
4 MR. LON TINNEY: And like I said, if I can be a
5 help to you guys running a gamut as a guy in a
6 wheelchair, I'll be happy to do that. Thank you.
7 MR. JOSH FRANCIS: All right. Next speaker is
8 Wayne Wright. Following Wayne, it's going to be
9 Esmeralda Hernandez and Markeisha Haynes. So if you
10 wouldn't mind just coming closer to the front so we can 11 transition.
12 Wayne, if you wouldn't mind just stating your
13 name and your city of residence for the record.
14 MR. WAYNE WRIGHT: Thank you. My name is Wayne
15 Wright. I'm a residence of LA -- LA city. Within the 16 last ten years, I have been displeased with Big Blue 17 Bus's service changes. Basically, the blame was with 18 previous service development person under former Ed King, 19 the Big Blue Bus director.
20 The last for years since the pandemic, the
21 service on Big Blue Bus has -- service on Big Blue Bus 22 has kind of gone downhill because of COVID. No. 7 is, 23 basically, a train wreck. Buses are late, some are
24 empty, some are overcrowded. Rapid 7, it does good, but 25 sometimes it's a joke.
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Packet Pg. 1044 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 32 1 I would ask that some of the Big Blue Bus, No.
2 7 -- seven's, you know, consider terminating at
3 Pico/Rimpau, you know, to provide more better frequent 4 service between Mid-City LA to Santa Monica.
5 Also, I am disappointed that Route 7 go away. I
6 was hoping that staff would look at expanding the Rapid 7 7, rerouting it to go up La Cienga to Cedars-Sinai,
8 connecting to La Cienga D Line. I mean, if they could do 9 it peak hours, that would be helpful. But, you know,
10 once the Century City portion of the D Line opens, and 11 they can review again.
12 The No. 14 is a joke. When you get south of
13 Washington Boulevard, the buses are empty. When I'm down 14 -- connected between the K Line and the 857 shuttle, 15 those buses are empty. I mean, nobody gets on those
16 buses. Right now your proposal is to terminate at Culver 17 City Transit Center. One of the reasons the buses are 18 (indiscernible) because Culver City buses asked the bus 19 not to reroute the buses there because of the space
20 there.
21 I would suggest that the buses consider going
22 down Sepulveda and lay over at the Howard Hughes Center 23 because that's not served. It does not even Connect with 24 Culver City 6 and/or Rapid 6 or other Culver City buses 25 around Sepulveda and Jefferson.
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Packet Pg. 1045 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 33 1 The 18 is also a disaster. It does not serve
2 the shopping venues on Lincoln between Rose, California, 3 instead because of the previous service development
4 manager, he has buses -- had buses go seven to
5 California. I would suggest that the buses continue
6 coming down Rose Avenue -- and coming down Rose to
7 Lincoln and southbound buses use Millwood, Oakwood to 8 California because of the turn issues from southbound 9 Lincoln to eastbound California.
10 And also negotiate with Metro to consider taking
11 over -- having 18 take over the Marina del Rey portion of 12 (indiscernible), and that concludes my comments. Thank 13 you.
14 MR. JOSH FRANCIS: Thank you so much, Wayne.
15 Next speaker is Esmeralda Hernandez. Esmeralda, if you 16 can please state your name and your city of residence for 17 the record and you will have three minutes.
18 And just as a note, I'll put my hand up when you
19 have five seconds, just so you know when you're coming 20 near your time limit.
21 MS. ESMERALDA HERNANDEZ: Okay, sir. My name is
22 Esmeralda Hernandez. My city of residence is Los
23 Angeles. Yeah, I currently attend Santa Monica College, 24 and one of my main avenues of transportation is the Blue 25 Line and the E Line. And first off, we want to thank the
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Packet Pg. 1046 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 34 1 Big Blue Bus for hearing our needs, especially for Route 2 44, restoring that for different campuses here at Santa 3 Monica, and we also understand why the 41 will no longer 4 serve (indiscernible), I think forty-four, which is an 5 amazing opportunity for our students at the Performing 6 Arts Center and the CMD and the main campus.
7 Some of the things that we do have in mind is
8 the 16's frequency level. We understand it's coming
9 every 30 minutes, but we would love for it to come even 10 more frequent times, as well as the Route 10. We
11 understand and we encourage the -- after the D Line is 12 taking into consideration, to encourage our members of 13 the Big Blue Bus to look into the Route 10, and it's 14 important because many of our students do come outside of 15 the West LA area and Santa Monica area.
16 It's an important line for our students and, you
17 know, some of the things are it's frequency level and 18 take into consideration of Route 10 and, you know, just 19 the greater Los Angeles area in general. Thank you so 20 much.
21 MR. JOSH FRANCIS: All right. Thank you. All
22 right. Our next speaker will be Markeisha Haynes, and 23 then following Markeisha will be David Duncan and Jerry 24 Rubin. So, if you want to make your way to the front. I 25 can see Jerry's already up here.
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Packet Pg. 1047 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 35 1 Markeisha, if you can just say your name, city
2 of residence, and then you have three minutes.
3 MS. MARKEISHA HAYNES: Good morning, everyone.
4 My name is Markeisha Haynes. I am a tenured bus operator 5 for 17 years for the Big Blue Bus. I'm also a union
6 representative for all of the 200 MAD employees that we 7 do have at the Big Blue Bus.
8 My reasoning for being here is to, you know,
9 hear all public comments, as we do have our internal
10 discussions. As -- on behalf of the operators, I wanted 11 to be here to be able to more understand what the needs 12 and -- the needs for routes to better service the
13 community.
14 We are 100 percent in supporting our
15 department's decision as we go into changing our Blue Bus 16 routes. So, I just ask that you continue to make your 17 public comments, to get the word out to other riders that 18 you may know to encourage them also to submit public 19 comments, and then as we work through this, I ask that 20 you be patient with all of us as we work through this and 21 get us into a bigger and brighter future for the Big Blue 22 Bus. Thank you.
23 MR. JOSH FRANCIS: All right. Thank you very
24 much, Markeisha. The next speaker is David Duncan.
25 David, if you would state your full name and
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Packet Pg. 1048 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 36 1 city of residence for the record, and then you have three 2 minutes to make your public comment.
3 MR. DAVID DUNCAN: Thank you. I'm David Duncan
4 from Los Angeles. I'm a student at Santa Monica College. 5 I'm a lifelong Big Blue Bus rider, currently live in the 6 common area. I'm also currently the president elect
7 (indiscernible) government, and I take transit to school 8 every day.
9 As a regular rider of the seven line, I'm really
10 happy about a lot of the proposed changes to increase 11 frequency. It's the main route I use to get to school, 12 and the morning's always packed with SMC students. You 13 know, these changes would be helpful both for me
14 personally and also for our student body.
15 But, I guess, what I want to talk about a little
16 bit more, some of the proposed changes to the route
17 serving our satellite campuses. As I'm sure you know, 18 SMC students are split between seven different campuses, 19 and a lot of us have classes on different campuses and 20 you have to get between them, which is more straight 21 forward if you have a car. But it can be really
22 difficult if you take transit, especially since, you 23 know, you often have, like, a deadline to get from one 24 campus to another.
25 You know, at one point last year, I had to
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Packet Pg. 1049 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 37 1 straight up walk between main campus and our Center for 2 Media & Design campus, which took, like, almost an hour 3 each way. You know, this is also part of why I'm really 4 excited by the 44 line. It would make it a lot easier to 5 get between our campuses on Bundy and our main campuses 6 as well.
7 I will say, though, I'm a little bit concerned
8 about some of the changes to the 43 line. The 43 line's 9 the main way our students get between our main campus and 10 our Center for Media & Design campus, which is kind of 11 the hub for all of our media students.
12 The current proposed changes remove service from
13 the 43 line to our main campus, and since the 43 and 16 14 are the only lines which directly connect our main campus 15 to the CMD campus, it will make it a lot more difficult 16 for students to get between the two during peak hours. 17 It could potentially interfere with our class schedules. 18 A lot of the media programs have been slow to
19 move back in person from the outlined format, but
20 throughout the next academic year, we're expecting to 21 have an increase of students with classes on both
22 campuses.
23 I really appreciate all the work to keep
24 frequent service between our main campus and our Center 25 for Media & Design campus either by maintaining 43
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Packet Pg. 1050 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 38 1 service or increasing the frequency of the 16 during peak 2 hours. I really want to thank all of you for listening 3 to us, and I really appreciate the opportunity to engage 4 with all of you. Thank you.
5 MR. JOSH FRANCIS: Thank you. Our next speaker
6 is Jerry Rubin. Jerry, if you wouldn't just mind saying 7 your name, your city of residence, and you have three 8 minutes to make your public comment.
9 MR. JERRY RUBIN: Thank you very, very much. My
10 name is Jerry Rubin, a longtime Santa Monica resident, 11 environmental activist. I'm a member of our Santa Monica 12 Urban Forest Task Force, but I'm just speaking for myself 13 today. And with Earth Day coming on Monday, I'd like to 14 first say I really love the Blue Bus slogan, Go Green, 15 Ride Blue, and I love these earth balls that are on the 16 table right now.
17 In fact, we'd love to invite a representative of
18 Blue Bus to come for our Earth Day event at 5 o'clock at 19 the Miramar Hotel at the Moreton Bay fig tree and you're 20 all invited.
21 I think we have great management of the Blue
22 Bus. I commend all of you for coming here with all your 23 input on how we can make the Blue Bus even better. I've 24 never had a car in my life. I've been riding for
25 decades, and my late wife sold her van after she rode the
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Packet Pg. 1051 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 39 1 Blue Bus the first time. So, she would love to be here, 2 but anyhow.
3 I think the core of everything are our drivers.
4 In fact, when I was taking the seven bus up Pico to get 5 here, this wonderful driver stopped for someone in a
6 wheelchair, and it was a beautiful rapport that took
7 place, a very kind, and I find that our drivers are
8 exemplary and I really appreciate the unit representation 9 here. And we have the best drivers in the country.
10 I hope we can get bus lanes down Lincoln
11 Boulevard all the way. As far as the debate about rapid 12 consolidating three and seven, I've always found that the 13 rapid doesn't get me there much faster than the local, 14 and on balance, I think it's even more important that we 15 stop at all the stops, and I think that's a good way to 16 go. But I'm not an expert in all that, maybe there's 17 some solution that could be done.
18 I'm glad we have the eighteen for years now.
19 That's something that's really, really appreciated. I 20 ride virtually all the buses. I still can't believe I'm 21 80 years young, but let me tell you, $16 a month for the 22 TAP card to ride unlimited on the Blue Bus, how can you 23 beat that? So, I hope all of us can be ambassadors to 24 get everyone to go out and get on the bus and maybe leave 25 their car at home, at least 15, 20 percent of the time to
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Packet Pg. 1052 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 40 1 start with. I think we can all do that.
2 I'm glad there's people here from the college.
3 I used to go there, and (indiscernible) and road for the 4 course there. And it's great that students are taking 5 buses there as well. So, all I can say is: I could go 6 into the, all the details about the changes, but I wanted 7 to spend my three minutes just saying how great it is and 8 how lucky we are to have such a great service as Big Blue 9 Bus. Thank you.
10 MR. JOSH FRANCIS: Thank you, Jerry.
11 And our next speaker is going to be Amy, and
12 then she will followed by Lisa and Juan. So, Lisa and 13 Juan, if you wouldn't mind making your way closer to the 14 front.
15 Amy, if you can just state your name, your city
16 of residence, and then you have three minutes for your 17 public comment.
18 MS. AMY GOTTSTEIN: Okay. Thank you so much.
19 Hello, everybody. My name's Amy Gottstein. I live on -- 20 MR. JOSH FRANCIS: Into the mic.
21 MS. AMY GOTTSTEIN: Oop. My name's Amy
22 Gottstein. I live just a couple blocks from here on
23 Ocean Park Boulevard and 23rd. So, I'm happy to be here 24 and to contribute.
25 I just have a few notes. It might not go so
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Packet Pg. 1053 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 41 1 smoothly as far as me describing it, but I want to thank 2 you guys for hearing me out as far as bringing Route 41 3 down to Ocean Park Boulevard. So, I have a compliment 4 about that. Thanks so much for hearing me on that one. 5 Some other things I'm concerned about that don't
6 seem to be discussed is that there's a lot of dead
7 heading. So whether it's a route, let's say, that goes 8 into the Westwood that doesn't carry passengers on their 9 way back to the yard. I don't understand the reason for 10 that, and I believe that they should carry riders for 11 that.
12 For example, even with the proposal for Route 5,
13 it's going to skip a bunch of stops to get to the train 14 station when it doesn't have to. So, I don't really
15 understand the thinking behind that one. Even Route 10, 16 I think we all know that those deadhead each way every 17 day, so that just seems really, really inefficient.
18 My biggest beef is that I feel like riders are
19 set up for failure when they're seeking to transfer
20 because routes are scheduled to meet in intersections at 21 the same time, and we're forced to wait until the
22 subsequent bus comes and that could be anywhere between 23 ten minutes to a half an hour. So, again, when we're 24 talking about efficiency, please, if you could stagger 25 them or find some other way, that would be awesome.
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Packet Pg. 1054 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 42 1 In the interim, I will beg of you to allow
2 riders to -- drivers, rather, to pick us up when they see 3 us running across the street, and when they see us, like, 4 hailing at them, like, please wait. You know, instead of 5 taking off or even if they've just hit a red light just 6 after the stop. So, please address that. I think it's a 7 really severe problem, and it prevents people from,
8 again, efficiency. So it prevents people from traveling, 9 let's say, to or from work or wherever they need to go, 10 that it just makes their trip that much longer
11 unnecessarily. Thank you.
12 I also recommend, like, we've got Earth Day
13 around the corner, and so one of the things that I'm 14 wishing is that Big Blue Bus would match free ride days 15 with Metro, whether it's Election Day or Earth Day or 16 anything like that, seems fair, fairzies.
17 On New Year's Eve, there's a promotion that
18 there's free rides except the buses stop running before 19 midnight, so that really is nonsensical. So, if you
20 could please maybe operate buses on those kind of nights 21 where people might not want to go home before midnight. 22 That would be really great.
23 Other folks have mentioned, like, lighting and
24 seating, which is, I think, lacking.
25 Let's see. Better communications, like maybe
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Packet Pg. 1055 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 43 1 through social media or whatever with respect to advanced 2 notice for canceled routes or rerouting. Not everybody 3 is following you, so it would also be helpful if you guys 4 could respond to things on social media. So that would 5 be really helpful.
6 Okay. And a lot of times -- so we talk about
7 timing or, rather, the schedules. Well, it doesn't
8 always work that way because I could stand at 4th and 9 Broadway and watch two No. 1's come out or two No. 7's 10 come out and that is really a disservice to riders when 11 they're both coming out at the same time because either 12 one is early or another is late, but then after that, 13 there's a long delay between subsequent buses.
14 And then also just one last thing -- thank you.
15 If you could remove signage for routes not in service, 16 specifically 41, 42, because at each and every one of 17 those 41, 42 stops, they have schedules. So, while
18 they -- when the 42 was in operation, they did have
19 common stops but not most of them. So please remove
20 those signs. Thanks so much.
21 MR. JOSH FRANCIS: All right. Up next, Lisa B.,
22 and then following Lisa will be Juan and Erlinda. If you 23 could please make your way toward the front.
24 Lisa, if could you just say your name, city of
25 residence, and then you'll have three minutes.
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Packet Pg. 1056 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 44 1 MS. LISA B.: Thank you. Hello, my name is Lisa
2 B., and I'm a resident of Santa Monica. And thanks so 3 much. This is so exciting. They're extending the hours 4 on the -- and this is so wonderful because, you know, all 5 the increasing car traffic is just really getting bad, 6 and I'm really happy that the 14 hours are being
7 extended. Now, it's like 7:20 at night and people are 8 getting off work at, like, maybe 10 o'clock and then they 9 have to go all the way up Venice Boulevard maybe, and 10 transfer down Sepulveda and then go back up again.
11 And then also the earlier hours so that people
12 can go to the airport. And also, like, buses that aren't 13 ridden as often, maybe they can have them not go as
14 often -- as -- frequently, you know, to save energy. 15 Also, I was thinking about having hybrid buses
16 too, and then, let's see, it's really exciting about the 17 cross-town buses on the weekends. I was like, usually, 18 16 ran on the weekend or, you know, the five and the 15 19 and --
20 And also there's a stop, let's say, in front of
21 Campos on Pico, and they moved the stop up from the gas 22 station. But there's no stop number, so you can't call 23 in to see what time -- well, there's the app, but you 24 can't call in to see what time the bus is coming. But 25 anyway, I wanted to make sure there was, like, bus stop
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Packet Pg. 1057 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 45 1 numbers on the sign.
2 And the bus is so great, the Santa Monica buses
3 are wonderful. I'm so grateful for them, and -- but I 4 have a comment that more than a few times, the bus driver 5 will hard accelerate, and I've almost fallen more than a 6 few times. And I think it's part of the driver's job to 7 kind of, you know, especially with senior citizens, kind 8 of see where they're going before they hard accelerate 9 or, you know. Because they can call and get hurt, then 10 the City will get sued, and the person could get hurt. 11 Anyway, that was just a comment.
12 But I'm just so grateful for the buses. It's
13 really wonderful. Thanks a lot.
14 MR. JOSH FRANCIS: All right. Thank you very
15 much, Lisa. And next speaker will be Juan, followed by 16 Erlinda and Barry Adler. So, if you wouldn't mind making 17 your way to the front.
18 Juan, you will have -- if you can just say your
19 first name, last name, city of residence, and then you'll 20 have three minutes to make your comment.
21 MR. JUAN MATUTE: All right. I'm Juan Matute, a
22 resident of Santa Monica. I really appreciate these
23 changes that have been proposed. They're much more user 24 focused and really focused on enhancing value to existing 25 riders.
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Packet Pg. 1058 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 46 1 The evolution of Blue Plan in 2015 had a lot of
2 aspects that didn't make sense, and I see a lot of those 3 routes and then (indiscernible) changes marked in red on 4 these maps. And I think that's a very promising
5 development of an agency that's more oriented towards its 6 riders' needs than it has been in the past.
7 Jarrett Walker, the transit planner, thinker,
8 recently gave a book talk at UCLA on Thursday and I got 9 to go back to the routes of good service planning and I 10 see of that reflected in this. Of course, you hired
11 Melissa to help do it, so that was, you know, not
12 unexpected.
13 You've heard a few comments from riders about
14 how the system could better serve them. I think those 15 are very important to listen. As part of this new
16 orientation towards riders and away from creating random 17 red lines in the middle of service planning because you 18 don't like what the neighbors are saying, or you're
19 overreacting to what the neighbors are saying about those 20 routes and stops. So this is very promising.
21 One thing that I think Juan in the back
22 mentioned, the need for lighting at stops. One legacy of 23 the previous administration that continues to be somewhat 24 concerning is spending associated transit improvement 25 funds from the federal government on a dog park instead
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Packet Pg. 1059 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 47 1 of lighting at stops. So, those are decisions that I 2 would expect to be a addressed in the future.
3 Furthermore, I wanted to make a comment kind of
4 like from my perspective. As a researcher and as a
5 member of the State's Transit Transform Task Force
6 regarding fair payment, in Los Angeles County, we're
7 pretty dependent on TAP. There's more and more work
8 that's coming out on the inaccessibility of those types 9 of systems to people who are visually impaired to people 10 who are not banked, and there's an alternative now.
11 The State of California encourages everybody to
12 consider the California Intergrated Travel Projects open 13 loop fair payment system that turns any card that
14 somebody has that's contactless EMV payments into a
15 payment card for transit. And there are cards that meet 16 the needs of visually impaired people. There are cards 17 that meet the needs of unbanked people and to try to go 18 for transit and a lot of contract modifications to keep 19 up with the accessibility improvements and the global 20 payment system is a losing proposition over time.
21 So, I strongly would encourage this agency to be
22 considering moving towards open loop fair payment with an 23 equity -- from an equity lens and making transit not only 24 accessible to people who use it now but people who might 25 want to use it in the future. Those are my comments.
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Packet Pg. 1060 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 48 1 Thank you.
2 MR. JOSH FRANCIS: All right. Thank you so much
3 Juan. Our next comment will be from Erlinda. If you can 4 say your name and your city of residence, and for this 5 comment we're going to have our interpreter, Diana,
6 translate the comment into English. So, if you guys
7 could --
8 MS. ERLINDA VALLE: Good morning. I've been
9 using the Big Blue Bus for 20 years, and so many things 10 happened. I'm Erlinda Valle, and I live in Santa Monica. 11 I'm a resident from here. I've been using the Big Blue 12 Bus for 20 years.
13 There are some bus drivers that are very kind
14 and that are very attentive and some are not. They make 15 you get off right away, immediately, very fast, and
16 sometimes we cannot get off fast.
17 Sometimes I see students that are -- they get
18 very anxious because they are waiting for their bus. I 19 would like for the schedule for the bus for the students 20 to be more constant because before they would go by
21 faster and not now. They take a long time now.
22 I travel a lot on 43 and 41 and then the 41
23 sometimes doesn't pass anymore and then all of us ladies 24 that are waiting, that just got off work, we are waiting 25 there. Some days the bus doesn't even go by anymore, and
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Packet Pg. 1061 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 49 1 we're just stranded up there. I would like it if it 2 would go by more constantly.
3 The surroundings were from the schools. I
4 travel a lot on the bus, and I see the way people move 5 around. I also acknowledge, and I am going to apologize 6 because sometimes us people, we are rude with the bus 7 drivers, and I am apologizing for that. Also, I am very 8 thankful because some bus drivers are very patient, and 9 they wait for me to get on. And some don't, and then
10 some just leave me stranded there, but --
11 The truth, the service before was better than
12 what it is now. The bus would go by constantly. The bus 13 drivers were more patient with us. I hope this improves. 14 Thank you very much.
15 MR. JOSH FRANCIS: All right. The next speaker
16 we have is Barry Adler followed by Sirinya Matute. If 17 you wouldn't mind making your way to the front. After 18 this, I don't have any other speaker cards, so if you did 19 want to make a verbal comment, please wave down one of 20 our staff members. Allison here in the light blue, and 21 she'll get you a speaker card.
22 Barry if you can just say your name and city of
23 residence for the record, and then you will have three 24 minutes to make your comment.
25 MR. BARRY ADLER: Good morning. My name is
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Packet Pg. 1062 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 50 1 Barry Adler. I had a few comments. I'm also from Santa 2 Monica.
3 I think the Big Blue Bus does a great job out of
4 all the local bus services. I think the bus service here 5 is the cleanest and nicest and friendliest.
6 The No. 3 Blue Bus to the airport is really
7 terrific. You can catch a plane. You know, it's a
8 lifesaver in doing so.
9 However, I think there are some things that they
10 should add to the No. 3 line. You got -- SoFi Stadium 11 has opened up. Intuit Dome has opened up. You also got 12 the LA Forum. You got the nearby K Line. I think it
13 would be a nice idea if they have some sort of shuttle 14 service that runs to those venues, you know, where it 15 might be able to stop at the Lincoln Manchester Sepulveda 16 stop, pick up people there at the Lot C stop, and that 17 would be a very helpful thing.
18 I also think that the Green Transit app is very
19 good. However, there are some gaps in it, so I think it 20 might not be a bad idea if the Big Blue Bus has their own 21 transit app, and they also add more scheduled displays on 22 additional stops.
23 Also, I think the MODE program is a very good
24 program. I go to UCLA a lot for medical care. I also 25 think it would be a nice idea if the MODE program adds
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Packet Pg. 1063 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 51 1 service to Cedars-Sinai Hospital because there's a lot of 2 people that can't get the doctors that they need at UCLA, 3 they can get them at Cedars. So, that would be a nice 4 idea too.
5 Let me see what else I have here. I also think
6 it would be nice if you could load up the MODE card at 7 the transit station. You know, you take your MODE card, 8 you could put -- add money to it. For some reason, you 9 can't add it with the MODE card for MODE transportation 10 service, but that would be a nice idea too.
11 Let me see what else I have here. And, you
12 know, I think it would be a good idea if the bus drivers 13 are a little more patient. Somebody's running across the 14 street and waving to the bus driver and they establish 15 eye contact, I think the bus driver ought to stop.
16 Sometimes they don't. Sometimes they do, but that would 17 be nice. All right. Thank you very much.
18 MR. JOSH FRANCIS: All right. Thank you very
19 much, Barry. We have our last speaker, and I apologize 20 if I pronounced the name wrong, Sirinya. If you wouldn't 21 mind saying your first and last name, city of residence, 22 and then you'll have three minutes to make your public 23 comment.
24 MS. SIRINYA MATUTE: All righty, everybody. My
25 name is Sirinya Matute. I'm a residence of Santa Monica.
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Packet Pg. 1064 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 52 1 Major fan of the agency, used to work here, love BBB so 2 much that my wedding cake was of a Big Blue Bus.
3 So, these days, I'm a regular rider of the Rapid
4 10. Love the Rapid 10. I guess I'm one of 95 people who 5 ride it on average, I'm sorry. But anyway, the Rapid 10, 6 just want to voice support for not making any changes to 7 it, at least until the opening or the -- the opening of 8 the D Line to the VA.
9 The Rapid 10's a special place. Again, with
10 only 95 of us, I guess; about three runs in the morning 11 and three runs in afternoon. The Rapid 10 is faster for 12 me, personally, than taking the E Line, but I do
13 appreciate having the E Line as a backup because there 14 are occasions in which the Rapid 10 is running really 15 behind schedule. But at least I know this because the 16 agency has real-time information, so, again, thank you 17 for that. It's just a lot faster. For me, door to door, 18 it's like 42 minutes, so I'm just really, really thankful 19 for that.
20 And then also I was very pleased to see that
21 there will be weekend service again on the Route 41. 22 Before it used be kinda, like, okay. We want to go to 23 the pool. Well, it's a good thing we have protected bike 24 lanes because (indiscernible) this now. I'm really in 25 support of that but also really excited to see that
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Packet Pg. 1065 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 53 1 there's a weekend service on 41 and 16. Sixteen's a 2 great way to get fast now.
3 So, overall, just think -- really excited about
4 the recommendations for the COA, I think. You heard from 5 my husband who had comments about open loop contactless 6 fair payments and some of the bus stops.
7 I will say that I'm really supportive of the
8 agency's effort to try to keep my local bus stop clean 9 because it keeps getting trashed by people who don't use 10 it. So anyway, great job. Thank you so much, and good 11 luck with everything. Bye.
12 MR. JOSH FRANCIS: All right. And that
13 concludes our public comments. If you do have a public 14 comment you wanted to make, we still have time. So,
15 please wave us down. But if not, we'll break back into 16 our open house.
17 If you do have a public comment that you make
18 following a conversation, please come and find me, and we 19 can record that public comment with our court reporter 20 over here. So if you would like to make that comment 21 just to the court reporter, you can do that, just wave me 22 down so I can facilitate that.
23 But other than that, thank you, everyone, so
24 much for coming. We will be here until noon, as this is 25 a public hearing, so our staff will be here to answer any
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Packet Pg. 1066 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 54 1 questions.
2 And if you haven't, we could encourage you to
3 take our survey. That survey has questions pertaining to 4 each of these draft recommendations. So please, if you 5 haven't already, we have some tablets in the back, and I 6 think our staff was handing out some paper surveys. So, 7 we would really appreciate that feedback.
8 On behalf of the entire team here, we would just
9 like to thank all of you for coming out this Saturday 10 morning. We know that Saturday mornings you have --
11 people have lots going on. So, we really appreciate you 12 making time for this.
13 Again, just ask staff if you have any questions
14 that didn't get answered during the presentation. We'll 15 be more than happy to address those. Thank you.
16 17 (Presentation concluded.)
18 19
20 21
22 23
24 25
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Packet Pg. 1067 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 55 1 CERTIFICATE
2 OF
3 CERTIFIED SHORTHAND REPORTER
4 * * * *
5 6
7 8 The undersigned Certified Shorthand Reporter of
9 the State of California does hereby certify:
10 That the foregoing meeting was taken before me
11 at the time and place therein set forth.
12 That the statements made at the time of the
13 meeting were recorded stenographically by me and were 14 thereafter transcribed, and, therefore, said transcript 15 being a true and correct copy of the meeting thereof. 16 In witness whereof, I have subscribed my name,
17 this date: April 28, 2024.
18 19
20 21
22 · · · _______________________
Katherine Thomas
23 24
25 11.A.c
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Packet Pg. 1079 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Appendix F
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Packet Pg. 1080 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Appendix F.1
Draft Recommendations Survey
Results
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Packet Pg. 1093 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Appendix G
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Packet Pg. 1094 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Appendix G.1
Public Comments
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Packet Pg. 1095 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 66 Alfredo Torales
From:
Sent: Monday, March 11, 2024 8:00 AM
To: BrighterBlue
Subject: Big Blue Bus improvements
Hello, I have attended the virtual workshop a few days ago, and I have some key points how I would like to improve Big Blue Bus. I have been riding BBB since I was a kid and I had always love riding the bus long before the Expo (now E) line came into Santa Monica. It has seemed most of a convivence in its early years. But today in recent years as we're coming out of COVID and into recovery, most of the busses I travel nowadays are becoming unreliable in terms of scheduling and timing between transferring from the E line to the busses downtown or going to SMC. I have many improvements to share that is something needed to take into consideration.
NEEDS BIG IMPROVEMENTS ON LINE 9. I had living nearby 4th/Montana area ever since I was born and long before the scooters/e-bike share came along, I had always take the Line 9 to and from the E Line at DTSM to where I live near 4th/Montana. However when I come back from riding on the E line from DTLA or anywhere in the LA County region, there has been a ongoing problem of the timing when it comes to transferring to the Line 9 at a bus stop nearby. When I miss a bus on weekdays, I would have to wait as long as 20 minutes off-peak, and gets worse on weekends as if I miss the line 9 bus after getting off the train, I would have to wait as long as 30-40 minutes for BOTH Line 9 and 18 at the 4th/Colorado stop. That is absolutely unacceptable when it comes to waiting so long just to get home at 4th/Montana. What I would wish to see is a 12-15 minute headways for Line 9 so I can get home easy without having to take a e-scooter/e-bike which you'd have to rely on TAP like funds to use these things when there are NONE nearby the station. And the Circuit free ride service, can get PAINSTAKENLY BUSY during rush-hours as well as weekends when it tends to have the highest demand with little to no extra drivers available.
PLEASE add more service on Line 9 to BOTH weekday and 12-minute headways on WEEKENDS so I can efficiently transfer from the E Line at DTSM back home to 4th/Montana. What I would also wish to have is if you restore the old Line 4 service to only go as far as San Vicente/Gorman as you used to have it in service many years ago until about a month or two after the Expo line opened in May 2016, Line 4 has officially discontinued, so I would love to see the Line 4 return so I can easily use the Line 4 or 9 service from DTSM to 4th/Montana.
MORE SERVICE ON R10 MAYBE A NEW E10 SERVICE. Back when I was a kid, I always had love taking Line 10 (now called Rapid 10) from Santa Monica to Union Station in DTLA, now with the Expo line opened, it had dramatically reduced service in recent years. Now, fast forward to this year, now you saw the news as now there's crime on the rise on Metro rail lines even now with the Regional Connector opened in June 2023. I thought with that, it'd be more convenient and safer. However it takes even longer to even get from Union Station to get to Santa Monica as I had to get on the A line from Union Station and transfer to the E line at Little Tokyo/Arts District Station and depending on any delays or how crowded it is during rush-hour or on weekend events, it can take even more longer. There is the ability to get on a BBB R10 from Union Station back to Santa Monica, but there are only 3 times coming to Union Station very early in the morning, and 3 times from Union Station and back to SM on the rush hour times. I would love to see MORE R10 service in the mid-day hours and as well as restoring WEEKEND service from Union Station back to Santa Monica. I would also wish you have a storage space near Union Station to have the busses ready to start from Union Station rather than having to leave later than 2 or 3pm which are the absolute
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Packet Pg. 1096 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 67 WORST times on the freeway. I would also love to see a return of the Pastsoras Bus Plaza stop on the other side of Union Station. Especially if I get off from a Metrolink/Amtrak train and it drops off way on the other side of the station and takes 3-5 minutes to walk over to the OTHER SIDE to Alameda/Los Angeles where the bus stop is. PLEASE work with LA Metro to bring the Pastasoras Bus Plaza stop back. I would also wish you'd consider starting a Express 10 Service like you did with the discontinued Express 7 with non-stop service from Union Station back into Santa Monica on rush-hour times too.
RESTORE LINE 44 WITH SMC SHUTTLE SERVICE. Many years ago, you used to have Line 44 running between the SMC Main Campus and SMC Bundy Campus along Ocean Park Blvd. Then you partially restored it in 2022 but only for a month or two then you suspended the line due to a driver shortage.
Today, there are so many SMC satellite campuses including a NEW Malibu campus that just opened not too long ago, I would love to see the 44 return to service from 17th St/SMC, to the SMC Main Campus, to Bundy Campus.
There are all the suggestions I have so far. Please take those into consideration. Thank you and I will look forward to the future of the BBB service with more improvements. ~Michael Harris
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Packet Pg. 1098 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 69 Line does not serve Lincoln Bl, nor its Several Shopping Centers Between Rose & California.
The 18 does not serve Fully on Rose Ave in Venice, ony a Very Short section on Rose.
I understand there is a Turning Issue for S/B Lincoln to W/B California, the S/B 18, could use Milwood S/O California to N/B Oakwood to W/B California.
Also Eliminate Service on 4th St. & 7th Ave in S.M. & Venice, Due to BBB using a Mixture of 30 Foot & 42 Foot Busses on this Route, it should by 30 Foot only Busses.
& Should be Taking over Metro 108 Service W/O Lincoln in Marina Del Rey.
The Problem with BBB Staff is that they don't really listen to the Public & do what they want to do & Bypass certain Venues & there's More Issues, but Time Limitations won't let me Discuss the Screwups & Leftouts the BBB Created with Half of it Bus Routes.
When the Public Hearings Happen W/BBB I will Complaining about it.
Thank you...
Wayne Wright
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Packet Pg. 1103 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 75 The 9 is always jam packed too, whenever I ride it. I know there’s not really a way to run 60-footers on the main route of the 9 because of the narrow and winding streets, but perhaps increasing the service frequency. Although it is already pretty good, I’ve been passed up every time I’ve tried to ride the 9 and had to wait for the next one because the operator wouldn’t let me on their bus because it was so full.
Another alternative is perhaps running a rapid 9 service (similar to the Pali Express but more regular & frequent and hitting more stops), which wouldn’t need to run during the middle of the day, but could run along PCH and enable the use of 60-footers, and just stop at the Metro station in downtown Santa Monica, the California incline, PCH & Channel, and then complete a limited stop run through the rest of the 9’s regular route to Palisades.
Lastly, I know this may be hard to implement but it is very important for safety and quality of life. I have noticed a large increase in the amount of people smoking or vaping on the bus and it’s been disgusting. I know it’s technically not allowed, but the drivers can only do so much and sometimes they won’t see it, especially since most of the offenders will sit in the back. Therefore I suggest and request that BBB implement sensors/detectors that will catch and subsequently thwart people smoking or vaping on the bus. It makes the experience really uncomfortable for everyone around, and historically this was only an issue on Metro buses but now it’s becoming an issue on BBB. The amount of offenses have been increasing over time and I worry that it will only get worse if something isn’t done.
I do apologize for the long email and I hope my feedback is helpful. Thank you so much for the opportunity to help shape this public service for the next few years! All of us riders appreciate the opportunity to have our voices heard and meet the people making the system work.
Luka Peharda
This message is intended solely for the use of the addressee(s) and may be privileged and confidential. If you have received this message in error, please immediately notify the sender and delete all copies of this email message along with all attachments. Thank you.
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Packet Pg. 1107 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 79 very quick trip home on a nearly empty bus that quickly passes the lead bus. Often, however, if the driver of that second bus knows that another bus has just been there and decides not to stop.
This situation has been recurrent since the summer of 2023 and is extremely frustrating. When multiple #1 buses leave the Hilgard terminal at the same time, the pair of buses effectively reduces the frequency of service of this bus line by half during rush hour.
Thank you for taking the time to read this (very long!) description of these scheduling issues. I look forward to your response.
Laila Sathe
On Thu, Feb 29, 2024 at 2:33 PM Alfredo Torales <[email protected]> wrote:
Hi Laila,
I’m the manager of planning at Big Blue Bus and I was forwarded your concerns noted below. Sorry about this experience.
I’d like to look into it and see if we can fix any scheduling-related reasons causing these issues. But I’d appreciated if you could provide me with a little more information:
Did this most recent incident occur on Weds, Feb 28th? If so, about what time?
Is the stop you are referring to LeConte and Tiverton?
This and any additional detail would be very much appreciated. Thanks,
Alfredo Torales
Big Blue Bus
From: 311 Customer Service <[email protected]>
Sent: Thursday, February 29, 2024 9:39 AM
To: Alfredo Torales <[email protected]>
Subject: A new case has been assigned to you
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Packet Pg. 1108 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 80 Hello -
A new case has been assigned to you and needs your attention.
Case Type: Bus Pass Up
Description: THIS HAS BEEN A PROBLEM FOR MONTHS. three #1 busses will arrive simultaneously.
Today, at the THIRD STOP ON THE ROUTE, the bus was ENTIRELY full. This is because multiple drivers leave at the same time from the hub on Hilgard Ave. Today, two busses blew right past the stop because they assumed that everyone would be boarding the first #1 bus. However the first #1 bus was COMPLETELY FULL with no standing room
Either. And now I just got on another bus because there was a passenger who refused to get off the full #1 (that bus never even got to leave the stop) and a FIFTH #1 bus blew right past the stop because everyone was getting on the replacement bus. This is absolutely ridiculous and effectively reduces the service to 30% of what it should be since these busses are coming back to back to back and then blowing past the stop
Location:
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Packet Pg. 1115 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 89 Alfredo Torales
From: Glenn Newman
Sent: Wednesday, February 21, 2024 9:27 AM
To: BrighterBlue
Cc: Glenn Newman
Subject: Bus route
EXTERNAL
R7 Expand to Vermont StaƟon
Expand or create Route To Robertson Beverly center and the Grove on 3rd Add A R14 Going to Culver City fox Mall Shopping Center Make Route 19 Along PCH Santa Monica Washington/fairfax transit Center Make Route 20 To Hollywood
Sent from my iPhone
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From: BrighterBlue
Sent: Monday, January 8, 2024 1:08 PM
To: Kathy Knight
Cc: BrighterBlue
Subject: RE: Question
Hello, thank you for your email. Can you be more specific about which meeƟng you are asking about? Thanks,
Alfredo Torales
Manager, Transit Planning and Performance City of Santa Monica, Big Blue Bus -----Original Message-----
From: Kathy Knight
Sent: Thursday, January 4, 2024 3:05 PM
To: BrighterBlue <[email protected]>
Subject: QuesƟon
EXTERNAL
Where is this meeƟng happening, or is it on a zoom format?
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Packet Pg. 1120 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 94 Alfredo Torales
From: Kathy Knight
Sent: Thursday, January 4, 2024 3:05 PM
To: BrighterBlue
Subject: Question
EXTERNAL
Where is this meeƟng happening, or is it on a zoom format?
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Packet Pg. 1122 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 96 PTO: I will be on PTO from 12/19-12/26
From: [email protected] <[email protected]>
Sent: Wednesday, December 27, 2023 11:01 AM
To
EXTERNAL EMAIL
Hi all,
Hope you’re doing well and enjoying the holidays.
Thanks so much for aƩending the GoSaMo Advisory CommiƩee MeeƟng last week. We appreciated all your feedback on the TMO updates, Big Blue Bus Comprehensive OperaƟonal Analysis and One Car Challenge.
Please find aƩached -
1. A-Team meeƟng notes
2. A-Team meeƟng slides
Feel free to reach out if you’ve any quesƟons.
See you in the New Year! সহ
Best,
Parama Ghosh Roy
Executive Director
GoSaMo Transportation Management Organization
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Packet Pg. 1124 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 2 PROHIBIT BUSES OPERATING SAME ROUTES FROM DEPARTING THE BBB YARD AT THE SAME TIME, whether one (or more) is either early or late. For example, do not allow two Rte 7 (or any other) buses to depart the yard/begin route at the same time. Its a disservice to riders because it creates large time gaps between arrivals, often doubling rider wait time (40+ mins apart vs 20 mins apart) or more.
IMPROVE COMMUNICATIONS regarding delayed or cancelled trips, construction related delays, and temporarily diverted routes whether by social media or Transit app, or both. Metro is very good at this!
CORRECTLY LINK TO SPECIFIC ANNOUNCEMENTS ON THE BBB WEBSITE in social media posts and other public communications (see attachments below). For example, the May 15 post does not link to the Better Blue site. Today’s post (May 22) does not link to the specific announcement about the Transit Store being closed
RESPOND TO COMMUNICATIONS VIA SOCIAL MEDIA in a timely manner. Metro is very good at this!
REMOVE signs for routes not in operation, specifically 41/42 combined signage INSTALL MORE LIGHTING, SEATING, AND REAL-TIME ARRIVAL SIGNS. Bring back benches TRUST DRIVERS when they supply feedback. Respect the experts who can best speak to what’s happening on the road every day
STOP PURCHASING ELECTRIC BUSES until they’re capable of operating a full day. Consequently BBB has required millions of dollars for charging infrastructure, otherwise unnecessary Thank you for considering this input!
Sincerely,
Amy
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Packet Pg. 1126 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 2 I'm Skeptical that the 5 will be Snipped S/O Century City to Palms E Line & W/O 17th st E Line Station to Downtown S.M.
Recommendations: Continue #5 S/O Century City to Connect with Metro E Line at Palms E Line, Regardless, Even if its Peak Hours, Or Hourly & on Proposed Weekends also. as for Service to Downtown S.M. Reroute to Broadway, instead of Colorado, due to Single Lanes due to E Line W/O 17rth st E Line Station.
Consider Proposed 40 Minute Headways on #5 on Weekends & Holidays, Due to Low Ridership, Continue Proposed M-F 30 Minute Service.
Route 7
Route 7 is a "Hot Mess", Late Busses, Bunching & Bunching with the Rapid 7, the 7 Needs a Major Overhaul...
Recommendations: Operate Local 7, but Truncate half of Trips at Pico/Rimpau Loop during Off Peak & Saturdays.
Monitor Local 7 Trips more closely to prevent Bunching & On Time Performance.
Continue Trips to Wilshire/Western D Line Station, A Must! Rapid 7
Was hoping that the Rapid 7 would Operate in the Future, have an Idea for Route Change to save Rapid 7.
Recommendations: Continue to Operate Rapid 7, either All Day, or Peak Hours, Reroute at La CIenega to Operate N/B Via La Cienega, Via Future Metro D line Station, W/B Beverly, S/B San Vicente, Layover (Counter Clockwise) on San Vicente in front of Cedars Sinai, Leaving Layover continuing S/B on San Vicente back to La Cienega, to Pico.
Rapid 7 could Operate All Day, or Peak Hours.
DO NOT CANCEL RAPID 7 YET! wait till after Full Metro D line is Completed & the Evaluate the Rapid 7 then, but don't Cancel Route.
Express 7
Route was Canceled due to Covid Issues & A Waste of Resources, Nobody Rode ROUTE due to Very Few Stops & Empty Busses that ran on Pico at the at the Time.
Recommendations: think on bringing back Express 7 after Metro's Entire D Line is Finished, but Run to Century City Only from Downtown S.M. to Connect W/Future Century City D Line Station, kind of a Wait & See Attitude.
Route 8
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Packet Pg. 1127 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 3 No Comments on this Route.
Route 9
Support Extension to Sunset/PCH & other changes.
Recommendations: Consider operating #9 a Counter Clockwise Route, Via W/B Sunset, S/B PCH, N/B Temescal Canyon, back to E/B Sunset.
Metro has a Clockwise Route on its 602 route, BBB could run the #9 in the Opposite Direction, until this Proposed Layover at Sunset & PCH is Really Completed & would like to see this happen between this August & Next February for Counter Clockwise Route for the #9 Rapid 10
Rapid 10 has been Gutted when the Metro E Line was Extended to Santa Monica, i have suggestions for this Route.
Recommendations: on Rapid 10, the Following...
Cap Rapid 10 Trips in Both Directions up to 6 Trips in Both Directions Have a Certain Alternative Route to Serve WLA Transit Center, Via Electric, Washington Back to 10 Freeway, & Continue the other Non Stop Service Between Downtown Santa Monica & Downtown L.A. via 10 Freeway.
Consider 1 or 2 AM W/B & E/B Reverse Trips on Rapid 10 for AM/PM Peak Hours.
Rapid 12
No Comments on this Route.
Route 14
The 14 Service S/B Falls Off by the Time Bus Leaves Washington Stop in Culver City & is Empty by the Time Route 14 gets to Westchester Veterans Metro K Line Station & Leaves Empty, N/B from Inglewood Layover, mainly because Previous Service Development Director Bypassed Westfield Culver City Mall & Howard Hughes Center in Westchester where Riders are, Does Not Even Serve Sepulveda Bl to Connect with Culver City Busses, 6 & Rapid 6, the 14 gets on at the 405 at Jefferson. 14 Needs to Be Overhauled at Southern End.
Recommendations...
Continue 14 on Jefferson to Slauson, to Sepulveda, the 14 Cannot come in & use Culver City Transit Center because of its Small Space & Limited to 6 Slots (Culver City 3, 4, 6, Metro 108, 110, other Culver City Busses which are, Rapid 6 & C.C Local 2 Service on Sepulveda & Slauson, cannot come into Transit
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Packet Pg. 1128 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 4 Center due to Space & BBB was told this By C.C. Management going back nearly 30 Years ago.), the 14 would Continue South on Sepulveda & Layover at South End of Howard Hughes Center which is not Served by BBB, Along with the Mall.
If not Interested in Expanding to Howard Hughes Center, then Loop Via, Green Valley, Bristol (Layover either on Green Valley, or Bristol) & then Centinela, back to Sepulveda N/B I also Recommend that the 14 be Rerouted to Downtown Inglewood K Line, Via Centinela, Florence in the City of Inglewood & would Connect with Metro 40, 111, 211, 212, 215 & Torrance Transit 10, if Metro gives Go ahead to do so to Run on Centinela.
This would be the Best Alternative & would Need Approval from Metro to Run on Centinela to Downtown Inglewood K Line Station, the Current Layover at Westchester Veterans K Line Is complicated & has to Loop & Poor Connections Between Metro 115 & BBB 14 Leaving Westchester Veterans Station N/B.
This is a Better Idea & could Run All Day to Peak Hours Only, & also Connect to Metro 211/212 & Torrance #10 serving SoFi Stadium & Clippers New Arena at Downtown Inglewood K Line Transit Station.
Route 15
Route 15 really does not go Anywhere, it's like a Shuttle to Nowhere! Could not expand S/O Pico because Culver City Bus Staff under then Former Director Art Ida wanted to Expand its #2 to the Metro Bundy E Line after they Separated the 2 from the #4, in December 2015, but put it on hold due to Funding Issues.
Also BBB Cut Headways & Weekend Holiday Service from the 15, making the Route Less Desirable today.
Recommendations...
The Proposed Headways that BBB is Offering is good, but Route 15 needs to Be Expanded S/B to Santa Monica Airport Campus, Along with Route 44.
Consider Again Expanding 15 at Peak Hours to Getty Museum, or to Bel Air at Sepulveda & Moraga Dr to Connect W/ Metro Rapid 761.
Route 16
Route 16 the Backwoods Route that I Labeled, Last August to 16 was Expanded S/B to Playa Del Rey, Via Westchester, Playa Vista, Via Lincoln Bl, Manchester, Pershing Dr, Via LMU, it's Nice That BBB will Offer Weekend/Holiday Service, but Needs other Minor Changes.
Recommendations...
Run Weekend/Holiday Service, possible look at shortlining at Bundy E Line on Weekends/Holidays & Focusing Service between Bundy E Line & Playa Del Rey.
Eliminate Service on Wade St in Culver City, Run on Washington Bl to Centinela, to better connect with BBB 14 & Shopping Center at Washington Pl. & then back to Venice Bl, Via Venice High, to Walgrove
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Packet Pg. 1129 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 5 Eliminate Saltair Layover, Modify 16 to Serve University High Direct, which Current 16 does not serve.
Use 30 Foot Busses, instead of 40 Footers, Portions of 16 cannot handle certain Narrow Streets along the Current 16 with the Larger 40 Foot Gillig Busses.
Route 17
Some Changes on the 17...
Recommendations: Consider Eliminating Weekend/Holiday service to UCLA, or just on Sunday & Holidays at the V.A. Since BBB has a FREE LOCAL TRANSFER for BBB Busses on Tap, the 17 could Truncate at the Westwood V.A. on those Days & Connect to the #2 at Westwood V.A. & Future D Line V.A. stop by 2027.
No other Changes on the 17.
Route 18
The 18 is another Backwoods Route & needs change, my suggestions...
Recommendations...
Break Up the 18, Spinoff the Montana portion to Proposed #4 & run that Proposed Spin Off Route from UCLA to Downtown S.M. Via Montana Ave.
The Remainder of the 18 would run from 5th & Arizona South on 4th to Pico, Main St & Rose Ave on Venice, Eliminating the 4th st & 4th Ave in Santa Monica & Venice S/O Pico.
Run on Rose Ave to Lincoln Bl, to bring New Service on Rose Between Main St. & Lincoln Bl.
Eliminate Service to Charter School on 7th Ave in Venice, due to that Section having Low Ridership Reroute Via Pico, Main St, Rose, Lincoln Bl ( to better serve Shopping Venues between Rose & California & Better Connections to the #3 on Lincoln), W/B Milwood Ave to Oakwood Av (Due to Turning issues for W/B 18 Busses from S/B Lincoln Bl to W/B California, E/B on California between Oakwood & Lincoln would not be Affected) to regular Route towards Marina Del Rey.
Expand to Marina Del Rey & Del Rey Section of L.A, pending Negotiations W/Metro on taking over the Western Leg of its Line 108, Via Admiralty Way, & Loop Via Lincoln, Maxella, Glencoe & Layover on Glencoe.
use 30 Foot Smaller Busses, not 40 Footers on Narrow Streets W/Current 18 Route Today.
Route 41
No Comments on this Route.
Route 42 (Counter Clockwise)
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Packet Pg. 1130 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 6 Was hoping that the 42 could Operate Peak Hour Only, but it wont.
Route 43
Route 43 needs to run 5 to 6 Days a Week & needs All Day Service On Route & Expanded to Serve Ocean Ave & San Vicente Bl W/O 4th St.
Recommendations...
Run 43 30 Peak, 40/60 Off Peak.
Expand to Downtown S.M. Via San Vicente, Ocean & Wherever in Downtown S.M. to Layover.
Run Service possible on Saturday.
Route 44
No Comments on this Route.
& this Concludes my Comments, thank you for letting me include them...
Wayne Wright
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Packet Pg. 1134 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 10 Regards,
Dave
David J. Karwaski [he/him]
Director, Mobility Planning & Traffic Systems
UCLA Transportation
555 Westwood Plaza, Ste 100
Los Angeles CA 90095
310-405-2877 (c)
From: Dr Michael Cahn <[email protected]>
Sent: Thursday, April 18, 2024 12:24 AM
To: [email protected]; Karwaski, David <[email protected]>; [email protected]; Shoup, Don <[email protected]>; Matute, Juan <[email protected]>; Manville, Mike <[email protected]> Subject: The Reign of Automobility in Los Angeles and the naming of UCLA Bus Stops
Dear Big Blue Bus, dear UCLA Mobility Planning & Traffic Systems
I understand you are considering changes to the BBB system, including changes to the bus stops on the UCLA campus.
According to these plans, the No 18 bus will terminate at a new station called "Parking Structure No 2".
Those who live within the car-centric environment that is UCLA may not appreciate the deeper significance of this terminology. Yes: On this campus we name our bus stops after the storage spaces we have built for cars. And our main roadway we call a drive, Charles E Young Drive. The priorities inscribed deeply into our campus map are pretty transparent. But are these still our priorities?
I suggest the campus develops a better and more appropriate system of naming UCLA bus stops.
Because for those of us who do use the bus, the numbered parking structures are an entirely unknown world that raises only questions. Numbered parking structures may be convenient for drivers, for users of transit, they mean nothing.
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Packet Pg. 1135 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 11 An additional reason that "Parking Structure No 2" is an inappropriate name has to do with the bus stop named "Hilgard Ave". The "Hilgard Ave" stop is closely adjacent to the same parking structure that bears the number 2. Yes, our parking structures are big, so big that they throw their shadow over two bus stops. That makes the proposed name insufficiently distinctive and will lead to confusion.
Names need to be distinctive. They should also express our priorities. "Parking Structure No 2" fails this test. Would renaming it "Donald Shoup Parking Structure" help? The bus stop could perhaps then be called "Donald Shoup Curb." Or not.
Let's see some serious Mobility Planning & Traffic Systems work in action, and move this campus away from its unconscious entanglement in motordom, as Big Blue Bus improves its service
--
Dr Michael Cahn
Secretary, UCLA Bicycle Academy
--
Dr Michael Cahn
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Packet Pg. 1138 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 14 There is a clear focus on serving college students, which is great. But Santa Monica also has many grade school students who can benefit from better service, especially to SaMoHi. I recommend for you to consider adding trippers on lines serving the high school specifically timed to school start and end times.
I recommend removing underutilized stops to increase stop spacing, which would further improve frequencies and speeds.
I recommend adding bus lanes or queue jumps, as well as signal priority wherever possible.
Within city limits this would mean giving priority to buses at congestion points such as on Pico and Ocean Park near the eastern city border at Centinela. Outside of the city, I recommend working with the City of LA to implement bus lanes and signal priority on Pico, Bundy, Westwood, and other major Westside transit corridors.
I recommend implementing more consistent and precise dispatching at terminals to ensure operators depart on schedule.
On corridors where multiple routes run and most customers are indifferent towards which bus to take (for example, UCLA students heading to the E Line on Westwood), please make sure that the bus arrivals alternate with even headways where possible.
Specific comments by route:
Route 5: I haven't noticed any other east-west routes that were realigned to terminate at a future D Line station. Which is why I think either Route 5 should keep the western route portion to Downtown Santa Monica, or Route 7 should be shortened to end at a new D Line station instead of staying on to Wilshire/Western.
No one going from Downtown SM to Downtown LA on the E Line, with 8 minute headways, will transfer to Route 5, with 30 minute headways, just to transfer to the subway. They will stay on the E Line. So I think Route 5 ridership will be compromised by making it a "stub" on an already relatively light-ridership Olympic corridor.
Route 14: The text describes this route as terminating at the future D Line station, but the map shows a blue segment that extends it to Sunset Blvd. I think that segment should be removed.
Route 15: I propose to eliminate this route and instead have every other Route 14 bus extend to Brentwood Village.
Route 16: I recommend routing this line down Stewart (to Pico or Ocean Park) instead of Cloverfield. The eastern half of Sunset Park has no north-south transit service as a result of it being cut off by the airport on the south side and the freeway on the north side. Offering at least minimal coverage on Stewart/28th would help immensely in this regard.
Route 41: I don't see the point of this route. Why not just extend Route 44 four blocks north? Route 44: I really support the restoration of this route as it will provide an alternative to the 8 in my neighborhood.
Thanks,
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Packet Pg. 1139 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 15 Boris Suchkov
--
“We take cars for granted and we’re like, yeah, that’s just how you get around. But if you change your perspective and realize what’s really going on, you realize they wreck everything. Like, cars wreck everything. They wreck cities. They wreck your wallet, your finances. They wreck your family. They kill you. They make you fat. They cost ten times more to make paths and roads for than the alternative of putting stuff closer together and having bikes and walking and stuff. Cars just wreck everything.” -Mr. Money Mustache
--
“We take cars for granted and we’re like, yeah, that’s just how you get around. But if you change your perspective and realize what’s really going on, you realize they wreck everything. Like, cars wreck everything. They wreck cities. They wreck your wallet, your finances. They wreck your family. They kill you. They make you fat. They cost ten times more to make paths and roads for than the alternative of putting stuff closer together and having bikes and walking and stuff. Cars just wreck everything.” -Mr. Money Mustache
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Packet Pg. 1141 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 17 Route 14: The text describes this route as terminating at the future D Line station, but the map shows a blue segment that extends it to Sunset Blvd. I think that segment should be removed.
Route 15: I propose to eliminate this route and instead have every other Route 14 bus extend to Brentwood Village.
Route 16: I recommend routing this line down Stewart (to Pico or Ocean Park) instead of Cloverfield. The eastern half of Sunset Park has no north-south transit service as a result of it being cut off by the airport on the south side and the freeway on the north side. Offering at least minimal coverage on Stewart/28th would help immensely in this regard.
Route 41: I don't see the point of this route. Why not just extend Route 44 four blocks north? Route 44: I really support the restoration of this route as it will provide an alternative to the 8 in my neighborhood.
Thanks,
Boris Suchkov
--
“We take cars for granted and we’re like, yeah, that’s just how you get around. But if you change your perspective and realize what’s really going on, you realize they wreck everything. Like, cars wreck everything. They wreck cities. They wreck your wallet, your finances. They wreck your family. They kill you. They make you fat. They cost ten times more to make paths and roads for than the alternative of putting stuff closer together and having bikes and walking and stuff. Cars just wreck everything.” -Mr. Money Mustache
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Packet Pg. 1143 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 19 Kent Strumpell
Climate Action Santa Monica Steering Committee
On Apr 18, 2024, at 10:42 AM, wrote:
I had opened this email to respond and say that BBB #18 should be every 15 minutes in the morning, not every 20 minutes. The latest time kids could board this bus at the northeast neighborhood and make it to school by the first bell would be 8am. By doing 15 minute increments they could add a bus.
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Packet Pg. 1147 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 23 I suggest the campus develops a better and more appropriate system of naming UCLA bus stops. Because for those of us who do use the bus, the numbered parking structures are an entirely unknown world that raises only questions. Numbered parking structures may be convenient for drivers, for users of transit, they mean nothing.
An additional reason that "Parking Structure No 2" is an inappropriate name has to do with the bus stop named "Hilgard Ave". The "Hilgard Ave" stop is closely adjacent to the same parking structure that bears the number
2. Yes, our parking structures are big, so big that they throw their shadow over two bus stops. That makes the proposed name insufficiently distinctive and will lead to confusion.
Names need to be distinctive. They should also express our priorities. "Parking Structure No 2" fails this test.
Would renaming it "Donald Shoup Parking Structure" help? The bus stop could perhaps then be called "Donald Shoup Curb." Or not.
Let's see some serious Mobility Planning & Traffic Systems work in action, and move this campus away from its unconscious entanglement in motordom, as Big Blue Bus improves its service --
Dr Michael Cahn
Secretary, UCLA Bicycle Academy
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Packet Pg. 1153 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 29 Alfredo Torales
From: Theodoric Huang
Sent: Tuesday, April 16, 2024 7:14 PM
To: BrighterBlue
Subject: Transit Planning and development
EXTERNAL
Alfredo ToralesIs the rapid 12 going to increase to even more relieving at peak hour ? What type of buses are going to be used? The rapid 12 get overcrowded during peak hours by standing room only. The rapid 12 might be beƩer used 60 foot arcƟculated buses,
Theodoric Huang
Los Angeles
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Packet Pg. 1156 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 35 Alfredo Torales
From: Michael Topor
Sent: Monday, April 15, 2024 3:09 PM
To: BrighterBlue
Subject: Comprehensive Operational Analysis
EXTERNAL
Good aŌernoon.
I'm not sure if I will be able to aƩend tomorrow's public hearing, therefore I am sending my comments herein.
Thank you for giving me (and other riders) an opportunity to express my opinion.
Personally, I used to ride the Big Blue Bus more frequently, but - I stopped doing that.
Because your service has become completely unreliable.
I now drive most of the Ɵme, because you guys have reduced the service into a ridiculously low, poor quality.
I also fully disagree about your proposal to cut Rapid service. Seriously ?! Before, you used to run Rapid #3 and Rapid #7 at much beƩer frequencies.
But now... it's very hard to rely on, because of your recent cuts.
I do not support reducƟon of service, I do not support eliminaƟon of service.
Rapid #3 and Rapid #7 are two Key Corridors - where Rapid service SHOULD BE PRESERVED.
How do you suppose the students will get to/form Santa Monica College - where it takes FOREVER (!) to travel on your line #7. Rapid #7 is much, much beƩer and much faster.
Yes, I support the improvement in services on Local lines (#3 and #7, among others) - but this should be done independently of Rapid lines.
Rapid service should be preserved.
Your current Rapid #7 service frequencies should be improved to 7 - 12 minutes (no 20 minutes!), and your Rapid #3 service frequencies should be improved to 15 - 20 minutes, and seven days a week. (not hourly - and only during limited Ɵmes, as you currently have) It's no wonder why consider Rapid #3 "unpopular" - because people would not be willing to ride a bus that runs only once an hour, or only during certain Ɵme of the day.
So, please preserve both Rapid #3 and Rapid #7 - and please improve service on other lines.
Thank you,
Michael and Kimberly Topor,
West Los Angeles, California
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Packet Pg. 1158 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 37 things dramatically worse. I urge for the City of Santa Monica do not follow the (failed) Metro's Next Gen plan. As you may be aware, LACMTA has eliminated Rapid lines throughout most of their system, forcing passengers to endure much longer, tedious commutes.
Additionally, the suggested service increases are still insufficient. Sorry, but 15-minute (or even 10- minute) headways are still too infrequent for a large city with such high population! With traffic delays, these 15 minutes of wait-time could easily turn into 20-30 minutes. Since Los Angeles does not (and likely never will!) have a comprehensive Rail network, the least local bus agencies should do -- is to provide sufficient bus service, including Rapid lines. Thus far, all our transit agencies -- including Metro and the Santa Monica BBB -- have failed to do so.
STATEMENT ON RAPID BUS SERVICE:
The proposed removal of the Rapid buses lines #R3 and R7 seems like an act of lunacy, to say the least. It would be a major, irreversible mistake. The current so-called "Poor Performance" was not researched properly -- thus producing inaccurate results. The study has failed to indicate the real reason of "Low Ridership" -- which is extremely poor frequencies. Sorry, but your current 30-60 minute Rapidbus headways are grossly inefficient -- directly resulting in low ridership. If BBB were to run Rapid buses frequently and 7 days as week -- ridership would be guaranteed to skyrocket! But most certainly, the demand for Rapid service has never been "low".
Common sense dictates: commuters prefer quick, uninterrupted rides. On the other hand, experience and statistical data have shown: Rapid-bus commute is 20 - 50% faster than regular buses! Indeed, Rapidbus service was an ingenious idea, pioneered by Metro! Considering the severe lack of a comprehensive Rail network, a Rapid-Bus system is the *least* BBB should implement (along with other agencies, such as Metro and Culver City Bus). All in all, citywide Rapid-bus service needs a second chance. Furthermore, it must be launched with *much* better headways (20-30 minute intervals are grossly insufficient). So, once again: if you truly want Big Blue Bus to become competitive -- and to entice to get people out of their cars, -- you need to establish frequent, consistent Rapid-bus service throughout your major streets, running 7 days a week, and connecting major key destinations. Otherwise, our transit system will continue remaining below-mediocre, slow, and unreliable.
Below are comments on proposed changes for specific bus lines:
Line #3:
SUPPORT Service Increase. 10 minutes on weekdays may be ok, however 5-7 minute headways would be more reasonable, especially during rush hours. On the other hand, 15-minute weekend frequencies are shamefully infrequent. Weekend service should be improved to 10-12 minutes -- particularly midday.
Line #Rapid-3:
STRONGLY OPPOSE the discontinuation of Rapid service. Rapid service should be re-launched with dramatically improved frequencies. See additional comments above.
Line #5:
SUPPORT the improvement in service 7 days a week. But 30-minute intervals are insufficient. Need better frequencies!
Line #7:
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Packet Pg. 1159 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 38 SUPPORT service improvements. However, 15-minute headways on weekends is shamefully infrequent.
Weekend service should be improved to 10-12 minutes -- particularly midday.
Line #Rapid-7:
STRONGLY OPPOSE the discontinuation of Rapid service. Rapid service should be re-launched with dramatically improved frequencies. See additional comments above.
Line #14:
SUPPORT service improvements. During peak hours, however, service should be much more frequent.
OTHER: Zero Bus-Driver Communication at Transfer Points:
The 21st century is well underway, yet our bus-driver communication seems to be stuck in the 1960's -- particularly, at Transfer points. It happens too frequently -- when a bus arrives at an intersection, and the transferring passengers have no choice but to waive their hand to the bus that has just departed in front of their nose! Shameful, to say the least. It is time to implement a "Radio Communication" method between the buses at transfer points; this should include other agencies (e.g. Metro, Culver City Bus), as well. Again... if you were to run buses frequently -- a missed bus would not be an issue. But in our L.A.
County's notoriously infrequent service, your patrons could lose 10 - 20 minutes (on popular routes), or 40 - 60 (on other corridors). Which is unacceptable. An arriving and departing bus operators should communicate with each other, to avoid passengers missing the bus. A few extra minutes of waiting by a departing bus -- is nothing comparing to passengers missing the bus completely! Additionally, bus operators must be trained to *wait* for transferring passengers -- when an arrived bus is spotted, regardless of a "Radio Communication System" implementation.
Thank you for reviewing the suggestions. I am hopeful, your staff will take these seriously, as the upcoming schedule changes will affect your ridership and overall Big Blue Bus' success. I am ready to contribute my knowledge and offer help -- to make the Santa Monica's Big Blue Bus a better system for all!
Best regards to you and your team,
--
Alek Friedman
TRANSPORTATION ADVOCATE
Metro, BBB Patron ∙ Volunteer
Urban Growth ∙ Sustainability
.com
www.RusInterpreting.com
LinkedIn.com/in/FriedmanAlexander
CONFIDENTIALITY NOTICE:
This information, with any attachments, is confidential and is intended strictly for the individual or entity addressed herein. Any unauthorized review, dissemination, distribution, disclosure, copying, or other use of this information is prohibited. If you are not the intended recipient, or an employee or agent responsible for delivering this message to the intended recipient, and/or if you received this e-mail in error, please reply to the sender immediately, and delete this material, including any attachments, from your computer. Thank you.
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Packet Pg. 1160 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 39 Alfredo Torales
From: Geoff Keith
Sent: Monday, April 15, 2024 9:13 AM
To: BrighterBlue
Subject: BBB Feedback
EXTERNAL
I request that you conƟnue to keep the cash payment opƟon.
It is easier for seniors to use this method of payment.
Thanks,
G Keith
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Packet Pg. 1164 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 43 I regret that we missed the April to May comment period mentioned in the email I received today. Our task force has some important, specific comments that we hope would be taken into consideration for the draft improvements that you plan to present to City Council in June.
Would it be possible for our task force to submit comments for inclusion before it is too late?
Thank you,
Kent Strumpell
Kent Strumpell
Co-chair
Climate Action Santa Monica Steering Committee
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Packet Pg. 1171 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 50 4. Bus security - none, but just the other day I saw 2 young security people on the bus but they were pretty much looking at their phones for most of the time I was on the bus. The one in the back was pretty clueless and, while on his phone, was blocking the side door making it hard for riders to exit. Security could be MUCH better and is non-existent except for that one ride.
Thanks for listening and one final suggestion, I highly suggest that the top people in BBB management go out and ride the buses themselves for a number of days on multiple bus lines, you'll quickly learn and see what the issues are.
Sincerely,
Trent Thixton
Trent Thixton
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Packet Pg. 1174 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 53 Alfredo Torales
From: Ingrid Richards
Sent: Tuesday, April 9, 2024 8:12 AM
To: BrighterBlue
Subject: This is my response page
EXTERNAL
Sent from my iPhone
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Packet Pg. 1177 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 58 Alfredo Torales
From: Jean Fleet <f
Sent: Friday, April 5, 2024 5:03 AM
To: BrighterBlue
Subject: Zoom
EXTERNAL
Nothing is coming up to register for the hearing April 16th, completely blank screen.
Sent from my iPad
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Packet Pg. 1179 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 60 Believe it or not, many young people REFUSE to get up despite the signage above their heads saying those front seats are for seniors and disabled.
REMOVE THE SIGNS if there’s no enforcement!!!
Don’t encourage seniors to ride BBB if no enforcement!! 3 - HELP when ppl, esp Seniors, have shopping carts. They never ever never lower the ramp. Some of us are carrying heavy food, books, other items. We need to LIFT our little carts up the steps. They are HEAVY.
Makes it VERY unsafe for seniors and others with luggage, shopping carts, or mobility issues. Really rude and insensitive!!!
Breaking it into two shopping trips is unreasonable.
Farmer’s markets or other events only happen that day. Or items might be gone next day. It’s now or never.
Drivers and your schedules leave little to no time to allow us to get INTO the bus and pay and sit before it’s off and running!
What happens when I simply CANNOT lift the cart??
When I’m home, I take a few items upstairs, then come back for more. I put things into canvas bags while shopping, so I grab one or more, depending upon weight and bulk, and to up and down the stairs to my home. I cannot do that on the bus!!
4 - Friendlier drivers who know the names of the stops and approximately location (a few blocks vs a few miles).
5 - March 20, around 3:30 PM, going west from Pico and Fairfax was a wild ride! Bumpy. Driver put pedal to the metal, and we’d fly down Pico, then come to an abrupt stop due to a red light.
Those repeated harsh STOPS meant we had to hold on for dear life cos otherwise kinetic energy propelled us forward.
We don’t wear seat belts, so it caused some concern and problems.
Really uncomfortable and unsafe. We got home quickly. But shaken. I was never so glad as to get OFF a bus. Whoa!!
6 - LATER bus rides from UCLA west!!! Santa Monica promotes living here for UCLA students but the BBB #8 bus at Westwood and Wilshire stops around 10 pm or so.
There are FREE, rare films and art events at the Hammer that end later than 10 PM or so. It should run LONGER like the PICO #7 bus.
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Packet Pg. 1180 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 61 6 - Why such expensive paper for the flyers?
Why can’t you all use EMAIL to SM residents? I ride the bus more often than go to library.
I’m sure MANY of your frequent bus riders have NO idea you are holding these public events. 7 - Just a few topics that come to mind that often cause me NOT to leave home, NOT to take the bus. I really need to be motivated.
But it CAUSES GREAT ANXIETY at times between the weather, fast bus drivers, and weight in my cart. 8 - You asked. I told.
Would be really reassuring to the public that our input is really valued IF we ever saw improvements.
Calling and writing to BBB has resulted in repeated wastes of time by the public.
Frustrating waste of time to go to a meeting and speak about topics the City says they want our input.
We talked about sidewalks. Good displays and lots of words. No improvements then. Worse now.
Sidewalks now more dangerous thanks to scooters.
Various requests — at a big public display meeting — for more accessible public library meeting rooms which mostly lie empty. Nope.
Doesn’t matter what the public says … our input always disregarded.
Please surprise me and make some improvements based on our input. Or next time, I’ll save an hour of my life thinking and writing this. I have a lot of other cool things I could be doing.
Thank you,
Jenny Lens, MFA
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From: Jonathan Osborn
Sent: Tuesday, April 2, 2024 1:49 PM
To: BrighterBlue
Subject: Feedback on BIG Blue Bus plans
EXTERNAL
I am a 24-year resident of Santa Monica.
North-South Transit Service between Santa Monica College main Campus, the E Line StaƟons at 17th/SMC & Bergamot and areas North of Arizona.
I live a block and a half North of Wilshire on 18th Street. I used to ride the bus along 20th
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Packet Pg. 1185 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 2 Line 2
Please Maintain the Hilgard Terminal stop because it has bus shelters and restrooms as well.
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Packet Pg. 1186 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 3 Line 3
Support the recommended changes to end at LAX/Metro Transit Center instead of Aviation/Imperial Stations.
Rapid 3
I strongly oppose cancelling Rapid 3 because if you consolidate with local 3 travel time gets too slow and may miss other connections. Please maintain Rapid 3 service because several people need it to get to the destination faster. Make Rapid 3 run between Downtown Santa Monica and LAX/Metro Transit Center using an all-day weekday service only.
Map of proposed Rapid 3 which was modified to begin service at the LAX/Metro Transit Center Station instead of Aviation/Imperial Station
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Packet Pg. 1188 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 5 Line 5
Support adding back weekend service. Maintain service to Downtown Santa Monica and Palms Station via Motor Ave because there are some safety issues on Metro Rail and people living on Motor Ave need a bus line to get around. Strongly consider making weekday line 5 service from Downtown Santa Monica to Palms Station and weekend service from Downtown Santa Monica to Century City.
Map of Line 5 on the east end of route with weekday service running from Downtown Santa Monica to Palms Station and weekend service from Downtown Santa Monica to Century City Line 7
I strongly oppose cutting service to Beverlywood because people don't want to walk far to the nearest bus line to get around. Please keep the Beverlywood area segment during weekday rush hours that includes the equal number of trips in each direction: 4 AM/PM westbound trips through Beverlywood and 4 AM/PM eastbound trips through Beverlywood
Map of Line 7 in Beverlywood. The dashed line represents the select trips segment which means that the route runs via Beverlywood and the black dots represent the bus stop locations
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Packet Pg. 1189 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 6 Rapid 7
I strongly oppose cancelling Rapid 7 because if you consolidate with local 7 travel time gets too slow and may miss other connections. Please maintain Rapid 7 service because several people need it to get to the destination faster. Make Rapid 7 run between Downtown Santa Monica and Wilshire/Western Station using an all-day weekday service only and end service at 9pm.
Map of existing Rapid 7
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Packet Pg. 1191 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 8 Express 7
I strongly oppose cancelling Express 7 because if you consolidate with local 7 travel time gets too slow and may miss other connections. Please maintain Express 7 service because several people need it to get to the destination faster. Make Express 7 run between Downtown Santa Monica and Wilshire/Western Station using an all-day weekday service only with an hour frequency running from 6am-8pm.
Map of existing Express 7
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Packet Pg. 1193 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 10 Line 8
Support moving the line to begin at Gateway Plaza in order to run alongside with Rapid 12. Please keep the Ocean Bl segment in Downtown Santa Monica because people want the route closer to the pier.
Map of line 8 on the east end of route(begin service at the Gateway Plaza) Map of line 8 on the west end of the route(maintaining the existing segment in the Downtown Santa Monica area on Ocean Bl)
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Packet Pg. 1194 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 11 Line 9
Support the recommended changes by extending down to Sunset/PCH.
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Packet Pg. 1197 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 14 Map of proposed Line 42 counterclockwise service. The black dots represent bus stop locations and the x part represent the eliminated segment
Line 43
Line 43 should add a midday service so that this line can run an all-day weekday only service. I support shortening the line from SMC to 26th St/Bergamot Station. I also strongly support extending the line further down on San Vincente Bl to 7th St but where will the bus stop be located at? Currently, the San Vincente/7th bus stop is located before the intersection and so consider extending further down to Downtown Santa Monica ending at City Hall via San Vincente and Ocean.
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Packet Pg. 1199 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 16 If line 43 was extended to San Vicente/7th, then I'm not sure if this line will streamline travel on San Vicente Bl because you have line 9 on San Vicente between 4th and 7th which operates every day, proposed Line 43 on San Vicente between 7th and 26th which runs weekday peak hours only, Line 14 on San Vicente between 26th and Montana which runs weekday school hours only, and Line 18 on San Vicente between Montana and Wilshire which operates every day. This would take at least 3 transfers to go through San Vicente Bl and people who do not have a TAP card would spend too much money on one-way fares and not only that it would not match the right schedule for transfer connections because of this. In order to reduce multiple transfers on San Vicente Bl, consider creating a new bus line with an all day weekday only service that can streamline travel on San Vicente Bl between Downtown Santa Monica and possibly UCLA via Ocean, San Vicente, and Wilshire.
Line 44
Support restarting the route but the line should only focus on 14th St instead of 17th St between Pico and Colorado.
Map of proposed Line 44(colored in gold)
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Packet Pg. 1201 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 18 Map of Proposed Line 44 bus stop locations
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Packet Pg. 1202 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations)
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Packet Pg. 1203 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 20 Map of line 14 on the north end of the route by traveling on Bundy(north of Wilshire), Montana, San Vicente, and Wilshire to end the route at Westwood/VA Hospital Station with bus stop locations.
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Packet Pg. 1205 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 23 Line 15
Support adding back weekend service and going through the Westwood/VA hospital Station. Consider extending weekday only route from Sunset/Barrington to Sepulveda/Moraga via Sunset Bl, Church Ln, Sepulveda Bl. Consider extending route from Expo/Bundy Station to Washington Pl/McLaughlin via McLaughlin.
Map of line 15 weekday only route from Sunset/Barrington to Sepulveda/Moraga
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Packet Pg. 1206 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 24 Map of line 15 extension from Expo/Bundy Station to Washington/McLaughlin via McLaughlin with the route going through Westwood/VA Hospital Station
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Packet Pg. 1207 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 25 Line 16
Support the recommended changes by extending line 16 to Westwood/VA hospital Station Line 17
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Packet Pg. 1208 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 26 Support the recommended changes
Line 18
Support extending the line further south on Via Marina but the route in Marina Del Rey area should go on Via Marina, Pacific, and Washington. Add service to the Hilgard Terminal area during daytime on weekdays between 6:30am and 8pm as well as serving the Charles E. Young/P2 Hub bus stop on weekdays between 8pm and 6:30am and all day on weekends
Map of line 18 in the Marina Del Rey area by going on Via Marina, Pacific, and Washington Map of line 18 in the UCLA area with the Hilgard Terminal stop served on weekdays between 6:30am and 8pm and the Charles E. Young/P2 Hub bus stop on weekdays between 8pm and 6:30am and all day on weekends
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Packet Pg. 1211 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) - REQUEST FOR ACTIONThe North Westwood Neighborhood Council—representing many stakeholders who ride Big Blue Bus and many residents of Santa Monica with work, business, or school in Westwood—strongly opposes certain changes by Big Blue Bus in the Brighter Blue plan, including removal of service to Hilgard Terminal on several routes and the removal of stops at Gayley Avenue/Strathmore Drive on Route 18. While the Council applauds the proposed increases in service to lines serving UCLA and Westwood, eliminating Hilgard Terminal and stops at Gayley/Strathmore would impose a significant negative impact on commuters and students.
Hilgard Terminal has been used for decades as the terminus for several Big Blue Bus lines, and service has been continually cut over the years to appease a vocal minority of residents at the cost of commuters. The current proposal would remove service from one of UCLA’s only sheltered bus stops—that is well located near to several professional schools and buildings with toilet facilities for operators—and move it to a parking lot that has no seating, limited lighting, and poor location. Additionally, the prospect of idling/out-of-service buses at the proposed Parking Structure 2 terminus could negatively impact pedestrian and cyclist safety by reducing visibility at a number of busy intersections and driveways on Charles E Young Dr E. If Hilgard Terminal must be eliminated or faces capacity limitations, McGowen Hall Bus Turnaround is a much better location to terminate some BBB services compared to Parking Structure 2, especially in regards to North Campus access.
Gayley Avenue/Strathmore Drive and Gayley Avenue/Landfair Avenue are important stops on Route 18 that serve the many UCLA students and staff living in the North Village, but will be eliminated by rerouting along Le Conte Avenue. We support consolidating termini on campus, but urge Big Blue Bus to maintain a stop at Gayley/Strathmore and Gayley Avenue/Landfair Avenue by routing via Strathmore Place before continuing on Charles E Young to a terminal on Northeast Campus (McGowan or Hilgard).
We strongly urge Big Blue Bus to reconsider these routings and to restore service to Hilgard Terminal and Gayley Avenue/Strathmore Drive. Big Blue Bus provides a valuable service to the students and residents of our neighborhood, and we hope that our feedback will inform an improved routing through UCLA that continues to serve these critical stops. Outside of these routing changes, the North Westwood Neighborhood Council commends Big Blue Bus for other proposed changes, especially more frequent headways on lines serving UCLA and frequent service to the future D line extension.
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Packet Pg. 1212 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) The Campus at Playa Vista, Corp.
Sandra Kitashima, Director of Experience
6200 Playa Vista Drive, Playa Vista, CA 90094
https://playavistacompass.com/
1 May 23, 2024
Big Blue Bus
Attn: Alfredo Torales, Transit Planning and Performance 1660 7th Street, Santa Monica, CA 90401
[email protected]
RE: Proposed Changes to Big Blue Bus Route 14
Dear Alfredo Torales and Big Blue Bus Brighter Blue team, We are writing this letter during your public comment period for the Brighter Blue Comprehensive Operational Analysis. We are submitting comments specifically on the proposed changes to Route 14 which aim to discontinue service into Playa Vista.
Playa Vista holds significant importance in the transportation landscape of Los Angeles due to its location and role as a hub for innovation and development. Situated near major thoroughfares and adjacent to Los Angeles International Airport (LAX), Playa Vista serves as a critical junction for residential, commuter and business travel. The area is a model of modern urban planning and has directly contributed to the regional acclaim of Silicon Beach. Playa Vista purposefully integrates mixed-use developments with sustainable transportation options such as bike lanes, walkable neighborhoods, electric vehicle charging stations, and efficient public transit connections.
Playa Vista excels as a national model for live-work-play developments—in large part because our community’s transportation plan ensures that we can responsibly manage how people travel here even as we grow. As required by the City of Los Angeles, each year we conduct trip monitoring to measure the success of the transportation plan and to comply with the standards outlined in our plan.
Big Blue Bus Route 14 service to Playa Vista plays a major role in the success of our transportation network and supports the implementation of Transportation Demand Management (TDM) practices that encourages sustainable transportation modes within and external to the site, including walking, biking, carpooling, and increased access to various public transportation modes.
DocuSign Envelope ID: 22539679-4415-41F4-BC74-9EB0F47397CD
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Packet Pg. 1220 Attachment: Attachment C - Outreach Summary (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 1 2024
Exis�ng Condi�ons Report
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Packet Pg. 1221 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 2 Table of Contents
Big Blue Bus Planning Context............................................................................................................7
1.1 Overview of Big Blue Bus Services and Service Area .......................................................................7
1.2 Recent Changes Affecting Service....................................................................................................8
1.3 Upcoming Projects Affecting Service.............................................................................................19
1.4 Planning Context Key Takeaways ..................................................................................................26 Market Assessment..........................................................................................................................27
2.1 Density ...........................................................................................................................................27
2.2 Demographics................................................................................................................................32
2.3 Destinations...................................................................................................................................41
2.4 Design.............................................................................................................................................43
2.5 Demand..........................................................................................................................................45
2.6 Market Assessment Key Takeaways..............................................................................................66 On-Board Survey Findings................................................................................................................67
3.1 Background ....................................................................................................................................67
3.2 Ridership Patterns..........................................................................................................................67
3.3 Importance & Satisfaction with BBB Services................................................................................73
3.4 Rider Encouragement ....................................................................................................................76
3.5 Service Design Tradeoffs................................................................................................................79
3.6 Rider Demographics.......................................................................................................................82
3.7 On-Board Survey Findings Key Takeaways ....................................................................................86 Service Evaluation............................................................................................................................87
4.1 Santa Monica Transit Service Overview.........................................................................................87
4.2 How Riders Use the Network.........................................................................................................89
4.3 How the System Performs.............................................................................................................98
4.4 What is the Quality of the Service? .............................................................................................108
4.5 Service Evaluation Key Takeaways...............................................................................................121 List of Figures
Figure 1: Big Blue Bus Service Area Popula�on Density .......................................................................................7 Figure 2: Forecasted Increases of Popula�on and Employment by 2035 ...........................................................14 Figure 3: LA Metro K Line....................................................................................................................................19 Figure 4: Metro D (Purple) Line Extension..........................................................................................................20 Figure 5: Sepulveda Transit Corridor Project ......................................................................................................21 Figure 6: Popula�on Density...............................................................................................................................28 Figure 7: Jobs by NAICS Industry Sector .............................................................................................................29 Figure 8: Density of All Jobs................................................................................................................................30 Figure 9: Jobs by Worker Age..............................................................................................................................31 Figure 10: Jobs by Race and Ethnicity .................................................................................................................31 Figure 11: Jobs by Worker Educa�onal Atainment............................................................................................32 Figure 12: Jobs by Earnings.................................................................................................................................32 Figure 13: Density of Youth Residents ................................................................................................................33 Figure 14: Density of Young Adults.....................................................................................................................34 Figure 15: Density of Senior Residents ...............................................................................................................35
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Packet Pg. 1222 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 3 Figure 16: Density of Low-Income Households...................................................................................................36 Figure 17: Density of Minority Residents............................................................................................................37 Figure 18: Density of Persons with Disabili�es...................................................................................................38 Figure 19: Density of Zero Vehicle Households in the Big Blue Bus Service Area...............................................39 Figure 20: Transit Demand Poten�al in the Big Blue Bus Service Area...............................................................40 Figure 21: City of Santa Monica Zoning ..............................................................................................................42 Figure 22: Na�onal Walkability Index, Big Blue Bus Service Area.......................................................................44 Figure 23: Zones of Interest for Big Blue Bus Origin-Des�na�on Analysis..........................................................46 Figure 24: Weekday Trips to the Westside by Origin Zone .................................................................................48 Figure 25: Average Daily Weekday Trips to Big Blue Bus Core Service Area by Origin Zone (2019 and 2023) ...49 Figure 26: Weekday Trips to Westside by Origin Zone Compared to Daily BBB Boardings by Zone (2023)........50 Figure 27: Weekday Trips Origina�ng in Central LA by Des�na�on Zone (2023)................................................52 Figure 28: Weekday Trips Origina�ng in the Pico Corridor by Des�na�on Zone (2023).....................................54 Figure 29: Weekday Trips Origina�ng in Zones Served by Route 5 (2023 Census Block Group Level) ...............55 Figure 30: Average Hourly Weekday Trips between Playa del Rey and Zones Served by BBB Route 16 ............56 Figure 31: Zones Served by Big Blue Bus Route 14 (2023)..................................................................................58 Figure 32: Average Daily Weekday Trips Origina�ng in Downtown Santa Monica by Des�na�on Zone ............59 Figure 33: Weekday Trips Origina�ng in Downtown Santa Monica (2023 Census Block Group Level)...............60 Figure 34: Weekday Trips Origina�ng in UCLA Westwood by Des�na�on (2023)..............................................62 Figure 35: Weekday Trips Origina�ng in the Valley by Des�na�on (2023).........................................................63 Figure 36: Survey Response by Zip Code ............................................................................................................68 Figure 37: Trip Origin & Des�na�on....................................................................................................................69 Figure 38: Origin-Des�na�on Pairs.....................................................................................................................69 Figure 39: Trip Purpose .......................................................................................................................................70 Figure 40: Frequency of Riding – Before COVID-19 ............................................................................................71 Figure 41: Frequency of Riding – In the Past Year...............................................................................................72 Figure 42: Frequency of Riding Before & A�er COVID-19 - Excluding New Riders.............................................72 Figure 43: More Frequent Service by Time of Day..............................................................................................77 Figure 44: Expanding Opera�ng Hours by Time of Week ...................................................................................78 Figure 45: Age of Riders......................................................................................................................................82 Figure 46: Household Income .............................................................................................................................83 Figure 47: Race/Ethnicity of Riders.....................................................................................................................84 Figure 48: Employment Status of Riders.............................................................................................................85 Figure 49: Big Blue Bus System Map (Aug 2023) ................................................................................................87 Figure 50: Big Blue Bus Monthly Bus Ridership, January 2019 - July 2023.........................................................90 Figure 51: Big Blue Bus Change in Monthly Bus Ridership and Revenue Hours, January 2019 - July 2023........90 Figure 52: 2023 Ridership and Vehicle Revenue Hours of LA Transit Providers as Percent of 2019 Values........91 Figure 53: Percent of Total BBB Bus Boardings by Hours, Weekdays, 2019 & 2023 ...........................................92 Figure 54: Percent of Total BBB Bus Boardings by Hours, Saturdays, 2019 & 2023............................................92 Figure 55: Percent of Total BBB Bus Boardings by Hours, Sundays, 2019 & 2023 ..............................................93 Figure 56: Average Daily Ridership by Day of Week, BBB Bus Services, 2019 & 2023........................................93 Figure 57: Average Ridership by Route, Weekdays, 2019 & 2023 ......................................................................94 Figure 58: Average Ridership by Route, Saturdays, 2019 & 2023.......................................................................95 Figure 59: Average Ridership by Route, Sundays, 2019 & 2023, ........................................................................95 Figure 60: Average Weekday Ridership by Stop, 2019 & 2023 ...........................................................................96 Figure 61: Top 10 Stops by Average Daily Weekday Boardings, 2019 & 2023 Boardings...................................97 Figure 62: Average Weekday Passenger Trip Length and Route Length .............................................................98
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Packet Pg. 1223 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 4 Figure 63: Average Weekday Produc�vity by Route, 2019 & 2023.....................................................................99 Figure 64: Average Saturday Produc�vity by Route, 2019 & 2023 .....................................................................99 Figure 65: Average Sunday Produc�vity by Route, 2019 & 2023......................................................................100 Figure 66: Produc�vity by Time Period and Day Type ......................................................................................100 Figure 67: Segment Produc�vity – Top 10 Performing Segments.....................................................................101 Figure 68: Segment Produc�vity – Botom 10 Performing Segments...............................................................102 Figure 69: Opera�ng Cost per Boarding, Weekdays, 2019 & 2023...................................................................103 Figure 70: Opera�ng Cost per Boarding, Saturdays, 2019 & 2023 ...................................................................104 Figure 71: Opera�ng Cost per Boarding, Sundays, 2019 & 2023......................................................................104 Figure 72: Subsidy per Passenger Trip, Weekdays, 2019 & 2023......................................................................105 Figure 73: Subsidy per Passenger Trips, Saturdays, 2019 & 2023.....................................................................106 Figure 74: Subsidy per Passenger, Sundays, 2019 & 2023 ................................................................................106 Figure 75: Percent of Total Running Time Composed of Recovery Time, Weekdays, 2019 & 2023 .................107 Figure 76: Percent of Total Running Time Composed of Recovery Time, Saturdays, 2019 & 2023 ..................107 Figure 77: Percent of Total Running Time Composed of Recovery Time, Sundays, 2019 & 2023 ....................108 Figure 78: Route Frequencies, Weekdays, 2019 ...............................................................................................109 Figure 79: Route Frequencies, Weekdays, 2023 ...............................................................................................110 Figure 80: Route Frequencies, Saturdays, 2019................................................................................................111 Figure 81: Route Frequencies, Saturdays, 2023................................................................................................112 Figure 82: Route Frequencies, Sundays, 2019 ..................................................................................................113 Figure 83: Route Frequencies, Sundays, 2023 ..................................................................................................114 Figure 84: On Time Performance at Timepoints by Route, Weekdays, Oct 2022 - Oct 2023 ...........................115 Figure 85: On Time Performance at Timepoints by Route, Saturdays, Oct 2022 - Oct 2023............................116 Figure 86: On Time Performance at Timepoints by Route, Sundays, Oct 2022 - Oct 2023 ..............................116 Figure 87: Scheduled Opera�ng Speed in Miles per Hour, Weekdays, 2019 & 2023........................................117 Figure 88: Actual Run Times vs Scheduled Run Times, Weekday Trips.............................................................118 List of Tables
Table 1: Summary of Service Changes by Route, March - May 2020....................................................................8 Table 2: Summary of Service Changes by Route Since the 2015 COA...................................................................9 Table 3: Developer TDM Requirements in City Municipal Codes .......................................................................16 Table 4: TDM-Related Efforts by City ..................................................................................................................17 Table 5: Top 10 Employers in the City of Santa Monica ......................................................................................29 Table 6: Average Daily Weekday Trips by Origin Zone to Big Blue Bus’s Core Service Area................................47 Table 7: Weekday Ridership Recovery at BBB stops near Linea Mixed-Used Development (Passenger Counts)64 Table 8: Weekday Ridership Recovery near Millennium Santa Monica Mixed-Used (Passenger Counts)..........64 Table 9: Weekday Ridership Recovery near UCLA Medical School Housing Development (Passenger Counts).65 Table 10: Transfer Rate by Route ........................................................................................................................67 Table 11: Top 10 Zip Codes of Riders ..................................................................................................................68 Table 12: Trip Purpose by Route .........................................................................................................................70 Table 13: Average Ra�ngs of Importance & Sa�sfac�on for BBB Services.........................................................73 Table 14: Importance of BBB Services by Rider Type..........................................................................................74 Table 15: Sa�sfac�on of BBB Service by Rider Type ...........................................................................................75 Table 16: Comparing Importance and Sa�sfac�on of BBB Services by Rider Type.............................................75 Table 17: Improvements to Encourage Riders to U�lize BBB More O�en..........................................................76 Table 18: More Frequent Service by Time of Day – by Route.............................................................................77
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Packet Pg. 1224 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 5 Table 19: Expand Hours by Route .......................................................................................................................79 Table 20: Design Tradeoff Responses by Route...................................................................................................80 Table 21: Service Design Tradeoffs by Rider Type...............................................................................................81 Table 22: Age of Riders by Route ........................................................................................................................82 Table 23: Household Income by Route ...............................................................................................................83 Table 24: Race/Ethnicity of Riders by Route .......................................................................................................84 Table 25: Employment Status of Riders by Route ...............................................................................................85 Table 26: Big Blue Bus Service Span and Frequency ...........................................................................................88 Table 27: Transit Service in Big Blue Bus Service Area Operated by Other Service Providers ............................89 Table 28: Top Ten Performing Route Segments ................................................................................................101 Table 29: Botom Ten Performing Route Segments..........................................................................................102 Table 30: Service and Ridership Characteris�cs, Route 7 and Rapid 7..............................................................120 Table 31: Service and Ridership Characteris�cs, Route 3 and Rapid 3..............................................................120
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Packet Pg. 1225 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 6 Introduction
The City of Santa Monica Big Blue Bus Brighter Blue Comprehensive Opera�ons Analysis (COA) is an opportunity to improve transit service in Santa Monica and West Los Angeles and to create a more equitable, effec�ve, and efficient transit network. This is the first comprehensive review of Big Blue Bus services since its last COA in 2015. Since then, factors like the COVID-19 pandemic, emergence of new technologies, and construc�on of new developments have impacted the demand for transit within the Big Blue Bus service area. In order to improve the experience of its customers, it is important for Big Blue Bus to evaluate the services it is delivering and make adjustments to beter respond to customer travel needs, priori�es, and preferences.
This COA will develop a five-year service plan for Big Blue Bus services that restores service back to preCOVID levels. The mobility landscape in Santa Monica and West Los Angeles will experience significant changes during this period – the much-an�cipated opening of the D Line subway along Wilshire Blvd. and extension of the K Line to LAX, the 2028 Olympics, and the transi�on to a zero-emission bus fleet. The COA plan seeks to address these upcoming changes as well as reflect recent changes in travel behavior and rider demand.
This report provides an overview of the exis�ng condi�ons faced by Big Blue Bus and is broken into four sec�ons.
1. Planning Context – overview of land use policies, planned developments, and other transit services affec�ng demand for transit service in Santa Monica and West Los Angeles
2. Market Assessment – analysis of the market demand for transit within the service area based on popula�on characteris�cs, employment opportuni�es, regional travel demand paterns, and the design of the built environment.
3. On-Board Survey Results – summary of findings from the Fall 2023 on-board survey ascertaining rider characteris�cs, sa�sfac�on with Big Blue Bus services, priori�es for service design, and desired areas of improvement.
4. Service Evalua�on – analysis of the performance of current Big Blue Bus routes with a comparison to pre-COVID service evalua�ng the efficiency and effec�veness of service delivery.
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Packet Pg. 1226 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 7 1. Big Blue Bus Planning Context
1.1 Overview of Big Blue Bus Services and Service Area The Big Blue Bus and its predecessor (The Santa Monica Municipal Bus Lines) have been providing public transporta�on services since 1928. The service area has always extended beyond the City of Santa Monica municipal boundaries into neighboring Westside communi�es and to the Pico-Rimpau area. The City of Santa Monica has a land area of 8.3 square miles while the BBB service area is 69 square miles. The City has a popula�on of 93,706 while the BBB service area has a popula�on of 1,022,273. Figure 1 is a map showing the boundaries of the City compared to the larger service area for the BBB network.
Figure 1: Big Blue Bus Service Area Population Density
The current BBB network has 18 routes which serve the City of Santa Monica with connec�ons to Los Angeles Interna�onal Airport (LAX), Culver City, Century City, UCLA/Westwood, Koreatown, and Downtown Los Angeles. The service is operated with a fleet of 195 vehicles with 124 buses on the road during weekday peak commute hours. BBB is the primary fixed-route bus service provider within the City and the route coverage dissipates as you get further from the City where service overlaps with LA Metro
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Packet Pg. 1227 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 8 and Culver City Bus. The “Service Evalua�on” sec�on of this report provides more details regarding the BBB routes and their performance.
The City of Santa Monica is a “Municipal Operator” and receives regional transit funding through an alloca�on formula administered by LA Metro. This formula includes a mixture of local, state, and federal funding. BBB par�cipates in regional ini�a�ves including the Metro TAP card program to allow for seamless travel between transit agencies in Santa Monica and those across LA County.
1.2 Recent Changes Affecting Service
1.2.1 Response to the COVID-19 Pandemic
The COVID-19 pandemic had a significant impact on BBB’s ridership and the level of service provided. BBB carried 629,190 riders in July 2023, thirty-nine (39%) percent less than the 1,033,892 carried in July 2019.
Comparing the same period, service provided as measured by vehicle revenue hours is 23% less from 45,543 monthly vehicle revenue hours to 34,908 hours.
Big Blue Bus implemented significant changes in how it provided service as a result of the COVID-19 pandemic reflec�ng both reduced passenger demand and more limited operator availability. In the first two months of the COVID-19 pandemic, service was reduced by 37% and included the following changes:
Table 1: Summary of Service Changes by Route, March - May 2020 Route Service Change
Rapid 3 Route suspended
Rapid 7 Route suspended
Route 16 Route suspended
Route 42 Route suspended
Route 44 Route suspended
All routes except 1, 3, and 7 Reduced service
In order to reduce unnecessary opportuni�es for the virus to spread, fare collec�on was suspended on all BBB services but was reinstated in February 2021. When the need to pay fares at the farebox was suspended, BBB also implemented a rear-door only boarding policy.
By July 2023, average monthly ridership was 61% of pre-COVID levels and service levels were restored to 77% of pre-COVID levels. Trends in ridership growth were not consistent across all routes; service was also not restored equally across all routes. Routes with service fully or mostly restored generally saw higher ridership recovery. In October 2021, Routes 1, 3, 9, 14 and 17, which had 80 to 96% of their service restored were carrying 57 to 75% of pre-COVID ridership. Ridership was lowest on routes that had service reduced the most at the onset of the pandemic and have yet to be restored to near pre-COVID levels such as Routes 2, 5, 8, Rapid 10, Rapid 12, 15, 18 and 41. The excep�on to the high-service recovery-high ridership rela�onship were routes that primarily serve Santa Monica College, which can be atributed to the reduc�on in in-person instruc�on. These routes, Routes 7, Rapid 7, 16 and 43, had their service mostly restored on weekdays but remain at or below systemwide ridership recovery levels. Revenue service hours on weekends for all routes were at 89-92% of pre-COVID levels and weekend ridership is at 61-66% of preCOVID levels.
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Packet Pg. 1228 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 9 Since the onset of the COVID-19 pandemic, Big Blue Bus has atempted to restore both ridership and service levels to what they were before the pandemic. BBB is pursuing a series of systemwide and routelevel ini�a�ves for improving service post-COVID that include:
• Improving travel �mes on targeted corridors
• Researching free and/or reduced fare programs
• Implemen�ng technology including, a new computer aided dispatch/automa�c vehicle loca�on so�ware, improved real-�me arrival predic�ons signs and apps, and mobile �cke�ng • Transi�oning to a zero-emission fleet
• Iden�fying transit hubs to facilitate transfers and for layovers • Bus stop inventory and improvements
• Procuring a turnkey vendor for the Mobility on Demand Every Day (M.O.D.E.) transporta�on service for seniors and people with disabili�es
• Safety measures targe�ng customers and operators
• Installing state-of-the-art on-board surveillance systems on the Big Blue Bus fleet Big Blue Bus also pursued route-level ini�a�ves to make each route more atrac�ve, faster, more frequent and more reliable. Ini�a�ves that were pursued but ul�mately not accomplished included implementa�on of transit improvements such as bus only lanes, queue jumps, transit signal priority and improved layover loca�ons.
Restora�on of service has been hindered by a shortage of bus operators, a trend that has affected transit operators na�onally since the pandemic. Despite extensive efforts to atract and retain operators, efforts to maintain the workforce levels needed to deliver planned services have so far had limited success. As of January 2023, BBB was s�ll facing a shor�all of 45 operators out of the Santa Monica Department of Transporta�on’s 317 budgeted posi�ons. The shortage of operators has impacted BBB’s on-�me performance, and the customer experience has been eroded by service reduc�ons. While the Department forecasts labor market changes that could help address its staffing gap, it will con�nue to expand its recruitment and reten�on efforts to fill vacant posi�ons.
1.2.2 Service Changes since the 2015 Comprehensive Opera�ons Analysis Big Blue Bus
The following changes to Big Blue Bus service have occurred since the last Comprehensive Opera�ons Analysis which was completed in 2015. The majority of these changes were made to capitalize on the opening of seven new sta�ons on the Expo light rail line in the BBB service area.
Table 2: Summary of Service Changes by Route Since the 2015 COA Route Service Change since 2015
Route 1 Alignment adjusted to serve Expo Sta�on
Route 2 Alignment adjusted to serve Expo Sta�on
Route 3 Alignment adjusted near LAX, frequency improved, span reduced Rapid 3 Alignment adjusted near LAX, service reduced to peak only Route 4 Service discon�nued
Route 5 Alignment adjusted to avoid Expo duplica�on
Route 6 Service discon�nued
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Packet Pg. 1229 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 10 Route 7/Rapid 7 Alignment rerouted in Downtown Santa Monica Express 7 New route; service suspended
Route 8 Alignment adjusted
Route 9 Alignment adjusted
Route 10 Alignment rerouted in Downtown LA
Route 12/Rapid 12 Alignment adjusted
Route 13 Service discon�nued
Route 14 Alignment adjusted
Route 15 New route
Route 16 New route
Route 17 New route
Route 18 New route
Route 20 Temporary bus bridge service; Service discon�nued Route 41 Route adjusted
Route 42 Service suspended
Route 43 New route
Route 44 Service suspended
Metro NextGen Changes
The Metro NextGen Bus Plan was developed to make their system more compe��ve for the current travel market. The plan was approved in October 2020 and is in the process of being implemented. The following sec�on includes the recommenda�ons for Metro Lines providing service within Big Blue Bus’s service area and provides a summary of the status of each change.
Line 4: Santa Monica Blvd (Exis�ng)
NextGen Recommenda�on:
Merge Lines 4 and 704 on Santa Monica Bl:
• New Line 4 would follow the exis�ng Line
4 & 704 routes between Downtown
Santa Monica and Downtown LA via
Santa Monica Bl and Sunset Bl
• Bus stops between Westwood and
Downtown LA would be adjusted
through consolida�on of underu�lized
stops to balance speed, reliability, and
accessibility, with only bus stops for
exis�ng Line 704 retained between
Westwood and Downtown Santa Monica
except during overnight OWL periods all
bus stops would be served in Santa
Monica.
• The highest frequency of service shown
would be available at all bus stops
between Westwood and Downtown LA
Original Line 4 Frequencies
Peak Midday Evening Owl
Weekday 14 15 21 30
Saturday 16 15 23 30
Sunday 20 17 24 30
NextGen Line 4 Frequencies
Peak Midday Evening Owl
Weekday 6 7.5 10 30
Saturday 7.5 10 10 30
Sunday 7.5 10 10 30
Fall 2023 Line 4 Frequencies
Peak Midday Evening Owl
Weekday 7.5 7.5 10-16 30
Saturday 10 10 10-15 30
Sunday 10 10 10-15 30
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Packet Pg. 1230 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 11 Current Status (Fall 2023):
Lines 4 and 704 have been merged. The new Line 4 frequencies generally meet the proposed frequenies in the NextGen plan except during weekday and weekend peak periods.
Line 20: Wilshire Blvd (Exis�ng)
NextGen Recommenda�on:
Merge Line 20 and Line 720 between
Downtown Santa Monica and Downtown LA via
Wilshire Bl., following the exis�ng Line 20/720
route:
• The highest frequency of service shown
would be available at all bus stops
between Westwood and downtown LA
• Underu�lized Line 20 bus stops between
Westwood and Downtown LA would be
consolidated to balance speed, reliability,
and accessibility, with Line 20 moving
from 7th to 5th and 6th Sts in Downtown
LA.
• New Line 20 would serve exis�ng Line
720 stops west of Sepulveda Bl to Santa
Monica except during overnight OWL
periods when all bus stops would be
served in Santa Monica.
• New Line 720 would operate peak
periods weekdays serving only exis�ng
Line 720 stops between Downtown LA
and Westwood
Original Line 20 Frequencies
Peak Midday Evening Owl
Weekday 15 12 28 30
Saturday 20 16 31 30
Sunday 23 20 29 30
NextGen Line 20 Frequencies
Peak Midday Evening Owl
Weekday 5 5 7.5 30
Saturday 6 6 7.5 30
Sunday 6 6 7.5 30
Fall 2023 Line 20 Frequencies
Peak Midday Evening Owl
Weekday 10-15 12 20-30 30
Saturday 20-30 12 20-30 30
Sunday 20-30 12 20-30 30
Current Status (Fall 2023):
The proposed merging of Lines 20 and 720 has not taken place yet.
Line 33: Venice Blvd (Exis�ng)
NextGen Recommenda�on:
Merge Line 33 and Line 733 between
Downtown Santa Monica and Downtown LA via
Venice Bl., following the exis�ng Line 33/733
route:
• Line 33 would be modified to serve Pico
Sta�on in Downtown LA
• Increased service frequency for all new
Line 33 bus stops between Santa Monica
and Downtown LA
• Underu�lized Line 33 bus stops between
Santa Monica and Downtown LA would
Original Line 33 Frequencies
Peak Midday Evening Owl
Weekday 17 18 30 60
Saturday 23 20 27 60
Sunday 28 23 28 60
NextGen Line 33 Frequencies
Peak Midday Evening Owl
Weekday 7.5 10 10 60
Saturday 10 10 10 60
Sunday 10 10 10 60
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Packet Pg. 1231 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 12 be consolidated to balance speed,
reliability, and accessibility
• New Line 33 would serve exis�ng Line
733 stops in Santa Monica except during
overnight OWL periods when all bus
stops would be served.
Fall 2023 Line 33 Frequencies
Peak Midday Evening Owl
Weekday 7 8 15 60
Saturday 14 10 15 60
Sunday 14 10 15 60
Current Status (Fall 2023):
Lines 33 and 733 have been merged. The new Line 33 frequencies generally meet the proposed frequenies in the NextGen plan except during evening and weekend peak periods.
Line 602: UCLA – Pacific Palisades via Sunset Blvd (Exis�ng) NextGen Recommenda�on:
More frequent service would be provided midday
weekday, evenings and weekends.
Current Status (Fall 2023):
The weekday frequencies on Route 602 do not
meet the NextGen plan and are actually worse
during the peak periods than pre-NextGen.
Sunday frequencies have improved to during the
peak and midday.
Original Line 602 Frequencies
Peak Midday Evening Owl
Weekday 29 43 46 -
Saturday 45 45 45 -
Sunday 55 69 46 -
NextGen Line 602 Frequencies
Peak Midday Evening Owl
Weekday 30 30 30 -
Saturday 45 45 45 -
Sunday 45 45 45 -
Fall 2023 Line 602 Frequencies
Peak Midday Evening Owl
Weekday 45 45 60 -
Saturday 45 45 60 -
Sunday 45 45 60 -
Line 720: Wilshire Blvd Rapid (Exis�ng)
NextGen Recommenda�on:
Merge Line 20 and Line 720 between
Downtown Santa Monica and Downtown LA via
Wilshire Bl., following the exis�ng Line 20/720
route:
• The highest frequency of service shown
above would be available at all bus stops
between Westwood and downtown LA
• Underu�lized Line 20 bus stops between
Westwood and Downtown LA would be
Original Line 720 Frequencies
Peak Midday Evening Owl
Weekday 8 11 16 -
Saturday 11 11 16 -
Sunday 14 12 17 -
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Packet Pg. 1232 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 13 consolidated to balance speed, reliability,
and accessibility, with Line 20 moving
from 7th to 5th and 6th Sts in Downtown
LA.
• New Line 20 would serve exis�ng Line
720 stops west of Sepulveda Bl to Santa
Monica
• Except during overnight OWL periods
when all bus stops would be served in
Santa Monica.
• New Line 720 would operate peak
periods weekdays serving only exis�ng
Line 720 stops between Downtown LA
and Westwood
NextGen Line 720 Frequencies
Peak Midday Evening Owl
Weekday 10 - - -
Saturday - - - -
Sunday - - - -
Fall 2023 Line 720 Frequencies
Peak Midday Evening Owl
Weekday 3-5 7.5 7.5-20 -
Saturday 7.5 7.5 12-20 -
Sunday 7.5 7.6 12-20 -
Current Status (Fall 2023):
The proposed merging of Lines 20 and 720 has not taken place yet.
Line 761: Van Nuys Blvd. Sepulveda Pass Rapid (New)
NextGen Recommenda�on:
New Line 761 would replace exis�ng Line 788,
serving high travel demand between San
Fernando Valley and the Westside
• New Line 761 would feature similar
service to former peak hour only Line 788
but would now operate frequent service
all day on weekdays and provide
weekend service
• Service through the Sepulveda Pass will
operate along Sepulveda Bl instead of I405 Freeway for improved access to the Gety Center, Skirball Center and
adjacent neighborhoods
• Owl service between Discovery Cube,
Van Nuys Bl, Sepulveda Bl and
Westside/E Line (Expo) would be
provided by Line 233
Original Line 788 Frequencies
Peak Midday Evening Owl
Weekday 20 - - -
Saturday - - - -
Sunday - - - -
NextGen Line 761 Frequencies
Peak Midday Evening Owl
Weekday 15 15 30-60 60
Saturday 30 30 30 60
Sunday 30 30 30 60
Fall 2023 Line 761 Frequencies
Peak Midday Evening Owl
Weekday 15 15 15-30 60
Saturday 30 30 30 60
Sunday 30 30 30 60
Current Status (Fall 2023):
Line 761 was implemented and Line 788 was discon�nued. The new Line 761 frequencies meet or exceed the NextGen plan goals.
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Packet Pg. 1233 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 14 1.2.3 Recent Policy Changes and Housing Ini�a�ves
Changing state and local policies and new rail construc�on in the Big Blue Bus service area could both shi� transit rider paterns and increase overall demand for BBB services in the coming decade. Among the most influen�al changes will be the California Regional Housing Needs Alloca�on (RHNA) effect on land use and density, especially around Metro Rail sta�ons.
Future development is expected to be concentrated along the Wilshire Boulevard, Santa Monica Boulevard, Colorado Avenue, Lincoln Boulevard, and Pico Boulevard corridors within Santa Monica, as well as in Downtown Santa Monica and surrounding Metro E Line sta�ons. Growth is also expected along Wilshire Boulevard and Santa Monica Boulevard in Westwood and Sawtelle, and along Overland Boulevard and around Metro E Line sta�ons in Palms and Culver City. Planned development in the en�re Big Blue Bus area (i.e., Santa Monica and West Los Angeles) areas is expected to lead to an increase of over 36,000 new residents and poten�ally 10,000 new jobs by 2035 per es�mates from the Santa Monica Travel Demand Model, mostly along Big Blue Bus lines 1, 2, 7, Rapid 12, 14, and 17. The West LA VA Medical Center and UCLA Student Housing plans will add thousands of new units of permanent suppor�ve housing and student housing in and around their respec�ve campuses, both of which are already significant ac�vity hubs.
Figure 2: Forecasted Increases of Population and Employment by 2035 Source: Santa Monica Travel Demand Model
Finally, the Metro D Line subway extension to Wilshire/Westwood and the VA Medical Center, the comple�on of the Metro K Line to LAX, and the exis�ng Metro E Line in between will further drive the need for frequent and dependable north-south connec�ons par�cularly in the eastern por�on of the service area.
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Packet Pg. 1234 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 15 To mi�gate poten�al increased traffic and vehicle-miles travelled from new development, Big Blue Bus can leverage planned bus lane and transit priority streets projects. The Westside Ci�es Council of Governments (COG) Westside Mobility Study and LADOT Livable Streets Program propose improvements along Lincoln Boulevard, Santa Monica Boulevard, Wilshire Boulevard, and Pico Boulevard. In addi�on to the aforemen�oned corridors, Bundy/Cen�nela Avenue and Overland Boulevard are iden�fied within the Transit Enhanced Network (TEN) of the City of Los Angeles Mobility Plan 2035, all of which may see increased priori�za�on of transit improvements. Corridors with expected development but without planned transit priority projects—including Palms Boulevard, Westwood Boulevard, and Sawtelle Boulevard—should be monitored, as bus speed and reliability may be degraded as development occurs.
With the recent passing of Los Angeles Safe Streets for All Ini�a�ve (measure HLA), which requires the City to priori�ze street improvement measures described in the City’s Mobility Plan, these projects have a greater likelihood of being implemented.
Santa Monica City Council adopted the 2021-2029 update of the Housing Element of the Santa Monica General Plan in October 2022. The latest update con�nues to site housing in mixed-use areas with easy access to transit op�ons with a further emphasis on affordable housing and equitable housing access across all of Santa Monica’s neighborhoods.
The Housing Element has a target to build 8,895 units, of which 6,168 would be affordable housing units, mostly located in the Downtown, Bergamot, and Mid-City neighborhoods of Santa Monica. For this COA, the City should an�cipate increased demand on Santa Monica Boulevard (Route 1), Wilshire Boulevard (Route 2), Colorado Avenue (Route 5), and routes serving Downtown Santa Monica.
1.2.4 Current Transporta�on Demand Management Programs
City-led Transporta�on Demand Management (TDM) efforts present an opportunity for Big Blue Bus (BBB) to gain ridership and improve its service. TDM refers to strategies aimed at reducing vehicle miles traveled and greenhouse gas emissions by shi�ing trips from single occupancy vehicles to alterna�ve modes of travel.1 TDM requirements o�en include pos�ng informa�on about transit services and, in some cases, require developers to invest in pedestrian infrastructure and transit ameni�es. By proac�vely working with developers to implement transit-related TDM requirements, BBB could raise awareness of its services and ensure transit-related infrastructure investments align with BBB priori�es and design standards. However, as more projects are being shi�ed to by-right development, these poten�al infrastructure investments will be harder to come by. Addi�onal opportuni�es include collabora�ng with ci�es on upda�ng their TDM requirements and exploring how TDM-generated revenue could go towards transit.
Overview of TDM within Big Blue Bus Core Service Area
Each city within BBB’s service area has a TDM ordinance in their municipal code. The ci�es’ TDM ordinances specify physical and programma�c requirements developers must implement if their project exceeds a certain size, which are summarized in Table 3. The City of Santa Monica includes about 30 percent of BBB service, the City of Los Angelesincludes about 65 percent of BBB service, and the remaining five percent is distributed between unincorporated Los Angeles County, Culver City, and Inglewood. All four ci�es, as well as por�ons of LA County, within BBB’s service area require developments above a certain size to display transporta�on informa�on, including maps and schedules of public transit routes serving the site, in a prominent area accessible to employees/residents. The City of Santa Monica has the most 1 Southern California Associa�on of Governments, “Transporta�on Demand Management.” htps://scag.ca.gov/TDM
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Packet Pg. 1235 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 16 robust requirements, as it applies to both residen�al and nonresiden�al developments and mandates both developers and employers to prepare a TDM plan. The Santa Monica TDM requirements strive to reduce the inherent subsidies for automobile ownership and travel while encouraging the promo�on of nonsingle occupancy vehicle (SOV) modes of travel. The Santa Monica TDM ordinance does not require developers to invest in pedestrian or transit infrastructure. All capital requirements (outside of the transit screen) are part of the zoning ordinance and are not triggered by the TDM ordinance or thresholds. Santa Monica is also the only city that requires developers to provide a transporta�on allowance, which must be equal to 50-100% of the current cost of a monthly regional transit pass, depending on where the development is located.
Table 3: Developer TDM Requirements in City Municipal Codes City Applicable
Developments
TDM Requirements
Posted
transportation
information
Designated
carpool/
vanpool
parking
Bicycle
parking
Bus stop
improvements1
Carpool/
vanpool
loading
area
Transportation
allowance
Incentives2
Culver
City
New development
greater than 25k sf (>50k+ sf) (>50k+ sf) (>100k+ sf) (>100k+ sf) N/A N/A Inglewood
Nonresidential
development
greater than 25k sf (>100k+ sf) (>100k+ sf) N/A N/A
Los
Angeles
Nonresidential
development
greater than 25k sf (>50k+ sf) (>50k+ sf) (>100k+ sf) (>100k+ sf) N/A N/A Santa
Monica
New development
meeting specific
thresholds3
(Commercial
uses with >50
parking
spaces)
N/A N/A
Sources:
• City of Culver City, “The Municipal Code of the City of Culver City, California.” https://codelibrary.amlegal.com/codes/culvercity/latest/culvercity_ca/0-0-0-33516 • City of Inglewood, CA, “Inglewood, California Municipal Code.” https://library.qcode.us/lib/inglewood_ca/pub/municipal_code/item/chapter_10-article_12-section_10_151 • City of Los Angeles, “Official City of Los Angeles Municipal Code.” https://codelibrary.amlegal.com/codes/los_angeles/latest/lapz/0-0-0-1 • City of Santa Monica, “Code of Ordinances.” https://ecode360.com/42781804#42781804 Notes: 1 Only required if city determines it is necessary to mitigate the impacts of the development project. 2 Includes parking cashout for nonresidential projects, incentives for employees that live within a ½ mile radius of their workplace, and customer incentive programs.
3 TDM requirements are triggered in Santa Monica if the new development is a commercial development of 7,500 square feet or more, a residential development of 16 or more dwelling units, or a mixed-use development with either “16 or more residential units with any associated nonresidential floor area or 7,500 square feet or more of nonresidential floor area with any number of residential units.”
In addi�on to a TDM ordinance, Los Angeles and Santa Monica have TDM programs in place, which provide developers and employers with resources to meet city TDM requirements. Inglewood has a more targeted TDM program in partnership with Los Angeles World Airports (LAWA), which provides free shared van rides to LAX employees who live in the City of Inglewood. LAWA operates a broader TDM program for all airport employees called LAWA Rideshare, which provides carpool match assistance, a vanpool program, bike lockers for bike commuters, and incen�ves for employees who commute on transit, in a vanpool, or in a carpool. Culver City is in the process of developing a TDM program and Los Angeles is in the process
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Packet Pg. 1236 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 17 of upda�ng its TDM program—both program updates include revisions to the ci�es’ exis�ng TDM ordinance. Table 4 summarizes ongoing ini�a�ves related to TDM in each city within BBB’s service area.
Table 4: TDM-Related Efforts by City
City TDM Ordinance TDM Program
Culver City In process of revising existing
ordinance
In process of developing a
program
Inglewood Ordinance in place Program with LAX in place
Los Angeles In process of revising existing
ordinance
In process of updating existing
program
Santa Monica Ordinance in place Program in place
Sources:
• Culver City Transportation Department, “Short Range Mobility Plan FY 2022-2026.” https://www.culvercitybus.com/files/assets/bus/v/1/documents/shortrangemobilityplan_fy2022-2026.pdf; • Los Angeles City Planning, “Mobility.” https://planning.lacity.org/plans-policies/initiatives-policies/mobility. • LAWA, “LAWA Mobility.” https://www.lawa.org/lawa-environment/lawa-mobility TDM Opportuni�es for Big Blue Bus
The TDM ordinances and programs in place within BBB’s service area, together with the revisions underway, present an opportunity for BBB to gain ridership and improve its service. This sec�on outlines three poten�al strategies for leveraging city led TDM efforts to atract more riders and funding for service improvements.
Support developers in satisfying existing requirements
Pos�ng transporta�on informa�on is a requirement for new developments above a certain size in Culver City, Inglewood, Los Angeles, and Santa Monica. BBB can leverage its transit marke�ng exper�se to develop materials that incorporate messaging that best atracts new riders and share these with employers and large residen�al developments within its service area. Outreach efforts encouraging the use of these materials should priori�ze employers and large residen�al developments in Santa Monica, where developers are required to provide a transporta�on allowance to employees and residents. In Santa Monica specifically, the City’s Transporta�on Management Organiza�on (TMO) has created the mul�- modal new resident packet for residen�al projects that features BBB, Metro and other non-SOV op�ons adjacent to the residen�al project and usually includes a TAP card.
In Santa Monica, Culver City, Inglewood, and Los Angeles, bus stop improvements are required for larger developments if the city iden�fies the project will have a transporta�on impact. Developing a clear process for ci�es and developers to align with BBB on desired stop ameni�es and design standards would ensure these bus stop improvements are coherent and meaningfully improve the rider experience. BBB can set the expecta�on for developers to reach out when they are required to make bus stop improvements; however BBB should also consider dedica�ng resources internally to tracking new developments that meet city thresholds for TDM measures. This could take the form of a staff or contractor posi�on whose role includes monitoring development news and short-term plans on a regular basis.
Provide input on the ongoing revisions to TDM ordinances and programs Many of the ci�es within BBB’s core service area are currently revising their TDM ordinance, developing a TDM program, or upda�ng an exis�ng TDM program. While these efforts are in their later stages, BBB should connect with ci�es’ transporta�on departments to understand what transit-related strategies are
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Packet Pg. 1237 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 18 being proposed and determine whether any high impact levers for encouraging transit use are missing.
The California Air Pollu�on Control Officers Associa�on (CAPCOA) Handbook for Analyzing Greenhouse Gas Emission Reductions, Assess Climate Vulnerabilities, and Advancing Health and Equity (2021) quan�fies the poten�al vehicle miles traveled (VMT) reduc�on from implemen�ng various transporta�on measures. CAPCOA research shows that offering subsidized or discounted transit passes to employees can reduce employee commute VMT by up to 5.5% and that requiring employers to price onsite parking and offer employee parking cash-out can reduce employee commute VMT by 20% and 12% respec�vely. These es�mated VMT reduc�ons suggest requiring developers or employers to provide transit pass subsidies and price onsite parking/offer parking cash-out can shi� trips from single occupancy vehicles towards other modes, such as transit. Programs that would eliminate free/subsidized employee parking and provide employees with a more universal transporta�on allowance (that could be used for transit, but other modes as well), has also been shown to significantly reduce VMT, according to research by the Federal Highway Administra�on. BBB should also coordinate with ci�es developing or upda�ng their TDM programs to ensure future investments in bike and pedestrian infrastructure include improved access to BBB stops.
1.2.5 2022 Fare Policy Changes
In April 2022, BBB staff proposed and City Council adopted a series of changes to the system’s fare structure. The goals of these fare changes were to:
• Lower fares for customers and increase Big Blue Bus ridership: Following the significant impacts that COVID-19had on ridership, Big Blue Bus is using fare policies to assist in increasing ridership. • Align fare products with customer preferences
• Simplify the fare structure
• Maintain customer safety: In an atempt to maximize social distancing to reduce the threats of illness, Big Blue Bus wanted to ensure that contactless fare payments were possible • Improve on-�me performance: Contactless payment op�ons allow for quicker payment of fares, decreasing dwell �mes and increases on-�me performance.
In response to the COVID-19 pandemic, BBB suspended all fare payment collec�on between March 2020 and February 2021. Having made significant changes to fare collec�on, BBB began to explore more sustainable changes to its fare structure in order to retain some of the benefits associated with not collec�ng fares. The specific changes to atain the goals listed above included:
• Free transfers for contactless fare media users: Users receive a free BBB to BBB transfer within two hours on contactless single ride and mul�-ride passes • Change to mul�-ride passes: The $14 Regular 13-Ride Pass was replaced with $9 10-Ride Pass; the $6 Senior, Disabled and Medicare 13-Ride Pass was replaced with a $4.50 10-Ride Pass. • Introduc�on of a youth pass: Temporary $19 Youth 30-Day Unlimited Pass was made permanent. • Free rides for children 5 years and younger: Previously 4 years and younger. • Accep�ng Metro 1-Day Passes
• Discon�nua�on of paper passes: All pass sales were moved to contactless fares. • Discon�nua�on of Big Blue Bus Tokens
• Con�nuing no fare/par�al fare policies: The COVID policy of allowing customers with no fare or par�al fare was made permanent.
• Making BBB fare media available in more loca�ons: Pay a 3.75% commission to incen�vize TAP retailers to carry BBB passes, which is in line with Metro policy
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Packet Pg. 1238 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 19 1.3 Upcoming Projects Affecting Service
1.3.1 Future Opening of Metro Rail Lines
Metro K Line (Crenshaw)
The Metro K (Crenshaw) Line is a north/south light rail connector between the east/west E (Expo) and C (Green) Lines. In October 2022, the K (Crenshaw) Line opened between Expo/Crenshaw and Westchester/Veterans in Inglewood. Once the full route is opened in 2024, the line will directly connect with LAX via an automated people mover at the new LAX/Metro Transit Center (96th Street) sta�on. This new sta�on will serve as the primary transit center for LAX, replacing the LAX City Bus Center and reducing the dependence on the exis�ng Avia�on/LAX C (Green) Line sta�on. In addi�on to LAX, the K Line provides connec�ons to Downtown Inglewood and the future Inglewood Transit Connector people mover to The Forum, SoFi Stadium, and the Intuit Dome (Clippers Arena).
Figure 3: LA Metro K Line
Source: htps://kline.metro.net/
BBB currently serves the K Line via Route 14 linking Westchester/Veterans sta�on to Playa Vista and West LA via Cen�nela Avenue and Bundy Drive. Addi�onally, following the comple�on of the project, Routes 3 and Rapid 3 on Lincoln Boulevard will connect with the line, and all bus services to LAX from the north are expected to terminate at the LAX/Metro Transit Center.
As of June 2023, LA Metro has adopted an opera�ng plan for the K and C lines that will restructure their respec�ve alignments. The K line will take over the Mariposa, El Segundo, Douglas, and Redondo Beach sta�ons on the C line, providing a more north/south alignment. The C line will start at the new LAX/Metro Transit Center, providing the rest of the line with direct access to LAX. Significant transit-oriented
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Packet Pg. 1239 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 20 development is planned through the Westchester/Veterans, Downtown Inglewood, and Fairview Heights sta�ons, increasing demand for transit service in this area.
Metro D Line Extension (Purple Line)
The extension of the D Line subway from Koreatown to Westwood represents a poten�ally transforma�onal opportunity for mobility across LA. The project is set to open in phases between 2025 and 2027, with the opening of Westwood/UCLA sta�on and Westwood/VA Hospital sta�on as a part of the final phase in 2027. This high-capacity transit corridor will link Downtown LA and the Westside in approximately 25 minutes, a 50% �me reduc�on compared to exis�ng transit services. The completed D Line will also reduce transit travel �mes between Santa Monica and other regional des�na�ons such as Pasadena and North Hollywood. The service could have a significant effect on regional travel to and from the Westside, shi�ing riders from exis�ng bus lines like the R7 to others like Routes 1, 2, 8, 12, 17 and 18 that interface with the future rail line. Addi�onally, BBB is well-posi�oned to provide first/last mile transit services north of Wilshire Boulevard into the UCLA campus using Routes 1, 2, 8, R12, 17, and 18.
Figure 4: Metro D (Purple) Line Extension
Source: htps://www.metro.net/projects/westside/
Sepulveda Transit Corridor Project
The Sepulveda Transit Corridor Project is a plan for construc�ng rail transit service between the San Fernando Valley and Westside Los Angeles. The project's northern terminus will be located at the Van Nuys Metrolink/Amtrak Sta�on and its southern terminus would be at either the Expo/Sepulveda or Expo/Bundy Metro E Line sta�ons. Metro is currently in the environmental review phase of the project.
Five alterna�ves with service being provided by monorail or heavy rail are currently being evaluated. The forecasted opening date for the service is 2033-2035. The project could have a significant impact on regional travel to and from the Westside. BBB service could play a first/last mile role for passengers
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Packet Pg. 1240 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 21 traveling from the San Fernando Valley. Routes that would most likely be affected are those serving UCLA, and routes 5, 7, 14, and/or 15, depending on the ul�mate southern terminus of the route.
Figure 5: Sepulveda Transit Corridor Project
Source: htps://www.metro.net/projects/sepulvedacorridor/
1.3.2 Planned Developments Within the Service Area
Santa Monica Downtown Community Plan (2017)
The Downtown Community Plan (DCP) is intended to be the regulatory document which will guide the development in Downtown Santa Monica over the coming decades. The DCP incorporates the most aggressive Transporta�on Demand Management (TDM) measures in the city to encourage walking, bicycling, and transit use over automobile use. Circula�on interven�ons and improvements for the DCP area include wayfinding and first/last mile connec�ons that will make transit use an easier and more appealing op�on for the thousands of visitors to Downtown Santa Monica.
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Packet Pg. 1241 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 22 Today, 12 out of 18 Big Blue Bus routes operate through Downtown Santa Monica, and it is the start/end point of routes on major corridors such as Wilshire Boulevard, Pico Boulevard, and Lincoln Boulevard. BBB services are supported in the area by the nearby BBB maintenance facility, encompassing most of the area bounded by 5th Street, Colorado Avenue, 7th Street, and Olympic Boulevard.
Chapter 3 of the DCP, Access and Mobility, provides the following policy direc�on for transit and other transporta�on modes in downtown:
• 3.3A. Transporta�on is a key part of realizing community values o Transporta�on should be used to further community values of sustainability, wellbeing, safety, diversity and innova�on.
• 3.3B. Priori�ze pedestrians
o Streets should have sidewalks that are safe and comfortable, provide width to meet demand and allow people to walk side by side, are visually s�mula�ng and provide an interes�ng walk.
o Public projects to increase pedestrian ligh�ng Downtown should be pursued in phases to increase the effec�ve walking distance and reduce the need for people to depend upon vehicles for evening travel.
• 3.3C. Reduce the frustra�on of vehicle conges�on by increasing reliability and shortening driving distances
o Improve wayfinding to provide guidance to transit riders and other downtown travelers. • 3.3D. Increase the carrying-capacity of public streets for all users o Transit is a crucial element of Downtown Santa Monica’s transporta�on environment. o Con�nued investment in dedicated transit facili�es and well-located stops and layover zones will increase reliability, decrease travel �mes, and ensure rider safety and comfort. • 3.3E. Create a downtown that enjoys the richest diversity of transporta�on op�ons o Explore an internal circulator for downtown.
o Leverage the area of street adjacent to curb.
• 3.3F. Lead innova�on and ac�vely incorporate new technologies o Use data to inform change.
• 3.3G. Complete, high quality, and safe streets for all modes o Vehicle speed downtown exceeding 25 miles per hour should be evaluated to assess the tradeoffs between travel �me and safety.
• 3.3H. Carefully manage parking as part of the transporta�on system Some of these improvements have already been implemented and some priori�es have changed since the DCP was completed:
• A fixed route hop-on/hop-off circulator service to augment access for visitors and persons with disabili�es. Tested briefly within the last five years but not continued. • Reconfigura�on and/or increasing frequency of bus routes serving Downtown. • Improved bus traveler informa�on (e.g., NextBus). This has been completed. • Reloca�on of bus stops in the Downtown area to beter serve the Downtown Santa Monica E Line sta�on. This appears to be complete.
• Bus stop pull-outs on 4th Street in the vicinity of Downtown Santa Monica sta�on. • Possible bus transit plaza at the BBB yards. Bus layovers surrounding the yards have been implemented as recommended by the DCP.
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Packet Pg. 1242 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 23 • New public bus service on Lincoln Boulevard between Wilshire Boulevard and Pico Boulevard.
There has been since modification to routes with service established between Wilshire Boulevard and Santa Monica Boulevard, but not as far as Pico. In the meantime, several high-density redevelopments have begun near the intersection of Lincoln and Colorado which is directly served only by the hourly Line 5.
The updated Housing Element modified the requirements for residen�al development within the DCP to increase poten�al for dense development at the core of the BBB service area. Housing produc�on since the DCP was adopted has been slow, although some developments are now planned. Similar to the Land Use and Circula�on Element (LUCE), this is a good �me to reevaluate the planned improvements for improved transit circula�on through downtown.
Bergamot Area Plan
The 2013 Bergamot Area Plan (BAP) was created to guide an�cipated future development around the E Line sta�on located at Olympic Boulevard & 26th Street. The BAP is centered on the historic Bergamot sta�on industrial neighborhood. Service in the BAP area consists of Routes 5, 16, and 43, which link the area to several local des�na�ons such as Playa del Rey and Century City, albeit at low frequencies. Routes 16 and 43 fulfill objec�ves in the BAP to expand transit service around eastern Santa Monica, linking des�na�ons such as employment centers on Santa Monica and Wilshire Boulevards and the Santa Monica Business Park.
There are measures included in the BAP that could increase demand for transit service. The BAP allows for a higher floor area ra�o (FAR) without the provision of addi�onal parking, a transformed circula�on system in which exis�ng blocks are subdivided with pedestrian and bicycle-only pathways increasing the safety and convenience of alterna�ves modes to driving, and many aggressive TDM measures. However, the 2021-2029 Housing Element noted that since the 2013 adop�on of the BAP, only three residen�al projects have been proposed in the Bergamot area, as a result of complex design standards defined by the BAP.
Therefore, through the Housing Element, the city has launched a program to revise the BAP over the next three years to provide more clarity and incen�vize housing produc�on around the Bergamot sta�on area.
Meaningful change in this area is unlikely for several more years and connec�ng lines 5, 16, and 43 to the E Line sta�on could be reconsidered based on produc�vity.
Memorial Park Neighborhood Plan
The 2016 Memorial Park Neighborhood Plan (MPNP) is a dra� plan for the area encompassing Memorial Park and the 17th Street/SMC E Line sta�on located at Colorado Avenue & 17th Street. The plan called for enhanced recrea�onal facili�es, improved pedestrian and bicycle infrastructure, new local retail, and a variety of types of residen�al development which would increase the density of the area in a similar – though less intense – fashion to the BAP. As the MPNP never progressed past the dra� stage, it was never adopted.
Four circulator routes were implemented by BBB to improve connec�vity to the 17th Street sta�on and MPNP plan area with Santa Monica College and other neighborhoods throughout Santa Monica.
Redevelopment has been slow in this area. Reevalua�on of the circulator routes with respect to their larger area anchors (especially SMC) is warranted.
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Packet Pg. 1243 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 24 East of Santa Monica: The Expo Transit Neighborhood Plans VA and UCLA Student Housing Several plans in the greater West LA area could have a cumula�ve effect on transit demand for lines to the east of the BBB service area: The Expo Transit Neighborhoods Plan, the West LA VA Campus Master Plan, UCLA student housing, and the extension of the D Line subway.
The Exposi�on Corridor Transit Neighborhood Plan (Expo TNP) is a specific plan adopted in 2019 applicable to developments in the City of Los Angeles within a half mile of the Bundy, Sepulveda, Westwood/Rancho Park, Palms, and Culver City sta�ons. The Expo TNP incen�vizes increased residen�al and mixed-use development in sta�on areas while also providing policies such as unbundled parking and transit benefits to encourage non-car modes. The plan recommends streetscape and ac�ve transporta�on interven�ons that improve access to transit.
The 2022 West Los Angeles VA Campus Master Plan envisions the redevelopment and restructuring of uses over the coming 15 years. Central to the plan is the requirement to add a minimum of 1,200 permanent suppor�ve housing units to the VA campus over the next decade. The Master Plan addresses the transforma�onal change of the opening of the Westwood/VA Hospital D (Purple) Line sta�on on the property in 2027 and resul�ng transit and mobility hub that will develop. The Plan includes provisions to increase vehicular and pedestrian access and improve circula�on throughout the campus. Many of the new suppor�ve housing units will be constructed on the north side of the campus, and increased access points will provide beter connec�ons to Routes 14 and 15 on Bringham and Barrington Avenues. Finally, new circulator shutle services are envisioned to link the future D Line sta�on with both the north and south por�ons of the campus.
The 2016 UCLA Student Housing Master Plan puts a strong emphasis on developing housing on campus and at proper�es directly adjacent to the campus. Today, about 38% of the over 30,000 student popula�on resides on campus, and the Housing Master Plan seeks to raise this to 51% of students. Off-campus housing purchases by the university north of Westwood Village are also expected to be priori�zed.
Given that UCLA students and commuters have tradi�onally made up a significant por�on of BBB ridership, this shi� may result in changes to travel paterns across the network. More UCLA students residing on campus may necessitate the need for service paterns to serve off-campus student trips for recrea�on and social ac�vi�es as opposed to an emphasis on commu�ng towards campus. However, staff and faculty commu�ng to UCLA will con�nue to be a large tradi�onal ridership base, and the Housing Master Plan indicates off-campus housing developments may be purchased by the university up to five miles from campus, encompassing much of the BBB service area. To date, housing development plans made public have focused on infill development within Westwood.
With these developments, there is likely to be increased demand along Rapid 12, and Routes 1, 2, 8, 14, 15, 17 and 18 which serve UCLA, Westwood, the VA, and the neighborhoods in West LA, Sawtelle, Westwood, and Palms where the Expo TNP will drive increased development. There are already signs of these changes around the Expo/Bundy sta�on with three blocks of single-family homes about to be replaced by over 600 residen�al units while the former Mar�n Cadillac site is about to open the “West Edge” development, also with 600 apartment units.
Santa Monica Airport Redevelopment
In January 2023, the City of Santa Monica ini�ated a public process to determine the future of the Santa Monica Airport. The airport is authorized to close a�er December 31, 2028, pending City Council ac�on.
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Packet Pg. 1244 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 25 Big Blue Bus Brighter Blue COA Existing Conditions Report The airport occupies over 200 acres of land in the southeastern corner of the city. Closure of the airport presents a rare opportunity for Santa Monica to design, program and develop one of the largest remaining spaces in Los Angeles County. The “Future of Santa Monica Airport Project” will be a mul�-year effort to engage the community in how this space can best serve the City and how it can fund and govern the asset.
Several alterna�ves are expected to undergo future evalua�on. Transit demand to the site should increase under any alterna�ve, but the amount of increase will depend on the alterna�ve chosen (for example, whether the land is turned into a park or a housing site). BBB should engage in the Future of Santa Monica Airport alterna�ves process to refine transit service decisions. There is also an opportunity to build a mobility or transit center at the site for the mul�ple Big Blue Bus routes that serve the area. It is important for BBB to stay engaged in conversa�ons from the beginning to ensure that mobility considera�ons are an integral part of the proposed plan rather than an a�erthought.
1.3.3 Implementa�on of the Batery Electric Bus Fleet
In 2021, the City of Santa Monica conducted a feasibility study for transi�on to a fleet of batery-electric buses (BEB) in response to a commitment made by Santa Monica City Council to have the Big Blue Bus fleet be 100% zero-emission by 2030. As of the �me of this analysis, BBB had 19 BEB vehicles in its fleet.2 The study analyzed whether it was possible to operate its current (as of 2019) service schedule while accommoda�ng the charging �me needs of a BEB fleet, assuming that buses would never fall below 20% batery charge. The study found that two different batery sizes would be required to operate its current schedule, along with the ability to schedule and dispatch vehicles to ensure that vehicles were assigned to appropriate scheduling block. Big Blue Bus preferred a fleet that used a uniform batery size, but this op�on was found to require an average of six addi�onal buses throughout the day, needing a maximum of 14 addi�onal vehicles to provide the current schedule of service.
The implementa�on strategy recommended that vehicle purchases be made through 2030, with the bulk of purchases made between 2024 and 2027. This strategy assumed that the number of vehicles in the fleet would remain stable at 195 vehicles. As of the wri�ng of the report, the lead �me for vehicles was 12 to 18 months. The transi�on to a BEB fleet will also require a phased installa�on of chargers at Big Blue Bus’s facili�es and an increase to the facility’s electrical service capacity. Installa�on of vehicle charging infrastructure and u�lity improvements to Big Blue Bus’s facili�es are to occur in phases through 2030.
1.3.4 The 2028 Olympics
In the Summer of 2028, the Los Angeles area will host its third Olympic games, drawing athletes and spectators from across the country and around the world. Over the mul�-week event, many events are expected to occur at several venues across the BBB service area.
UCLA will also be the site of the Olympic Village with the training center and athlete housing. BBB should be prepared for large passenger loads to these and other des�na�ons. Addi�onally, major traffic disrup�ons are likely during this �meframe near Olympic venues. BBB should an�cipate and plan for the need for stop closures/reloca�ons during events and temporary transit lanes to maintain bus speed and reliability. The Olympics streets and transit management planning efforts are already underway to address these issues.
2 htps://smmirror.com/2023/05/big-blue-bus-gets-closer-to-zero-emission-status-with-23m-grant/
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Packet Pg. 1245 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 26 1.4 Planning Context Key Takeaways The following are key takeaways from the Planning Context which should be taken into consideration when developing the COA recommendations.
• BBB has a history of providing transit service outside the City of Santa Monica to key destinations in West LA and connections to the regional transit system. • Bus service levels have not returned to pre-pandemic levels as the City has faced motor coach operator shortages and lower ridership to key destinations. • The last BBB COA in 2015 focused on integration with the Metro E Line. • Metro has implemented most of the recommendations in the NextGen plan within the City of Santa Monica. The exception is the consolidation of Lines 20 and 720 which has not been implemented yet. The substantially increased frequencies on the Metro Line 20 and Line 4 will create competition for riders on the Wilshire Blvd and Santa Monica Blvd corridors where BBB operates Routes 2 and 1.
• Future development in the BBB service area is expected to be concentrated along the Wilshire Boulevard, Santa Monica Boulevard, Lincoln Boulevard, and Pico Boulevard corridors within Santa Monica, as well as in Downtown Santa Monica and surrounding Metro E Line stations. • Big Blue Bus can leverage planned bus lane and transit priority streets projects. These include LADOT Livable Streets Projects along Santa Monica Boulevard (City of LA) and Lincoln Boulevard (City of LA), as well as proposed improvements along Wilshire and Pico Boulevard through the Westside COG Westside Mobility Study and along Bundy/Centinela Avenue and Overland Boulevard through the Los Angeles Mobility 2035 Transit Enhanced Network. • There is an opportunity for BBB to work with the cities in their service area to implement existing TDM measures and include additional measures as part of updates to TDM plans. The City, through its TMO, should continue providing information regarding transit service options to residents and employees at major developments, as well as encourage these developments to provide discounted transit passes or more flexible transportation allowances to their tenants. BBB can help by verifying the accuracy of the information provided. • As cities move to a VMT-based analysis for traffic impacts, there is an opportunity for BBB to tie service increases to mitigation fees for new developments. • The full opening on the Metro K Line (Crenshaw) will change transit travel patterns to LAX which is served by BBB.
• The phased opening of the Metro D Line (formerly Purple Line) to UCLA and the VA Medical Center should be a major consideration for route changes proposed in this COA. BBB should look at how to best serve the interim and final station locations and consider how this subway extension will impact Routes 7, Rapid 7, and 10.
• BBB should re-evaluate how to circulate people in Downtown Santa Monica as the Downtown Community Plan continues to be implemented, and more broadly how people get around the City as a whole.
• BBB is planning to transition the entire bus fleet to battery electric buses by 2030. The service design for the COA should take the limitations of BEBs into consideration including the limited operating range and charging requirements.
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Packet Pg. 1246 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 27 2. Market Assessment
The Market Assessment seeks to understand the local demand for public transit service, looking at travel paterns, the design of the built environment, and the distribu�on of popula�on sub-groups more likely to use public transit. The Market Assessment helps iden�fy where densi�es, key des�na�ons, and origindes�na�on paterns align to iden�fy where an investment in transit service may be most successful.
2.1 Density The density of popula�ons and employment greatly influence the local demand for transit use. To visualize its influence, residen�al and mixed-use density is an�cipated to increase primarily along Routes 1, 2, 7, 12, and 14. This is driven in part by the frequency of transit services, which affects incen�ves for future development. The rela�onship between current service levels and the developer incen�ves associated with them creates a close rela�onship between current service levels and poten�al future demand. As a result, having 15-minute or beter headways has a meaningful effect on land use decisions and density.
To fully understand density’s influence on Santa Monica’s BBB service, both current and future, maps for popula�on, demographics (including age, income, minority status, disability, and car ownership), employment, and trip ac�vity have been created. These characteris�cs, combined with a profile of current transit riders, will then be compiled into a transit demand poten�al map, which will iden�fy where in BBB’s service there is enough density of popula�ons using transit to support a more robust transit service.
2.1.1 Popula�on
In any given area, the greater its popula�on density is, the greater the likelihood that there are people that will u�lize transit. Higher-density areas generate more transit trips because more people live there (a larger market) and because people living in higher-density areas tend to make more trips by transit. As a general rule, residen�al densi�es of three (3) households per gross acre along a route can support hourly weekday transit service, with a gross acre defined as total land area, including land used for streets, parks, schools, and other non-residen�al uses. Higher densi�es can support more frequent service.
Figure 1 shows popula�on density in terms of people per acre for the City of Santa Monica and the greater BBB service area. Within the service area, the highest popula�on densi�es are found around downtown Santa Monica, Ocean Park, Palms, Brentwood, Downtown Inglewood, Central Los Angeles communi�es (e.g., La Brea, Koreatown), and the University of California, Los Angeles (UCLA). Areas of lower popula�on density are found in the northern por�on of the service area, par�cularly around Pacific Palisades.
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Packet Pg. 1247 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 28 Figure 6: Population Density
2.1.2 Employment
Public transit is essen�al in providing access to jobs and job centers. Subsequently, it is crucial to iden�fy whether BBB’s current services and network orienta�on is providing sufficient access to dense job centers.
In 2020, there were 83,000 employees working in the city of Santa Monica. Santa Monica is an important employment des�na�on in the Los Angeles region; 75,300 employees travel into the city to work, 35,800 Santa Monica residents leave for work, and 8,000 people both live and work within the city. The large number of nonresidents traveling into Santa Monica for work requires strong connec�ons to the greater regional transit network to ensure the success of the transit system.
The three largest industries in the City of Santa Monica include Professional, Scien�fic, and Technical Services (19.1%), Informa�on (17.5%), and Health Care and Social Assistance (11.9%). Figure 2 provides a list of the top ten North American Industry Classifica�on System (NAICS) industries within the City.
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Packet Pg. 1248 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 29 Figure 7: Jobs by NAICS Industry Sector
The top employer in the City of Santa Monica is the city itself, followed by the UCLA Medical Center- Santa Monica Campus and Santa Monica College. Entertainment companies and so�ware companies are also major employers in the city.
Table 5: Top 10 Employers in the City of Santa Monica
Employer Employees Address
City of Santa Monica 2,059 1685 Main Street
UCLA Medical Center- Santa Monica 1,965 1250 16th Street Santa Monica College 1,865 1900 Pico Boulevard
Snap, Inc. 1,667 3340 Ocean Park Boulevard
Universal Music Group 1,400 2220 Colorado Ave
Providence Saint John’s Health Center 1,386 2121 Santa Monica Boulevard Santa Monica Malibu Unified School District 1,358 1651 16th Street Hulu 1,320 2500 Broadway
Oracle 950 1620 26th St
Ac�vision 919 2701 Olympic Boulevard
Figure 8 shows employment density for Santa Monica and the greater service area. The largest concentra�on of jobs is seen along Santa Monica Boulevard, Wilshire Boulevard and Olympic Boulevard, corridors served by Routes 1, 2, and 5. The east-west orienta�on of employment densi�es allows direct transit alignments to effec�vely serve a large propor�on of employment in the area. Another large cluster of jobs are found along Wilshire Boulevard which, while currently served by bus service, will be covered in the future with the extension of the Metro D Line. The extension of the D Line will include three new metro rail sta�ons near several routes in BBB’s service area.
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Packet Pg. 1249 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 30 Figure 8: Density of All Jobs
2.1.3 Employee Demographics
According to the 2020 Census, there are just over 83,000 jobs in the City of Santa Monica. The majority of workers are between the ages of 30 to 54 (59%), while 22% are age 29 or younger and the remaining 19% are 55 or older (Figure 9). With regards to race, most people employed in the city are White (73%), while 15% are Asian and 8% are Black. Of the individuals iden�fied by the Census, 27% are of Hispanic or La�no ethnicity. See Figure 10 for the full breakdown of worker race and ethnicity.
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Packet Pg. 1250 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 31 Figure 9: Jobs by Worker Age
Figure 10: Jobs by Race and Ethnicity
Over 30% of Santa Monica workers have a Bachelor’s degree and/or advanced degree, 21% have atended some college or have received an Associate degree, 14% have a high school diploma or equivalent, and 12% have less than a high school educa�on (Figure 11). Over 61% of workers earn more than $3,333 per month, while 19% earn $1,250 per month or less and 19% earn between $1,251 to $3,333 per month (Figure 12).
21.9%
58.7%
19.4%
0 10,000
20,000
30,000
40,000
50,000
Age 29 or younger Age 30 to 54 Age 55 or older
Workers
Jobs by Worker Age
72.6%
27.4%
3.2%
72.7%
0.3%
8.2%
14.8%
0.8%
0 10,000 20,000 30,000 40,000 50,000 60,000 70,000
Not Hispanic or Latino
Hispanic or Latino
Two or More Race Groups
White Alone
Native Hawaiian or Other Pacific Islander Alone
Black or African American Alone
Asian Alone
American Indian or Alaska Native Alone
Workers
Jobs by Race and Ethnicity
Race
Ethnicity
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Packet Pg. 1251 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 32 Figure 11: Jobs by Worker Educational Attainment
Figure 12: Jobs by Earnings
2.2 Demographics Different segments of the popula�on u�lize transit at different rates. These rates are driven by the differences between demographic groups’ travel paterns, needs, social/poli�cal outlook, and impediments to using alterna�ves to transit. Therefore, in order to beter understand the nature of transit demand for BBB services, it is important to understand the demographic makeup of popula�ons within the BBB service area.
21.9%
12.3%
14.4%
21.2%
30.2%
0 5,000 10,000 15,000 20,000 25,000 30,000
Educational attainment not available
(workers aged 29 or younger)
Less than high school
High school or equivalent, no college
Some college or Associate degree
Bachelor's degree or advanced degree
Jobs
Jobs by Worker Educational Attainment
18.8%
19.3%
61.9%
0 10,000 20,000 30,000 40,000 50,000 60,000
$1,250 per month or less
$1,251 to $3,333 per month
More than $3,333 per month
Jobs
Jobs by Earnings
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Packet Pg. 1252 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 33 2.2.1 Youth Popula�on (Under 18)
The youth popula�on, or those under 18 years of age, have limited mobility op�ons and must rely on rides from parents, public transit, school buses (where provided), walking, or biking, some of which may be unavailable, unreliable, or deemed unsafe by parents. The youth popula�on of Santa Monica is approximately 15,000, or 16% of the city’s popula�on.
Figure 13 shows the share of youth popula�on (under 18 years) for Santa Monica and the greater service area. Areas with a higher density of youth generally coincide with single-family residen�al areas near schools par�cularly in Inglewood and around the Pico-Robertson neighborhood. While school bus services may service this popula�on during the school year, offering addi�onal services to various youth-based ac�vi�es may be appropriate to consider – especially for summer and out-of-school mobility.
Figure 13: Density of Youth Residents
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Packet Pg. 1253 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 34 2.2.2 Young Adults (18 to 24 years old)
Typically, the popula�on of young adults (18-24 years) are people who atend university or are early in their career. Transit access for this popula�on is crucial due to the cost of driving rela�ve to income paired with the usual daily commute to educa�onal ins�tu�ons and job centers. Effec�vely serving this popula�on is crucial in Santa Monica due to the prevalence of major colleges and universi�es in the service area, which serve as a key des�na�on for this age cohort in par�cular; this is evidenced by the fact this age cohort makes up 31% of Big Blue Bus riders, the largest of any age group. Young adults make up 6% of the city of Santa Monica’s popula�on and 10% of the popula�on within Big Blue Bus’s service area.
Figure 14 shows the density of young adults for Santa Monica and the greater service area. As highlighted, the highest propor�ons of young adults are found at the UCLA campus and in Inglewood.
Figure 14: Density of Young Adults
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Packet Pg. 1254 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 35 2.2.3 Seniors (65 years old and older)
The popula�on of older adults (65 and older) has witnessed a sizable increase due to the aging of the “Baby Boomer” genera�on. This genera�on is reaching re�rement age and are consequently less likely to drive on their own. In general, older adults are more likely to u�lize public transporta�on, as it becomes more difficult to drive themselves or maintain a car on a fixed income. Seniors make up 18% of Santa Monica’s popula�on.
Figure 15 highlights the prevalence of older adults in Santa Monica and the greater service area. The highest propor�ons of this popula�on are found in the Wilshire Montana, Ocean Park, Westwood, and Central Los Angeles areas.
Figure 15: Density of Senior Residents
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Packet Pg. 1255 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 36 2.2.4 Income
The density of income groups within a service area, par�cularly low-income popula�ons, is an important considera�on for transit service design. Low-income popula�ons can be especially reliant on public transit service as a means of affordable transporta�on. To be considered a low-income household, household income must be less than 200 percent of federal poverty level (FPL). Of Santa Monica’s popula�on, 22% have an income lower than 200 percent of the FPL.
Figure 16 shows the number of low-income households per acre within Santa Monica and the greater service area. The highest propor�ons of this popula�on are found in the Inglewood area, near PicoRobertson, and around the UCLA campus.
Figure 16: Density of Low-Income Households
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Packet Pg. 1256 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 37 2.2.5 Minority Households
While the distribu�on of minority households is not a direct indicator of higher transit use, it is important to be aware of the concentra�on and distribu�on of minority households in the service area. It can assist Santa Monica in assessing whether BBB’s current services and overall network orienta�on is equitably serving its customers and can provide insight as to whether local or cultural barriers to marke�ng and delivering transit services exist. The minority popula�on makes up 37 percent of Santa Monica’s popula�on.
Figure 17 highlights the density of minority residents for Santa Monica and the greater service area. While most areas have a fairly high density of minority residents, the east area of Santa Monica, areas near Pacific Palisades, and Beverly Hills have less concentra�on.
Figure 17: Density of Minority Residents
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Packet Pg. 1257 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 38 2.2.6 Persons with Disabili�es
Persons with disabili�es may have mobility or vision impairments that make it difficult to operate a motor vehicle; consequently, this group has a greater likelihood to rely on and u�lize transit for travel. This makes it par�cularly important for transit to be located close to where people with disabili�es live and work. Nine percent of the Santa Monica popula�on has a disability, while 5 percent of the Santa Monica popula�on has an ambulatory disability.
Figure 18 shows the density of persons with disabili�es for Santa Monica and the greater service area. The highest propor�ons of this popula�on are found along the corridor of Route 2, the Inglewood area, and along the east end of Route 7.
Figure 18: Density of Persons with Disabilities
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Packet Pg. 1258 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 39 2.2.7 Zero Vehicle Households
The density of car-owning households – par�cularly households without a car – is an important considera�on. The lack of access to a private vehicle is one of the top indicators of a person’s likelihood to u�lize transit services. However, these households may face challenges in accessing transit if stops and services are located far away, making it important for these ameni�es to be located close to the households and their work. Ten percent of Santa Monica households do not own a private automobile.
Figure 19 outlines the density of zero vehicles households within Santa Monica and the greater service area. The highest density of this popula�on is seen on the beachfront of Santa Monica, in and around the UCLA campus, and along the east end of Route 7.
Figure 19: Density of Zero Vehicle Households in the Big Blue Bus Service Area
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Packet Pg. 1259 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 40 2.2.8 Transit Demand Poten�al
Demand for transit service varies across the Big Blue Bus service area. As reflected in passenger surveys, different popula�on groups use transit at different rates. In order to best understand how transit demand within the Big Blue Bus service area varies, it is necessary to account for demographic groups that ride transit at higher rates and other factors that increase the likelihood of taking transit. The factors taken into account in this analysis include: popula�on, youth (under 18 years old), college age (18-24 years old), seniors (65+ years old), zero-vehicle households, low-income popula�on, minority popula�on, and walkability defined by intersec�on density, proximity to transit stops, and diversity of land uses.
Figure 20 shows which areas in the Big Blue Bus service area are most likely to generate transit demand based on these factors. Block groups are ranked based on their poten�al transit demand rela�ve to other block groups within the service area. A block group designated as having the lowest poten�al transit demand does not necessarily have low transit demand, but it does have the lowest poten�al transit demand when compared to the rest of the BBB service area.
The highest levels of transit demand within the service area are found within the city limits of Santa Monica south of Montana Avenue, around UCLA, Santa Monica and Wilshire Boulevards east of Santa Monica, along Pico Blvd par�cularly around Western Avenue, and around Culver City. Big Blue Bus service successfully serves the areas with the highest levels of transit demand within the City of Santa Monica.
The lowest areas of transit demand are typically within the northern service area including areas north of Montana Avenue and areas north of LAX including Playa del Rey.
Figure 20: Transit Demand Potential in the Big Blue Bus Service Area
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Packet Pg. 1260 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 41 2.3 Destinations
2.3.1 Land Use and Zoning
In the City of Santa Monica, the largest zoning type are single-unit residen�al homes, which make up 31% of the city by area. Single family residences can be found primarily north of Montana Ave. and in the southern por�on of the city, south of Pico Blvd. and east of Lincoln Blvd. Approximately another 30% of the city is dedicated to mul�family uses, with Low Density mul�family uses being predominant (20% of the city). Low density mul�family residen�al uses can be found primarily between Montana Ave. and Pico Blvd. Higher density mul�family uses can be found between Wilshire Blvd. and Interstate 10 east of downtown and north of downtown between Ocean Avenue and 4th Street. Figure 21 shows the most recent zoning map for the City of Santa Monica.
Commercial uses are found primarily in downtown Santa Monica and along the major east-west thoroughfares: Montana Ave., Wilshire Blvd., Santa Monica Blvd., Colorado Ave., Pico Blvd. and Ocean Park Blvd. The commercial corridors that are oriented to the north and south are Lincoln Blvd. and Ocean Ave.
The Transit Adjacent Use zone can be found within a two-and-a-half block radius from the Downtown Santa Monica light rail sta�on. This area was designated to minimize new automobile trips by using land use strategies that support increased ac�vity in close proximity to transit service. This area is defined by allowing increased densi�es within its boundaries. Other land uses which generate travel demand within the city of Santa Monica include the Healthcare Mixed Use zone in Mid-City which includes the UCLA Santa Monica Medical Center and Saint John’s Health Center and the areas zoned for crea�ve uses on the east side of the city between Colorado Ave. and Olympic Blvd.
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Packet Pg. 1261 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 42 Figure 21: City of Santa Monica Zoning
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Packet Pg. 1262 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 43 2.4 Design
2.4.1 Street and Roadway Design
The design of the built environment has a significant influence on the ability of people to conveniently use transit. In turn, it is important to understand how the design of the built environment within Santa Monica and the greater service area impacts transit-friendliness. This is accomplished by assessing form, street and transit network paterns, the area’s pedestrian environment, and any physical constraints.
In regard to the City’s form, the area itself is dense with short blocks. This helps makes Santa Monica a walkable area, and in turn means it is very transit friendly.
In terms of network paterns, many bus lanes within the BBB service area are planned. This allows for BBB to use its service improvements, ridership data, and the upcoming Olympic Games as leverage to advocate for Mobility Plan corridor enhancements.
Downtown Santa Monica may con�nue to be a rela�vely slow area for route circula�on considering future housing projects – several of which are near the Metro E Line sta�on. This presents an opportunity to reconsider the circula�on patern in the area and realign bus lanes and other treatments to the planned network configura�on. For example, BBB routes in downtown used to run along Santa Monica Boulevard between Lincoln and Ocean, but routes crossing the Promenade twice were considered a very high source of delay. When the Expo Line opened, almost all routes were shi�ed to run up 4th Street, so the bus lanes on Santa Monica Boulevard are now underu�lized while buses sit in conges�on along 4th Street.
2.4.2 Walkability
The United States Environmental Protec�on Agency (EPA) has developed the Na�onal Walkability Index tool to measure the rela�ve walkability of the na�on’s communi�es. Every block group in the United States is assigned a Na�onal Walkability Index score. The score is based on measures of the built environment that affects the probability of whether people walk as a mode of transporta�on. These measures include:
street intersec�on density, proximity to transit stops, and diversity of land uses. To determine walkability scores, these variables are used to measure every block group in the United States. Using the index each block group is assigned a score from 1 to 20. The scores are categorized as:
• 1 – 5.75: Least Walkable
• 5.76 – 10.5: Below Average Walkable
• 10.51 – 15.25: Above Average Walkable
• 15.26 – 20: Most Walkable
According to the Na�onal Walkability Index, the City of Santa Monica and the Big Blue Bus service area are categorized as having above average walkability or being in the most walkable category. The highly walkable nature of the BBB service area makes the poten�al for transit usage high.
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Packet Pg. 1263 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 44 Figure 22: National Walkability Index, Big Blue Bus Service Area
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Packet Pg. 1264 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 45 2.5 Demand Overall vehicle trip paterns, in combina�on with transit rider trip paterns within Big Blue Bus’s (BBB) service area, provide insight on how well transit is capturing the travel market and how travel paterns may have changed over the past few years. The COVID-19 pandemic upended tradi�onal commu�ng paterns as more jobs were conducted remotely and businesses were disrupted by the vola�le economy.
Since then, many office workers have transi�oned to a hybrid work-from-home schedule. This and other factors are affec�ng how and when people travel. Transit must recognize these changing travel paterns and adapt to atract riders. This report uses origin-des�na�on data for vehicle and transit trips to evaluate how closely BBB service aligns with current travel demand paterns and iden�fies opportuni�es to beter serve riders on the Westside.
2.5.1 Methodology
The market assessment leverages a variety of data including loca�on-based data from StreetLight, Big Blue Bus passenger coun�ng data, and Big Blue Bus “GO data” from Transit app.
Loca�on-based data from StreetLight3 informs regional trip ac�vity and travel demand between key local markets. We aggregated origin-des�na�on data from StreetLight into 25 zones of interest, shown in Figure 23, and analyzed average weekday trips overall and by �me of day for all zones as well as relevant zone pairs. The key travel market analysis relied on StreetLight data from November 2022-May 2023. Average daily weekday trips to and from each zone were normalized by “service popula�on” (residen�al popula�on plus employment) using the most recent (2021) ACS 5-year popula�on es�mates and (2020) LEHD jobs data. The 25 zones of interest include BBB’s core service area as well as nearby areas of Los Angeles County that are important for understanding regional travel to and from the Westside and that represent poten�al markets for transit riders (for example, areas that are or will be accessible within an hour by Metro Rail).
We also used StreetLight data to evaluate how COVID-19 and working from home has affected travel demand in the region. Pre-pandemic regional trip ac�vity relied on StreetLight data from June 2019- December 2019 and was also normalized by service popula�on.
To compare overall travel demand to transit travel paterns, Fehr & Peers brought in GO data from Transit app and passenger coun�ng data provided by Big Blue Bus. Transit app is a freely available and officially sponsored app for Big Blue Bus riders with about 1,100 average daily users within BBB’s service area.
Transit app’s “GO data” reflects trip plans presented to users in the app that were followed by a GO trip in 2022 and 2023. We aggregated start and end points for each planned transit trip into the 25 zones of interest used in the StreetLight origin-des�na�on analysis. Daily weekday transit trips to and from each zone were normalized by service popula�on.
We used BBB passenger counter data from 2019 and 2023 to evaluate transit rider demand by route and to drill down on how recently completed mixed-use developments may have contributed to ridership increases. This data was validated against total ridership sources and provides a reasonable sample for ridership recovery comparisons across routes and �mes.
3 StreetLight Data uses “naviga�on-GPS and other loca�on-based data from connected cars, trucks, and loca�on apps collected on an “opt-in” basis. StreetLight also uses publicly available Census, traffic counts, and points of interest data.” (“StreetLight Data privacy principles.” htps://www.StreetLightdata.com/StreetLight-data-privacy-principles/.)
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Packet Pg. 1265 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 46 Figure 23: Zones of Interest for Big Blue Bus Origin-Destination Analysis
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Packet Pg. 1266 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 47 2.5.2 Regional Trip Ac�vity
Within the study area, the Venice/Marina, Playa Vista/Del Rey, and Downtown Santa Monica zones generate the most vehicle trips to des�na�ons within Big Blue Bus’s service area (Figure 24). Table 6 compares vehicle trip volume origina�ng in each of the analysis zones to vehicle trips per capita origina�ng in each zone. The top origin zones in terms of vehicle trip volume remain top origin zones a�er normalizing for service popula�on. We also observe that the North of Montana, Wilshire Montana, and Pacific Palisades zones generate a high number of vehicle trips to the Westside rela�ve to their service popula�on. Big Blue Bus has coverage across all these zones.
Table 6: Average Daily Weekday Trips by Origin Zone to Big Blue Bus’s Core Service Area Origin Zone
Average Daily
Weekday Trips
Average Daily
Weekday Trips
per Capita
Venice/Marina 82,000 1.37
Playa Vista/Del Rey 72,700 1.54
Downtown Santa Monica 59,200 2.25
Sawtelle/VA 56,300 1.17
Palms/Culver 52,600 0.76
Mar Vista 51,600 1.01
Bergamot Station 48,400 0.78
Ocean Park 47,500 0.44
Fox Hills 43,500 0.18
Purple Line 38,700 0.14
Central LA 37,500 0.04
Expo/Crenshaw 37,400 0.08
West LA 33,800 0.44
Wilshire Montana 32,100 1.33
Brentwood South of Sunset 29,900 0.82
Pacific Palisades 29,400 0.99
Westchester 28,500 0.32
Century City/Pico 26,500 0.39
UCLA Westwood 26,400 0.22
Pico Corridor 19,900 0.18
North of Montana 19,500 1.47
Inglewood/Sofi 16,500 0.12
Valley 15,700 0.03
LAX Airport 12,700 0.70
Source: StreetLight
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Packet Pg. 1267 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 48 Figure 24: Weekday Trips to the Westside by Origin Zone Source: StreetLight
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Packet Pg. 1268 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 49 Big Blue Bus boardings are generally similar to regional travel paterns to the Westside. Figure 26 compares aggregated BBB boardings in each zone to average daily vehicle trips to the Westside that start in each of these zones. BBB boardings and daily vehicle trips to the Westside are both high in the Downtown Santa Monica and Sawtelle/VA zones. However, BBB boardings are rela�vely higher in the UCLA and West LA zones compared to vehicle trips, sugges�ng these areas have strong transit demand. On the other hand, vehicle trips to the Westside star�ng in the Playa Vista/Del Rey and northwest Westside zones are high compared to BBB boardings in these zones. This gap between vehicle and transit travel demand suggests there is an opportunity to capture more transit riders in these areas.
Figure 26 also compares daily BBB boardings to daily BBB boardings normalized by service popula�on in each zone. This analysis highlights where BBB ridership is high or low rela�ve to the number of residents and jobs in a given area. BBB boardings in the Pacific Palisades, Brentwood south of Sunset, north of Montana, Venice/Marina, and LAX Airport are high rela�ve to the service popula�on in these zones, sugges�ng these areas have a higher transit mode share than other Westside zones. BBB boardings in the UCLA Westwood, Palms/Culver, and Westchester zones appear low in the context of these zones’ service popula�ons, poin�ng to an opportunity to grow transit mode share in these areas.
2.5.3 Changes in Regional Travel Paterns
Regional travel paterns to the Westside are largely in line with pre-pandemic travel paterns, with a few key excep�ons. Figure 25 compares average daily weekday trips from each zone to the Westside in 2019 versus today. While the absolute trip volumes should be treated as rough es�mates, comparing rela�ve trip volumes reveals shi�s in travel paterns post-pandemic. Trip volume from Palms/Culver and Fox Hills to the Westside is rela�vely higher post-pandemic. On the other hand, trip volume from the UCLA Westwood and Century City/Pico zones to the Westside saw a substan�al rela�ve decrease postpandemic. Pre-pandemic, UCLA Westwood was the fi�h most common origin zone for trips ending on the Westside while today, it is the nineteenth most common origin zone of the 25 zones analyzed. The decreased travel to and from areas like Westwood and Century City where large amounts of office space exist suggest people con�nue to work from home at a greater rate than before the pandemic.
Figure 25: Average Daily Weekday Trips to Big Blue Bus Core Service Area by Origin Zone (2019 and 2023) Source: StreetLight
0 15,000
30,000
45,000
60,000
75,000
90,000
Venice/Marina
Playa Vista/Del Rey
Downtown Santa Monica
Sawtelle/VA
Palms/Culver
Mar Vista
Bergamot Station
Ocean Park
Fox Hills
Purple Line
Central LA
Expo/Crenshaw
West LA
Wilshire Montana
Brentwood South of Sunset
Pacific Palisades
Westchester
Century City/Pico
UCLA Westwood
Pico Corridor
North of Montana
Inglewood/Sofi
Valley
LAX Airport
Playa del Rey
2019
2023
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Packet Pg. 1269 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 50 Figure 26: Weekday Trips to Westside by Origin Zone Compared to Daily BBB Boardings by Zone (2023) Source: StreetLight
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Packet Pg. 1270 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 51 2.5.4 Key Travel Market Analysis
In addi�on to analyzing regional trip ac�vity, we used loca�on-based data from StreetLight to understand travel demand between certain parts of BBB’s service area and evaluated how well BBB serves these travel markets today. This type of travel market analysis relies on origin-des�na�on data, which requires specific study ques�ons to use the data effec�vely. The guiding ques�ons below are responsive to issues raised by the project team related to future developments in the service area.
1. What is the potential impact of the D Line extension on BBB services? a. How do travel patterns from Central LA to the Westside inform how to serve riders from the new D Line extension?
b. Where are people travelling to along the Pico Corridor? Are these trips that will be well served by the D Line extension?
2. How do travel patterns in the areas surrounding Route 5 east of Olympic/Bundy align with its current route?
3. What do travel patterns look like to and from the Playa del Rey zone, knowing BBB just expanded service to that area?
4. Are there stronger travel patterns between the Westside and Downtown Inglewood/Sofi or LAX Airport?
5. Is there a market for a BBB connection between Downtown Santa Monica and Inglewood/Sofi?
6. Are current BBB services in UCLA Westwood reflecting travel patterns to and from campus?
7. In the future, how would people want to connect from the Sepulveda Pass Line to the BBB service area?
8. How has ridership changed as a result of large development projects coming online? Impact of D Line Extension
Travel Demand to and from Central LA
The extension of the D Line will provide a new transit connec�on to the Westside from Central LA and is likely to increase demand for transit services in the UCLA Westwood and Century City/Pico zones.
Downtown Santa Monica is a top Westside des�na�on for vehicle trips and transit trips origina�ng in the Central LA zones. “GO data” indicates that the Bergamot Sta�on zone is the second most common Westside des�na�on from Central LA among transit trips, though less common among vehicle trips. BBB should expect heavy loading on bus routes between Westwood and Downtown Santa Monica following the opening of the D Line extension, especially if Metro discon�nues Route 720 to Santa Monica and shi�s connec�ng bus responsibility to BBB. Figure 27 highlights vehicle travel paterns between Central LA and the Westside and illustrates how connec�ons between Westwood and Palms/Culver and between Westwood and Venice/Marina will also increase in importance with the D Line extension.
In prepara�on for the D Line extension, BBB should consider the future frequency of Routes 1 and 2 and how the agency might market or delineate these two services to distribute demand. While weekday trip volume from Central LA to the Westside is highest during Peak AM and Peak PM periods, it does not fall below 80 percent of the Peak AM volume at any point between 7am and 7pm, sugges�ng Routes 1 and 2 will be a good fit for regular frequent service throughout the day.
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Packet Pg. 1271 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 52 Figure 27: Weekday Trips Originating in Central LA by Destination Zone (2023) Source: StreetLight
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Packet Pg. 1272 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 53 Travel Demand Along the Pico Corridor
As the D Line is extended westward, it is unclear how crucial the Route 7 and Rapid 7 connec�on to the Wilshire/Western D Line sta�on will be. According to the StreetLight analysis, people traveling along the Pico Corridor are predominantly traveling along the corridor itself (Figure 28 shows the highest degree of travel is within the same Pico Corridor Zone), which suggests the extension of the D Line may not have a substan�al effect on BBB Pico service. The next most common des�na�on from the Pico Corridor is the Purple Line zone immediately to the north (Mid-City), which is well served by Metro. Downtown Santa Monica is also a strong des�na�on, but rela�vely few people are likely taking the D Line to BBB Route 7 to reach Downtown Santa Monica. An analysis of “GO data” and checker data suggests transit travel paterns supports these findings; transit trips origina�ng in the Pico Corridor zone most o�en end in the Downtown Santa Monica, Sawtelle/VA, Bergamot Sta�on, and Pico Corridor zones and half of Route 7 and Rapid 7 boardings occur within the Pico Corridor zone.
Connec�ng Routes 7 and R7 to a D Line sta�on west of Wilshire/Western (one of the extension sta�ons) would require backtracking from Pico/Rimpau. Following the opening of the D Line extension, BBB should evaluate the benefits of keeping the exis�ng connec�on at Wilshire/Western versus ending Routes 7 and R7 at Pico/Rimpau and reinves�ng service hours into higher frequency along the remainder of the route.
Travel Demand Along Route 5
BBB Route 5 runs parallel to the Metro E line for much of its length and is currently a rela�vely lowridership route. Based on StreetLight data, Route 5 already serves areas with the highest travel demand across Sawtelle, West LA, Century City/Pico, and Palms/Culver, illustrated in Figure 29. Checker data indicates a majority of Route 5 boardings occur within the Century City/Pico zone. Because the analysis suggests the route is already serving the busiest des�na�on zones east of Bundy Drive, low frequency may be driving low ridership on the route today. In addi�on to reevalua�ng the frequency of Route 5, BBB should consider how Route 5 could serve as a connec�on between the Expo Line and the D Line extension.
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Packet Pg. 1273 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 54 Figure 28: Weekday Trips Originating in the Pico Corridor by Destination Zone (2023) Source: StreetLight
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Packet Pg. 1274 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 55 Figure 29: Weekday Trips Originating in Zones Served by Route 5 by Destination (2023 Census Block Group Level) Source: StreetLight
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Packet Pg. 1275 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 56 Travel Demand to and from Playa del Rey
As Metro intends to transfer their service along Manchester Avenue in Playa del Rey to BBB, BBB has an opportunity to review the recent Route 16 extension and refine their service in the area to capture more riders. Travel between Playa del Rey and the Westside is highest in the zones immediately adjacent to Playa del Rey, while travel between Playa del Rey and the northern Westside zones served by Route 16 is limited.
When looking at the subset of zones served by BBB Route 16, most vehicle trips to Playa del Rey start in Westchester and most vehicle trips from Playa del Rey end in Westchester. Figure 30 illustrates vehicle trip volume between Playa del Rey and zones served by Route 16 by �me of day and suggests transit service in this area is a good fit for regular service throughout the day. Transit travel paterns informed by “GO data” similarly indicate Westchester is the most common des�na�on for trips origina�ng in Playa del Rey among zones served by Route 16.
Figure 30: Average Hourly Weekday Trips between Playa del Rey and Zones Served by BBB Route 16 Metro and Culver CityBus also provide transit services within the Westchester zone. A new BBB route between Playa del Rey and the K Line could address demand in sec�ons of Westchester currently underserved by transit—these sec�ons include residen�al areas between 77th Street and 82nd Street and Loyola Marymount University.
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Packet Pg. 1276 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 57 Travel Demand to and from LAX Airport vs. Inglewood/Sofi BBB Route 14 currently ends at the Westchester/Veterans K Line sta�on, as shown in Figure 31, but could be extended to serve Downtown Inglewood, SoFi stadium, or LAX Airport at the future 96th Street AirportMetro Connector sta�on. Vehicle trip volume per service popula�on from zones served by Route 14 is greater to LAX Airport than to Inglewood/SoFi and highest between Playa Vista/Playa del Rey and LAX Airport. Transit trips to zones served by Route 14 from LAX Airport and Inglewood/SoFi are rela�vely low, though volume from LAX Airport is twice as high as volume from Inglewood/SoFi. Hourly vehicle trip volumes suggest service to Inglewood/SoFi would benefit from service with higher frequencies around peak hours, while service to LAX Airport would be a good fit for regular headways throughout the day.
Other factors to consider when evalua�ng extending BBB Route 14 service to Inglewood/SoFi versus LAX Airport include:
• Connections to bus and rail services at LAX are more extensive and serve a greater area (including into Inglewood) relative to bus connections at Downtown Inglewood. • Concentrated versus distributed trip origins & destinations: while the City of Inglewood may present an opportunity for greater trip-making at certain times of day, it is a much larger area to serve to reach those destinations.
• Planned mixed use development around SoFi Stadium could present an increased market for transit ridership to and from BBB’s core service area in the near future. • Special event versus consistent traffic generators: offering direct service to the entertainment district developing in Inglewood could attract more transit riders but would be very underutilized at other times of day; special events also pose significant risks for on-time performance. • Layover space & other operational factors that are undetermined at either potential terminus.
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Packet Pg. 1277 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 58 Figure 31: Zones Served by Big Blue Bus Route 14 (2023) Source: StreetLight
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Packet Pg. 1278 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 59 Travel Demand Between Downtown Santa Monica and Inglewood/Sofi BBB does not currently provide a direct transit connec�on between Downtown Santa Monica and the Inglewood/Sofi zone, which could present an opportunity to grow ridership. Among transit trips star�ng in the Westside and ending in the Inglewood/SoFi zone, Santa Monica is the second most common origin zone a�er Venice/Marina. Average weekday vehicle trip volume from Downtown Santa Monica to Inglewood/Sofi is comparable to vehicle trip volume from Downtown Santa Monica to UCLA Westwood.
Figure 32 contextualizes vehicle trip volume from Downtown Santa Monica to the Inglewood/Sofi zone rela�ve to vehicle trip volume from Downtown Santa Monica to other zones. Vehicle trip volume between Downtown Santa Monica and the Inglewood/Sofi zone is highest in the Peak AM and Peak PM �me periods.
Figure 32: Average Daily Weekday Trips Originating in Downtown Santa Monica by Destination Zone Source: StreetLight
Vehicle trips from Downtown Santa Monica to the Inglewood/Sofi zone are distributed across the Inglewood/Sofi zone, with the highest concentra�on of trips ending around the Westchester/Veterans K Line sta�on, northeast areas of the zone, and the area southwest of Downtown Inglewood. Figure 33 illustrates these travel paterns. BBB Route 3, in combina�on with the K Line, connects Downtown Santa Monica to areas in the Inglewood/Sofi zone with the highest travel demand. A realignment of BBB Route 14 could provide beter connec�ons between northern areas of Inglewood/Sofi and the Expo Line.
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Packet Pg. 1279 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 60 Figure 33: Weekday Trips Originating in Downtown Santa Monica by Destination (2023 Census Block Group Level) Source: StreetLight
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Packet Pg. 1280 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 61 Travel Demand to and from UCLA Westwood
Several BBB routes converge around the UCLA campus, an area with historically high demand for transit.
A changing housing market coupled with COVID-19 had major impacts on where students and employees live as well as how o�en and when they commute to campus. This analysis looks into whether current travel paterns to and from campus s�ll align with BBB services. Top Westside des�na�ons for vehicle trips star�ng in the UCLA Westwood zone include West LA, Sawtelle/VA, and Brentwood. Figure 34 demonstrates that exis�ng BBB routes s�ll serve these travel paterns well. Transit trips from UCLA Westwood o�en end in Palms/Culver and Downtown Santa Monica, which are also well served by exis�ng BBB routes. Vehicle trip volume between UCLA Westwood and other Westside zones peaks between 12pm and 6pm but is s�ll substan�al from 7am un�l 8pm. These travel demand paterns by �me of day suggest riders traveling between UCLA Westwood and the Westside would benefit from regular frequent transit service throughout the day. Con�nuing to offer high frequency service and good coverage between campus and nearby zones will be an important first/last-mile solu�on for accessing the D Line extension.
If UCLA ridership is changing over �me, strategies to atract riders may be more important than service changes. Strategies that can be employed include improved bus priority lanes to maintain speeds and service reliability and promo�onal and marke�ng techniques to engage with the university community about the value of transit, par�cularly about the availability of several subsidized and/or fare free transit pass op�ons for the university community.
Travel Demand to and from the Valley
The future Sepulveda Pass Transit Corridor will create a direct transit connec�on between the Valley and the Westside. Although the �meline for implementa�on of this future transit corridor is uncertain, there is no ques�on that a substan�al contributor to conges�on in Los Angeles is a lack of transit connec�vity over the Sepulveda pass to the many ac�vity centers on either side of the mountains. Top Westside des�na�ons among vehicle trips from the Valley zone include Downtown Santa Monica, Sawtelle/VA, and Century City/Pico. Figure 35 illustrates these travel paterns and other popular Westside des�na�ons for trips that start in the Valley zone. Transit trip data indicated transit volume between the Valley and Westside is limited today. As with the D Line extension, BBB should expect heavy loading on bus routes between Westwood and Downtown Santa Monica following the opening of the future Sepulveda Pass Line. In addi�on to frequency adjustments for Routes 1 and 2, BBB should explore opportuni�es to provide first/last mile connec�ons between the Sepulveda Pass Transit Corridor and the Sawtelle/VA and Brentwood zones.
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Packet Pg. 1281 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 62 Figure 34: Weekday Trips Originating in UCLA Westwood by Destination (2023) Source: StreetLight
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Packet Pg. 1282 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 63 Figure 35: Weekday Trips Originating in the Valley by Destination (2023) Source: StreetLight
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Packet Pg. 1283 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 64 2.5.5 Ridership Recovery Related to Land Use Development Recent development may also influence future market opportuni�es for Big Blue Bus. As discussed in the land use context sec�on of this report, an increase in transit-oriented development and addi�onal mixeduse buildings coming online over the coming years is to be expected across Big Blue Bus’s service area.
These programs, especially through compliance with TDM ordinances, Assembly Bill 2097, and other housing accelera�on policies may become a major component of ridership growth for Big Blue Bus. Several major mixed-use development projects have been completed and occupied between 2019 and 2023, including Linea, Millenium Santa Monica, and UCLA Medical Housing at Santa Monica & Granville. The following case studies analyze how these developments may have impacted ridership recovery on some of BBB’s core routes.
Linea Development (Expo/Sepulveda TOD)
Linea, a mixed-use development adjacent to the E Line sta�on at Expo/Sepulveda, opened in early 2020.
The development includes 595 apartments as well as retail space. With close proximity to the light rail sta�on, the development is served by mul�ple transit lines across several providers. It is served by Routes 7 and Rapid 7 on Pico as well as Route 17 on Sawtelle/Sepulveda. Boardings at select stops for BBB services are presented below.
Table 7: Weekday Ridership Recovery at BBB stops near Linea Mixed-Used Development (Passenger Counts) Stop 2019 2023 % Recovered Routes
Pico/Sepulveda EB 375 221 59% 7, R7
Pico/Sepulveda WB 294 160 54% 7, R7
Sawtelle/Expo NB 18 18 100% 17
Sepulveda/Expo SB 144 109 76% 17
Stops near this development have seen above average ridership recovery rates on weekdays as compared to the BBB system.
Millennium Santa Monica
Millennium Santa Monica is a mixed-use development that opened in the Bergamot neighborhood near the 26th/Bergamot E Line Sta�on in late 2020. It includes 395 apartments as well as a variety of retail uses.
The development is close to several Big Blue Bus services, including Route 16 on Colorado Boulevard and Route 43.
Table 8: Weekday Ridership Recovery at BBB stops near Millennium Santa Monica Mixed-Used Development (Passenger Counts) Stop 2019 2023 % Recovered Routes
Colorado/Stanford EB 0 2 New Trips 16
Colorado/Stanford WB 6 6 100% 16
Stewart/Pennsylvania NB 8 6 72% 16, 43
Stewart/Pennsylvania SB 63 13 21% 16, 43
We observe a rela�vely small increase in total daily BBB boardings for the scale of the development. The development is near the Metro Bergamot Sta�on, which is likely the primary link to major regional des�na�ons. While this development is not adjacent to any major BBB corridors, it s�ll represents a poten�al opportunity for BBB to conduct outreach to new and exis�ng residents.
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Packet Pg. 1284 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 65 UCLA Medical School Housing @ Santa Monica & Granville In 2021, the UCLA Medical School opened 153 new residen�al units at Santa Monica Boulevard & Granville Avenue. Ground-floor commercial uses are also available at the site. Several other mixed-use developments have been recently opened or in the planning phase along this corridor, which is served by BBB Route 1. The development is roughly equidistant to stops at Barrington and Westgate.
Table 9: Weekday Ridership Recovery at BBB stops near UCLA Medical School Housing Development (Passenger Counts) Stop 2019 2023 % Recovered Routes
Santa Monica/Barrington EB 96 71 74% 1
Santa Monica/Barrington WB 64 42 66% 1
Santa Monica/Westgate EB 176 175 100% 1
Santa Monica/Westgate WB 103 91 88% 1
Barrington/Santa Monica NB 20 7 35% 15
Barrington/Santa Monica SB 22 7 32% 15
Stops near this development have seen ridership recover at a rate above the agency average. Affordable, non-profit, and student-oriented housing developments have the poten�al to be increasing generators of trips across Big Blue Bus’s service area.
Other Areas to Watch
In addi�on to the areas above, mixed-use projects recently completed in the first half of 2023 may yield increases in ridership recovery for routes and stops that they serve. A few to watch include:
• The West Edge: 600 apartments, retail, and office space completed in early 2023 near the Expo/Bundy Sta�on. An addi�onal ~400 apartments are expected to soon break ground on the south side of the sta�on at 2217/2301 Bundy Drive. Routes 5, 14, 15, and R10 serve these developments. When the D Line Phase 2 opens to Century City, Route 5 will be the fastest and most direct route for this development to reach the D Line. • Developments along Overland Avenue in Palms: Several 50-to-150-unit complexes are under construc�on between Motor Avenue and Venice Boulevard and expected to open in the coming year or two. These will be served by the Rapid 12 and Route 17. • Downtown Santa Monica: This area is expected to con�nue to grow in housing importance, with several large projects proposed in this core area of the Big Blue Bus service area. • The West LA Civic Center Redevelopment on Santa Monica Boulevard in the West LA/Sawtelle area represents a massive new residen�al and mixed-use opportunity along BBB Routes 1 and 17, but also located near one of the most congested and unreliable road segments in the service area.
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Packet Pg. 1285 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 66 2.6 Market Assessment Key Takeaways The following are key takeaways from the Market Assessment which should be taken into consideration when developing the COA recommendations.
• The BBB service area has mostly a high population density focused around downtown Santa Monica, Ocean Park, Palms, Brentwood, Downtown Inglewood, Central Los Angeles communities (e.g., La Brea, Koreatown), and the University of California, Los Angeles (UCLA). • Santa Monica is an important employment destination in the Los Angeles region; 75,300 employees travel into the city to work, 35,800 Santa Monica residents leave for work, and 8,000 people both live and work within the city. The largest concentration of jobs is seen along Santa Monica Blvd., Wilshire Blvd. and Olympic Blvd., corridors served by Routes 1, 2, and 5. • The census block groups bounded by Colorado Ave., Montana Ave., 7th St., and 3rd St. have very high concentration of transit supportive demographics including seniors, low-income residents, residents with disabilities, and zero car households.
• Over 30% of the City is zoned for single-family housing and 30% is zoned for multifamily housing.
The commercial uses are focused along Montana Ave., Wilshire Blvd., Santa Monica Blvd., Colorado Ave., Pico Blvd. and Ocean Park Blvd.
• The tight grid network makes most of the BBB service area very walkable. As you move into hilly, single-family residential areas north of Montana Ave, the walkability decreases. Other areas with lower walkability are around Santa Monica Airport and Cheviot Hills. • The COVID-19 pandemic and the resulting shift toward hybrid and remote work have altered demand for travel across Big Blue Bus’s service area. With high office vacancies and hybrid work policies in place, the agency can expect these disruptions to impact demand for transit service for the foreseeable future.
• Big Blue Bus can implement service improvements focusing on providing a core service that operates relatively frequently throughout the day and on weekdays and weekends to cater to a wide range of trip purposes.
• Transitservices should be improved in areas that are experiencing rapid mixed-use and affordable housing development such as Palms/Culver City, Downtown Santa Monica, and areas around Metro E Line stations.
• BBB should work with Metro to determine expectations for bus service west of UCLA following the opening of the Metro D Line Phase 3.
• BBB has a significant opportunity to gain ridership particularly on Routes 1, 2, and 18 between Westwood and Downtown Santa Monica after the extension of the Metro D Line and may need to be prepared for capacity limitations on Route 1.
• Route 5 between Bundy Drive and Century City could increase in importance following the opening of D Line Phase 2 to Century City but may need a substantial boost in frequency given the current hourly schedule attracts few riders.
• Routes 3 and 14 will become significant connectors to the Metro K Line for Downtown Santa Monica and Brentwood/West LA, respectively. This improved transit connection will further extend the reach to new venues in Inglewood as well as speed service to LAX with the 2025 completion of the Automated People Mover.
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Packet Pg. 1286 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 67 3. On-Board Survey Findings
3.1 Background As part of Santa Monica’s Comprehensive Opera�onal Analysis for their Big Blue Bus (BBB) service, an onboard rider survey has been cra�ed to build a rider demographic profile, iden�fy rider preferences and their sa�sfac�on with exis�ng BBB services, and detect rider origins, des�na�ons, and transfer paterns.
The survey was conducted between May 8th and 26th, 2023. In total, 1,127 valid responses were collected using a sampling plan with 40 to 67 responses per route based on average daily ridership.
3.2 Ridership Patterns
3.2.1 Transfer Rates
Respondents were asked how many buses and trains they will ride for the one-way trip they are currently on. 58% of respondents were taking a direct route to their des�na�on while 31% needed to make one transfer to get to their des�na�on, and 11% needed to make more than one transfer. For those who specified which buses riders were transferring to, 36% referenced another BBB route and 55% referenced LA Metro (bus or rail).
Table 10: Transfer Rate by Route
Route Transfer Rate
1 14%
2 17%
3 64%
5 44%
7 64%
8 45%
9 56%
R10 33%
R12 30%
14 60%
15 64%
16 31%
17 17%
18 16%
R3 52%
R7 50%
41/42 52%
43 56%
Respondents were asked to give their home zip code, drawing from a broad sample of Los Angeles County.
The most commonly listed zip code covered a por�on of the Sawtelle/West Los Angeles area (90025), followed by a sec�on of the Palms area (90034), the Mar Vista/Culver City area (90066), and Santa Monica (90404). A map of all listed zip codes is shown in Figure 36, and the top 10 listed zip codes are outlined in Table 11.
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Packet Pg. 1287 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 68 Figure 36: Survey Response by Zip Code
Table 11: Top 10 Zip Codes of Riders
Zip Code 90025 90034 90066 90404 90019 90049 90024 90403 90405 90064 Count 125 82 67 57 38 36 36 31 31 29
Percentage 12% 8% 7% 6% 4% 4% 4% 3% 3% 3%
3.2.2 Trip Origins and Des�na�ons
Respondents were asked to list the neighborhood/city and major cross streets of where they were star�ng and ending their trip (Figure 37). This was a free response ques�on, and responses were cleaned and categorized based on the informa�on available. A majority of respondents (29%) indicated that they had started their trip in Santa Monica, followed by Westwood (7%) and UCLA (6%). The most popular trip des�na�on was Santa Monica (26%), followed by UCLA (18%) and Westwood (7%).
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Packet Pg. 1288 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 69 Figure 37: Trip Origin & Destination
In terms of origin-des�na�on pairs, the top pairs are as follows: Downtown Santa Monica and UCLA (82 trips), UCLA and Westwood Blvd/Na�onal Blvd/Overland Ave (77 trips), and Westwood and Culver City (53 trips). All other aggregated pairs by census tract had fewer than 15 results.
Figure 38: Origin-Destination Pairs
0%
5%
10%
15%
20%
25%
30%
35%
Percent of Responses
Trip Origin & Destination
Trip Origin
Trip Destination
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Packet Pg. 1289 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 70 3.2.3 Trip Purpose
Respondents were asked to iden�fy the main purpose of their current trip based on six pre-selected op�ons and an “Other” op�on allowing for free response. Half of the respondents indicated that they were using Santa Monica’s Big Blue Bus (BBB) for work, followed by 24% for university, 12% for shopping and various errands, and 9% for K-12 school.
Figure 39: Trip Purpose
Table 12: Trip Purpose by Route
Route Work Shopping/
Errands
College/
University
School
(K-12)
Social/
Recreation
Medical/
Social Other Total
1 42% 15% 32% 8% 10% 8% 3% 62
2 31% 21% 38% 8% 10% 7% 2% 61
3 42% 24% 8% 6% 18% 6% 10% 62
5 65% 22% 13% 5% 11% 4% 0% 55
7 49% 8% 32% 5% 11% 3% 5% 63
8 57% 6% 38% 2% 12% 5% 5% 65
9 57% 17% 5% 11% 8% 5% 3% 63
R10 88% 0% 3% 3% 5% 0% 3% 40
R12 52% 4% 46% 4% 6% 1% 0% 67
14 53% 15% 15% 21% 3% 9% 3% 66
15 63% 11% 2% 16% 5% 5% 0% 57
16 35% 13% 37% 13% 3% 0% 3% 63
17 46% 7% 36% 21% 7% 7% 0% 61
18 47% 22% 12% 5% 10% 7% 7% 60
R3 52% 10% 11% 11% 16% 2% 5% 63
R7 39% 9% 45% 6% 6% 11% 2% 64
41/42 41% 13% 33% 13% 2% 5% 2% 61
43 63% 7% 23% 12% 5% 7% 0% 57
Total 50% 13% 24% 10% 8% 5% 3% 1,090
0%
10%
20%
30%
40%
50%
60%
Work College/University Shopping/Errands School (K-12) Other (Specify) Social/Recreation Medical/Social Services
Percent of Responses
Trip Purpose
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Packet Pg. 1290 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 71 Trip purpose varies greatly by route, with each route serving a unique role within BBB’s network. Rapid 10 and Routes 5, 15, and 43 are most heavily used for work, with over two-thirds of riders using them for this purpose. College/university travel is most prominent on Rapid 7 (SMC) and Routes 12 (UCLA), 2 (UCLA) and 8 (UCLA) with close to 40% of riders using these routes to get to school. Routes 14 and 17 carry the highest percentage of K-12 students with each route serving mul�ple schools along its alignment. (21%) Social/recrea�on trip purposes are highest (16-18%) on Route 3 and Rapid 3 which both serve LAX as well as Venice and Marina del Rey.
3.2.4 Frequency of Use
Respondents were asked how o�en they used BBB services in the year prior to COVID-19 and in the past year. In the year prior to COVID-19, 32% of respondents iden�fied that they had not u�lized the BBB, indica�ng that they are newer riders to the system. In reviewing new ridership amongst students, 5% are K-12 students while 18% of these are university students. University students are likely candidates to be new riders since they are generally only in school for a few years. However, since only 18% of new riders are university students, this means that BBB is also atrac�ng many new riders from around the broader community.
Figure 40: Frequency of Riding – Before COVID-19
In the past year, 28% of respondents rode BBB 5 days a week while 27% rode it 3-4 days a week and 21% rode it 6-7 days a week meaning that three-quarters of BBB users are regular riders who use the service the majority of the week.
0%
5%
10%
15%
20%
25%
30%
35%
1-2 days a
week
3-4 days a
week
5 days a week 6-7 days a
week
Less than once
a week
Less than once
a month
I did not ride
the bus prior to
COVID-19
Percent of Responses
Frequency of Riding Before COVID-19
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Packet Pg. 1291 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 72 Figure 41: Frequency of Riding – In the Past Year
Figure 42 looks only at respondents who said they rode BBB both before and a�er the pandemic to see how riding frequency has changed. Overall, survey respondents are using BBB services more o�en than they did before the pandemic – the percentage of riders using BBB 3+ days a week increased from 70% before the pandemic to 78% post-pandemic. This is interes�ng because it does not follow paterns seen elsewhere in the country where trips made per person have declined in the face of increased working from home, online shopping, and virtual health opportuni�es.
Figure 42: Frequency of Riding Before & After COVID-19 - Excluding New Riders 0%
5%
10%
15%
20%
25%
30%
1-2 days a
week
3-4 days a
week
5 days a week 6-7 days a
week
Less than once
a week
Less than once
a month
Never, today is
my first time
Percent of Responses
Frequency of Riding in the Past Year
0%
5%
10%
15%
20%
25%
30%
1-2 days a week 3-4 days a week 5 days a week 6-7 days a week Less than once a month
Less than once a
week
Percent of Responses
Frequency of Riding Before & After COVID-19
Excluding New Riders
Before COVID-19
Past Year
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Packet Pg. 1292 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 73 3.3 Importance & Satisfaction with BBB Services To fully understand rider’s percep�ons of BBB’s ameni�es and services, respondents were asked to rate 14 different categories in terms of their perceived importance of the service and their current sa�sfac�on with it. The ra�ng was conducted on a scale of 1-5, with 1 indica�ng a service that is not important (or has a low sa�sfac�on to the rider) and 5 indica�ng a service that is very important (or has a high sa�sfac�on to the rider). Addi�onally, these two measures were compared to iden�fy services that may have a low/high sa�sfac�on compared to their perceived importance.
In terms of average importance, services were viewed with a similar importance, with categories such as bus and stop safety, �meliness of buses, and arrival �me info scoring the highest at 4.5 out of 5. Cost, customer service, trip �me, and transfer ease scored the lowest at 4.1 out of 5. The average sa�sfac�on between categories showed more variability than importance. Respondents were most sa�sfied with ease of payment at 4.3 out of 5 and stop distance, seat availability, and cost at 4.2 out of 5. Conversely, they were least sa�sfied with bus frequency at 3.5 out of 5 and �meliness of buses at 3.6 out of 5.
Categories that score high in importance but low in sa�sfac�on are key target areas for service improvements. Categories with the largest gaps are bus reliability (.90) and bus frequency (.88).
Frequency of service is the number one factor that atracts new riders to transit and service reliability is the number one factor that retains them, so improving these two areas will be a cri�cal part of the COA effort. Other categories such as stop safety, arrival �me info, BBB safety, and service availability are also key areas in need of improvement, but issues of safety and availability of stop ameni�es are not within the scope of the COA.
Table 13: Average Ratings of Importance & Satisfaction for BBB Services Category Importance Satisfaction Difference
Bus on Time 4.47 3.57 0.9
Bus Frequency 4.4 3.52 0.88
Stop Safety 4.49 3.78 0.71
Arrival Time Info 4.46 3.83 0.63
BBB Safety 4.52 4.04 0.48
Service Availability 4.25 3.78 0.48
Bus Clean 4.42 4.03 0.39
Customer Service 4.11 3.93 0.19
Transfer Ease 4.09 3.94 0.16
Trip Time 4.1 3.98 0.11
Stop Distance 4.21 4.17 0.04
Seat Availability 4.19 4.16 0.03
Paying Ease 4.21 4.29 -0.08
Cost 4.1 4.2 -0.11
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Packet Pg. 1293 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 74 Table 14-15 consider the importance and sa�sfac�on of BBB services by type of rider. Within each type of rider, the top 3 (highlighted in green) and botom 3 (highlighted in orange) important or sa�sfactory services have been outlined.
Across all riders, the least important BBB service is cost. When compared to the overall ra�ngs, frequent riders have shown a greater importance in all services – par�cularly in transfer ease (.41 increase in importance), trip �me (.34 increase), and customer service (.34 increase). Frequent rider’s importance in services was most similar to the overall ra�ngs – except for trip �me at a .23 increase. Notably, all types of riders expressed a larger importance in trip �me compared to the overall ra�ng, indica�ng that other characteris�cs of riders are lowering the overall ra�ng. In terms of BBB and stop safety, students and those earning over $75,000 showed a high importance compared to the overall ra�ng. Older riders expressed a large importance in transfer ease and paying ease and less of an importance in stop safety (.19 decrease in importance), bus frequency (.18 decrease), and bus cleanliness (.18 decrease).
Table 14: Importance of BBB Services by Rider Type
Importance Overall
Type of Rider Age Income
Student Frequent
Rider
Infrequent
Rider
25-61
Years
62+
Years
Under
$35k
$35k-
$75k
Over
$75k
Bus Frequency 4.40 4.58 4.39 4.54 4.45 4.23 4.54 4.42 4.60 Transfer Ease 4.09 4.06 4.11 4.50 4.05 4.38 4.02 4.25 3.86 Bus on Time 4.47 4.62 4.47 4.57 4.48 4.43 4.63 4.45 4.60 Service Availability 4.25 4.24 4.28 4.45 4.33 4.21 4.30 4.30 4.33 Stop Distance 4.21 4.16 4.27 4.21 4.22 4.33 4.37 4.34 4.14 Cost 4.10 4.01 4.11 4.31 4.08 4.10 4.14 4.25 3.92
Trip Time 4.10 4.26 4.32 4.43 4.25 4.17 4.25 4.29 4.38
Paying Ease 4.21 4.10 4.20 4.46 4.18 4.40 4.19 4.27 4.29 BBB Safety 4.52 4.63 4.56 4.61 4.45 4.37 4.60 4.46 4.64 Stop Safety 4.49 4.61 4.53 4.64 4.45 4.30 4.46 4.44 4.60 Bus Clean 4.42 4.45 4.43 4.56 4.36 4.23 4.46 4.38 4.43
Seat Availability 4.19 4.12 4.20 4.45 4.10 4.30 4.16 4.30 4.01 Customer Service 4.11 3.92 4.09 4.45 4.03 4.20 4.18 4.21 3.84 Arrival Time Info 4.46 4.53 4.46 4.66 4.44 4.43 4.57 4.39 4.54 Universally, all types of riders expressed their lowest sa�sfac�on in bus frequency and bus �meliness and their highest sa�sfac�on in paying ease. Compared to the overall ra�ng, older riders have shown a greater sa�sfac�on in services – par�cularly in customer service (.67 increase in sa�sfac�on), bus �meliness (.58 increase), transfer ease (.54 increase), and arrival �me info (.52 increase). Conversely, students and frequent riders expressed a lower sa�sfac�on in those services. Frequent riders have a lower sa�sfac�on in all services compared to the overall ra�ng.
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Packet Pg. 1294 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 75 Table 15: Satisfaction of BBB Service by Rider Type
Sa�sfac�on
Type of Rider Age Income
Overall Student Frequent
Rider
Infrequent
Rider
25-61
Years
62+
Years
Under
$35k
$35k-
$75k
Over
$75k
Bus Frequency 3.52 3.54 3.49 3.83 3.61 3.78 3.57 3.73 3.35 Transfer Ease 3.94 3.85 3.85 4.17 4.01 4.48 3.86 4.07 4.06 Bus on Time 3.57 3.48 3.49 4.02 3.63 4.15 3.58 3.73 3.60 Service Availability 3.78 3.86 3.67 4.09 3.81 3.96 3.85 3.85 3.78 Stop Distance 4.17 4.15 4.14 4.27 4.19 4.56 4.27 4.13 4.47 Cost 4.20 4.28 4.15 4.30 4.29 4.48 4.30 4.15 4.60
Trip Time 3.98 4.02 3.90 4.04 4.11 4.33 4.19 4.06 4.18
Paying Ease 4.29 4.36 4.24 4.41 4.39 4.70 4.37 4.31 4.69 BBB Safety 4.04 4.06 3.96 4.19 4.03 4.22 4.04 3.97 4.23 Stop Safety 3.78 3.77 3.66 4.07 3.82 4.15 3.65 3.77 3.95 Bus Clean 4.03 3.97 4.00 4.24 4.08 4.46 3.98 4.01 4.29
Seat Availability 4.16 4.12 4.05 4.09 4.20 4.48 4.13 4.14 4.33 Customer Service 3.9 3.9 3.8 4.1 4.0 4.6 4.0 4.0 4.1
Arrival Time Info 3.8 3.8 3.7 4.3 3.9 4.3 3.9 3.9 3.9
Table 16 below considers the difference in importance and sa�sfac�on of BBB services by type of rider.
Within each type of rider, the lowest difference (highlighted in green) and largest difference (highlighted in orange) when comparing the two ra�ngs has been outlined.
Table 16: Comparing Importance and Satisfaction of BBB Services by Rider Type Difference
Type of Rider Age Income
Overall Student Frequent
Rider
Infrequent
Rider
25-61
Years
62+
Years
Under
$35k
$35k-
$75k
Over
$75k
Bus Frequency 0.88 1.03 0.91 0.71 0.84 0.45 0.97 0.70 1.25 Transfer Ease 0.16 0.21 0.26 0.33 0.04 -0.10 0.16 0.19 -0.20 Bus on Time 0.90 1.15 0.98 0.55 0.84 0.29 1.05 0.72 0.99 Service Availability 0.48 0.38 0.61 0.36 0.53 0.25 0.45 0.45 0.55 Stop Distance 0.04 0.01 0.13 -0.05 0.03 -0.22 0.10 0.21 -0.33 Cost -0.11 -0.27 -0.04 0.00 -0.21 -0.38 -0.17 0.10 -0.69 Trip Time 0.11 0.24 0.42 0.39 0.14 -0.17 0.06 0.23 0.20 Paying Ease -0.08 -0.25 -0.04 0.05 -0.20 -0.30 -0.17 -0.04 -0.40 BBB Safety 0.48 0.57 0.59 0.42 0.43 0.14 0.56 0.49 0.41 Stop Safety 0.71 0.84 0.87 0.56 0.63 0.15 0.81 0.67 0.65 Bus Clean 0.39 0.48 0.42 0.32 0.29 -0.23 0.48 0.37 0.14 Seat Availability 0.03 0.01 0.15 0.36 -0.10 -0.18 0.04 0.16 -0.32 Customer Service 0.19 0.05 0.32 0.32 0.04 -0.40 0.22 0.25 -0.22 Arrival Time Info 0.63 0.73 0.79 0.37 0.55 0.09 0.66 0.54 0.62
11.A.d
Packet Pg. 1295 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 76 Across all types of riders, bus frequency, bus �meliness, and stop safety (except for older riders) have the largest gap between importance and sa�sfac�on. The gap in bus frequency and �meliness is highest among those earning over $75,000, students, and the lowest income riders. The smallest gap is cost and paying ease across all riders. When compared to the overall ra�ngs, older riders have a smaller gap across all services – par�cularly with bus cleanliness, bus �meliness, and customer service. Infrequent riders have the largest gap in seat availability and those earning between $35-$75,000 have the largest gap in cost and stop distance. Across income levels, those earning between $35-$75,000 are the only riders where their sa�sfac�on of cost does not meet their importance. Frequent riders have a larger gap across services with trip �me, arrival �me info, and stop safety at the top. This shows that while other riders’ sa�sfac�on of BBB services is mee�ng their importance, this is not the case for BBB’s most frequent riders.
3.4 Rider Encouragement Respondents were asked to indicate what would encourage them to ride BBB more o�en through a free response format (Table 17). At the top of the list was more frequency (24%), followed by increased overall safety (16%), more accurate arrival �mes (11%), and more buses and bus lines (10%). These results align with those of the previous ques�on where increased frequency and more accurate arrival �mes had a high perceived importance with rela�vely low sa�sfac�on rate.
Table 17: Improvements to Encourage Riders to Utilize BBB More Often Trends Percent of Responses
More Frequency 24%
Increased Safety 16%
More Accurate Arrivals 11%
More Buses & Bus Lines 10%
Increased Cleanliness 6%
Lower Fares 5%
Morning & Evening/Night Service 5%
Faster Buses 3%
More Direct Routes 2%
Rides Closer to DTLA 2%
Weekend Service 2%
Less Wai�ng 2%
Friendlier Drivers 2%
Fast & Reliable to School 1%
Less Homeless 1%
More Connec�vity 1%
Dedicated Bus Lanes 1%
Closer to Home 1%
More/Beter Service 1%
Accurate App 1%
WIFI & Charging 1%
Overall Accessibility 1%
11.A.d
Packet Pg. 1296 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 77 3.4.1 Frequency by Time of Day
To gather more insight into the need for increased frequency, respondents were asked to iden�fy the �me of the day that would be most important to have more frequent service. Figure 43 shows that 45% of riders indicated that the AM peak period (6:00-9:00 am) is the most important part of the day to have frequent service, outweighing all other categories by a factor of 3:1. This is followed by the midday period (9:00 am-3:00 pm) with 16%. Riders tend to place a high value on AM Peak service since that tends to be the �me of day when trips are most �me-sensi�ve – people have to be at work, school, or appointments by a certain �me. Riders have a lot more flexibility when making discre�onary trips during the middle of the day or returning home from work or school in the a�ernoon/evening.
Figure 43: More Frequent Service by Time of Day
Preferences for increased frequency by �me of day vary by route. Early morning (4:00-6:00 am) service is rated highly on Rapid 3 (32%) as the service does not begin opera�ng un�l 7:00 am. AM Peak service is most desired on Rapid 10 (69%) and Routes 41/42 (63%) and 43 (62%). Rapid 10 carries commuters into Downtown Los Angeles while both Routes 41/42 and 43 feed into Metro Rail sta�ons.
Table 18: More Frequent Service by Time of Day – by Route More Frequent Service by Time of Day - by Route
Route 4:00 am -
6:00 am
6:00 am -
9:00 am
9:00 am -
3:00 pm
3:00 pm -
6:00 pm
6:00 pm -
9:00 pm
6:00 pm -
12:00 am Total
1 12% 46% 15% 10% 7% 10% 41
2 15% 38% 15% 15% 3% 15% 34
3 16% 46% 5% 14% 5% 14% 37
5 19% 42% 12% 4% 23% 0% 26
7 22% 49% 16% 7% 2% 4% 45
8 9% 52% 15% 6% 3% 15% 33
9 16% 43% 27% 2% 6% 6% 51
R10 6% 69% 8% 11% 6% 0% 36
R12 4% 37% 24% 22% 10% 2% 49
14 22% 27% 19% 27% 3% 3% 37
0%
10%
20%
30%
40%
50%
Early morning
(4:00-6:00 am)
AM rush hour
(6:00-9:00 am)
Midday (9:00 am
to 3:00 pm)
PM rush hour
(3:00-6:00 pm)
Early evening
(6:00-9:00 pm)
Late evening
(6:00-12:00 am)
Percent of Responses
More Frequent Service by Time of Day
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Packet Pg. 1297 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 78 15 22% 32% 16% 19% 8% 3% 37
16 10% 35% 13% 18% 13% 13% 40
17 4% 58% 13% 4% 8% 13% 24
18 3% 48% 23% 16% 3% 6% 31
R3 32% 29% 6% 9% 12% 12% 34
R7 12% 53% 26% 3% 3% 3% 34
41/42 9% 63% 13% 9% 3% 3% 32
43 15% 62% 0% 23% 0% 0% 13
Total 14% 45% 16% 12% 7% 7% 634
3.4.2 Expanding Opera�ng Hours
Similar to the previous ques�on, respondents were asked to iden�fy the �me of the week that would be the most important to expand opera�ng hours. Overall, 40% of respondents said earlier on weekday mornings, followed by 31% later on weekday evenings, and 20% later on weekend evenings (Figure 44).
Out of BBB’s 18 routes, only seven start earlier than 6:00 am. With long commutes, transfers to LA Metro rail or bus service, and worsening traffic as the day progresses, it makes sense that riders want to be able to start their commutes earlier in the day.
Figure 44: Expanding Operating Hours by Time of Week
As with desired frequency improvements, responses also vary by route. Rapid 10 had the greatest request for later weekday evening service (in part because it does not operate on weekends) since service stops opera�ng at 6:00 pm. Route 43 has a short span as well, with no service a�er 6:00 pm. Routes 15 and 41 had the highest percentage of requests for earlier weekend morning service even though neither of these routes operates on weekends. Routes 1, 3, and 5 had the most requests for later weekend evening service, and Route 5 does not operate on weekends.
0%
10%
20%
30%
40%
50%
Earlier on weekday
mornings
Later on weekday evenings Later on weekend evenings Earlier on weekend mornings
Percent of Responses
Expanded Operating Hours by Time of Week
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Packet Pg. 1298 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 79 Table 19: Expand Hours by Route
Percent of Expand Hours by Route
Route
Earlier on
weekday
mornings
Later on
weekday
evenings
Earlier on
weekend
mornings
Later on
weekend
evenings
Total
1 34% 26% 5% 34% 38
2 35% 26% 10% 29% 31
3 33% 15% 6% 45% 33
5 42% 23% 4% 31% 26
7 51% 22% 15% 12% 41
8 40% 30% 7% 23% 30
9 51% 24% 12% 12% 49
R10 35% 65% 0% 0% 34
R12 19% 56% 12% 14% 43
14 38% 29% 9% 24% 34
15 49% 17% 20% 14% 35
16 31% 38% 8% 23% 39
17 48% 39% 0% 13% 23
18 29% 29% 13% 29% 31
R3 36% 39% 0% 24% 33
R7 50% 33% 3% 15% 40
41/42 56% 13% 22% 9% 32
43 54% 46% 0% 0% 13
Total 40% 31% 9% 20% 605
3.5 Service Design Tradeoffs Redesigning a transit network involves making trade-offs in service design, priori�zing certain elements over others. To further understand preferences of BBB riders, respondents were asked three different trade-off ques�ons.
First, riders were asked if they preferred a route with 10-minute peak and 20-minute off-peak service or a route with consistent 15-minute service throughout the day. In a close contest, 52% of respondents indicated that they would prefer 10-minute frequencies during peak hours and 20-minute frequencies during the middle of the day (peak frequency) while 48% would prefer steady 15-minute frequencies throughout the day (all-day frequency).
Second, riders were asked if they would prefer a shorter wait for the bus in exchange for a longer walk to the stop. 72% of respondents said yes, compared to 28% of respondents who would prefer a shorter walk to the bus in exchange for a longer wait at the stop. This split is closer to 50/50 in many other ci�es, and the fact that the preference is so high towards longer walks reflects the strong pedestrian environment present in Santa Monica. When walking is pleasant, safe, and convenient, people are willing to walk farther distances.
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Packet Pg. 1299 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 80 Finally, riders were asked if they preferred tradi�onal fixed-route with a set schedule and designated bus stops or an on-demand service requested through their phone. Overwhelmingly, 85% preferred tradi�onal fixed-route service over on-demand service.
When looking at responses by route, there are not many obvious trends. Rapid 10 has the highest demand for peak service, which is consistent with previous findings, followed by Rapid 7 and Route 17 while Routes 18, 5, 14, and 43 have the highest demand for midday service. On the walk vs. wait tradeoff, the routes with wider stop spacing – Routes R3, R7, and R12 – do not have a higher preference for shorter walks and are on average with the rest of the system. This suggests that the wider stop spacing on these routes does not nega�vely impact the func�onality of these routes. Route 9, which serves the Pacific Palisades was very strongly opposed to on-demand service.
Table 20: Design Tradeoff Responses by Route
Route
Peak vs. Midday Walk vs. Wait Fixed vs. On-Demand
Peak Midday Shorter Wait Shorter Walk Fixed On-Demand
1 50% 50% 81% 19% 85% 15%
2 45% 55% 73% 27% 86% 14%
3 42% 58% 65% 35% 86% 14%
5 38% 62% 69% 31% 92% 8%
7 66% 34% 79% 21% 70% 30%
8 61% 39% 65% 35% 86% 14%
9 51% 49% 80% 20% 98% 2%
R10 69% 31% 69% 31% 91% 9%
R12 54% 46% 73% 27% 81% 19%
14 40% 60% 69% 31% 69% 31%
15 42% 58% 66% 34% 82% 18%
16 53% 47% 66% 34% 86% 14%
17 67% 33% 58% 42% 89% 11%
18 32% 68% 80% 20% 89% 11%
R3 53% 47% 72% 28% 73% 27%
R7 68% 33% 76% 24% 88% 12%
41/42 53% 47% 77% 23% 86% 14%
43 40% 60% 67% 33% 83% 17%
Total 52% 48% 72% 28% 85% 15%
Different rider demographic groups have different preferences when it comes to evalua�ng these three tradeoffs. For peak-oriented vs. consistent all-day service, students (and consequently also riders ages 18- 24) are more likely to prefer all-day service since they are traveling to and from class throughout the day.
Riders ages 35-61 and with higher incomes prefer peak-oriented service much more strongly than the average, as many in these age groups solely use transit to commute to and from work. Those who use transit less frequently prefer shorter walks to their stops as well as on-demand service when given as an alterna�ve. Older riders prefer shorter walks to stops but also have a much stronger preference for fixed11.A.d Packet Pg. 1300 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 81 route over on-demand service, likely due to the technological barriers of using such services. Finally, those riders with higher incomes most strongly prefer on-demand service.
Table 21: Service Design Tradeoffs by Rider Type
Category
Peak or All-Day
Frequency
Walk or Wait Longer at Fixed-Routes or
Bus Stops On-Demand Services
Peak All-Day Shorter Wait Shorter Walk Fixed On-Demand
Overall 52% 48% 72% 28% 85% 15%
Type of Rider
Student 45% 55% 71% 29% 89% 11%
Frequent 56% 44% 74% 26% 87% 13% (5-7 days a week)
Infrequent 53% 47% 66% 34% 76% 24%
Age
Under 18 54% 46% 85% 15% 77% 23%
18-24 Years 43% 57% 74% 26% 88% 12%
25-34 Years 47% 53% 64% 36% 81% 19%
35-44 Years 61% 39% 70% 30% 85% 15%
45-54 Years 67% 33% 79% 21% 84% 16%
55-61 Years 65% 35% 79% 21% 83% 17%
62 and Older 44% 56% 63% 37% 93% 7%
Annual Household Income
Under $25,000 51% 49% 71% 29% 84% 16%
$25,000-$34,999 58% 42% 77% 23% 91% 9%
$35,000-$49,999 38% 62% 71% 29% 81% 19%
$50,000-$74,999 48% 52% 71% 29% 83% 17%
$75,000-$99,999 67% 33% 70% 30% 83% 17%
Over $100,000 58% 42% 69% 31% 76% 24%
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Packet Pg. 1301 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 82 3.6 Rider Demographics
3.6.1 Age
31% of respondents were between 18-24 years old, reflec�ng BBB’s large student demographic. Over half of riders on Routes 2, 17, and 27 are 18-24 years old – serving the local universi�es of UCLA (Routes 2 and 17) and SMC (Route R7). Riders aged 25-34 years old ride Rapid 12 (which also serves UCLA) and Routes 5 and 3. Rapid 10 and Routes 5 and 15 more heavily cater to seniors, with riders over age 62 represented at 2-3 �mes the system average.
Figure 45: Age of Riders
Table 22: Age of Riders by Route
Route <18 18-24 25-34 35-44 45-54 55-61 62+
1 7% 27% 33% 17% 13% 3% 0%
2 13% 57% 13% 13% 4% 0% 0%
3 6% 16% 39% 19% 3% 6% 10%
5 0% 13% 43% 4% 22% 0% 17%
7 0% 37% 7% 27% 27% 0% 3%
8 0% 32% 32% 14% 7% 7% 7%
9 10% 12% 5% 27% 20% 17% 10%
R10 0% 5% 14% 9% 18% 27% 27%
R12 3% 33% 45% 10% 8% 0% 3%
14 14% 31% 21% 17% 14% 0% 3%
15 9% 22% 22% 4% 17% 0% 26%
16 14% 52% 17% 7% 3% 3% 3%
17 0% 56% 25% 13% 0% 0% 6%
18 14% 24% 29% 10% 0% 14% 10%
R3 4% 26% 26% 26% 9% 4% 4%
R7 0% 63% 20% 3% 10% 3% 0%
41/42 0% 35% 15% 20% 25% 0% 5%
43 13% 0% 13% 13% 13% 38% 13%
Total 6% 31% 24% 15% 12% 6% 7%
0%
5%
10%
15%
20%
25%
30%
35%
<18 18-24 25-34 35-44 45-54 55-61 62+
Percent of Responses
Age of Riders
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Packet Pg. 1302 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 83 3.6.2 Household Income
When asked to iden�fy their household income, 36% of households earned less than $25,000, 18% earned between $25,000-$34,999, and 14% earned more than $100,000. Circulators within the City of Santa Monica (Routes 41/42 and 43) carry the highest percentages of low-income riders (over 50%). On the other hand, over half of riders on Rapid 10 have annual household incomes over $100,000.
Figure 46: Household Income
Table 23: Household Income by Route
Route Less than
$25,000
$25,000-
$34,999
$35,000-
$49,999
$50,000-
$74,999
$75,000-
$99,999
More than
$100,000
1 38% 19% 12% 15% 8% 8%
2 43% 0% 21% 7% 0% 29%
3 41% 19% 15% 15% 7% 4%
5 32% 16% 16% 16% 0% 21%
7 50% 18% 21% 4% 4% 4%
8 50% 9% 9% 5% 5% 23%
9 50% 21% 9% 9% 3% 9%
R10 0% 10% 0% 21% 17% 52%
R12 21% 26% 7% 23% 12% 12%
14 48% 24% 0% 14% 0% 14%
15 26% 21% 11% 16% 11% 16%
16 29% 24% 5% 10% 10% 24%
17 37% 21% 26% 5% 5% 5%
18 26% 11% 11% 16% 21% 16%
R3 29% 21% 11% 25% 4% 11%
R7 40% 20% 23% 7% 7% 3%
41/42 54% 21% 13% 8% 4% 0%
43 57% 14% 29% 0% 0% 0%
Total 36% 18% 12% 13% 7% 14%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Less than $25,000 $25,000-$34,999 $35,000-$49,999 $50,000-$74,999 $75,000-$99,999 More than $100,000 Percent of Responses
Household Income
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Packet Pg. 1303 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 84 3.6.3 Race & Ethnicity
A majority of respondents iden�fied as Hispanic or La�no (43%), followed by White (29%), Asian/Pacific Islander (14%) and African American/Black (10%). Those who iden�fied as White predominately use Rapid 10 and Routes 18 and 8. Respondents that iden�fied as Hispanic consist of over half of a route’s ridership for a total of six routes. Specifically, they predominantly ride Routes 43 (80%), 15 (75%), and Rapid 7 (71%).
Figure 47: Race/Ethnicity of Riders
Table 24: Race/Ethnicity of Riders by Route
Route
African
American/
Black
Asian/
Pacific
Islander
Caucasian/White
(not Hispanic/
Latino/Latinx)
Hispanic/
Latino/
Latinx
Native American/
Alaskan Native
MultiRacial Other
1 10% 24% 31% 26% 0% 10% 7%
2 18% 18% 32% 26% 0% 12% 6%
3 21% 3% 38% 41% 0% 3% 3%
5 13% 21% 38% 33% 0% 0% 4%
7 7% 10% 12% 69% 0% 0% 7%
8 0% 23% 42% 29% 0% 3% 6%
9 12% 0% 28% 50% 4% 4% 4%
R10 9% 20% 63% 14% 0% 0% 3%
R12 9% 27% 31% 22% 0% 2% 9%
14 14% 9% 29% 46% 0% 3% 6%
15 0% 13% 13% 75% 0% 0% 0%
16 18% 8% 31% 31% 0% 5% 10%
17 4% 32% 16% 48% 0% 0% 0%
18 0% 17% 45% 31% 0% 3% 3%
R3 24% 6% 21% 41% 3% 9% 3%
R7 10% 12% 17% 71% 2% 7% 5%
41/42 0% 13% 26% 58% 0% 6% 3%
43 13% 7% 0% 80% 0% 0% 0%
Total 10% 14% 29% 43% 1% 4% 5%
0%
10%
20%
30%
40%
50%
Hispanic or Latino White Asian/Pacific
Islander
African
American/Black
Other Multi-Racial Native
American/Alaskan
Native
Percent of Responses
Race/Ethnicity of Riders
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Packet Pg. 1304 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 85 3.6.4 Employment Status
Overall, 69% of respondents indicated they were full-�me (46%) or part-�me (23%) employed. Out of a total of 39% of students, 31% indicated that they were in university while 8% indicated they were in K-12.
Respondents employed full-�me overwhelmingly u�lize Rapid 10 (94%), followed by Routes 43 and 23.
University students unsurprisingly u�lize Routes 17, 12, 2, and 16 – all of which serve UCLA or SMC.
Figure 48: Employment Status of Riders
Table 25: Employment Status of Riders by Route
Route Employed
Full-Time
Employed
Part-Time
Student
(college/
university)
Student
(K-12) Retired Have adisability
Veteran or
active-duty
Homeless/
unhoused
1 39% 20% 39% 10% 5% 0% 0% 0%
2 14% 20% 51% 23% 3% 0% 0% 3%
3 58% 21% 15% 3% 6% 6% 0% 3%
5 60% 16% 20% 0% 12% 0% 0% 0%
7 56% 12% 29% 7% 2% 0% 0% 5%
8 47% 31% 41% 0% 6% 3% 0% 0%
9 31% 40% 10% 12% 15% 4% 2% 2%
R10 94% 0% 3% 0% 0% 3% 0% 0%
R12 42% 25% 58% 4% 0% 0% 0% 0%
14 43% 20% 20% 14% 3% 6% 0% 0%
15 63% 9% 9% 9% 3% 6% 0% 3%
16 26% 26% 51% 15% 0% 3% 0% 0%
17 26% 26% 59% 7% 4% 4% 4% 0%
18 38% 24% 31% 10% 7% 0% 0% 0%
R3 65% 15% 24% 3% 0% 3% 3% 3%
R7 25% 48% 45% 2% 5% 5% 5% 2%
41/42 55% 27% 24% 6% 3% 0% 0% 0%
43 80% 13% 13% 7% 0% 0% 0% 0%
Total 46% 23% 31% 8% 4% 2% 1% 1%
0% 10% 20% 30% 40% 50%
Veteran or Active-Duty Service Member
Homeless/Unhoused
Have a Disability
Retired
Student (K-12)
Employed Part-Time
Student (College/University)
Employed Full-Time
Percent of Responses
Employment Status of Riders
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Packet Pg. 1305 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 86 3.6.5 Other Key Characteris�cs
A few other key takeaways include:
• For respondents’ identified gender, a majority identified as female (53%), followed by male (42%), nonbinary (2%), and 3% of riders preferred not to disclose their gender. • Regarding household size, 63% of respondents indicated that 2 (22%), 3, (21%) or 4 (20%) people lived in their household. 16% of riders indicated that they lived alone. • The number of accessible household vehicles varied, as 38% of respondents have access to one car, followed by 26% having access to two cars. Conversely, 27% of riders indicated that they do not have access to any vehicle at home. When looking at access to household vehicles by route, no routes carried a majority of riders with no access to a car. However, Routes 41/42, 8, and 17 carried the largest number of riders with no vehicle access (over 40%). Routes 16, 12, 43, 10, and Rapids 3 and 7 all had at least 80% of their riders having access to a vehicle. • The vast majority of respondents (95%) have access to a smartphone with a reliable data plan. • By a slim majority, 51% of respondents said they have a valid driver’s license.
3.7 On-Board Survey Findings Key Takeaways
• The top origin-des�na�on pairs are between Downtown Santa Monica-UCLA, Westwood BlvdUCLA, and Westwood-Culver City. • 49% of respondents use Big Blue Bus five or more days a week. • Respondents ranked bus and stop safety, �meliness of buses, and having accurate real-�me arrival �me informa�on as the most important service atributes with a score of 4.5 out of 5. • Respondents were least sa�sfied with bus frequency and �meliness of buses (reliability), giving scores of 3.5 and 3.6 out of 5, respec�vely. These categories had the largest gap between the average importance and average sa�sfac�on ra�ngs.
• When asked for a free-response answer on what would encourage them to ride more o�en, 24% of respondents cited more frequency.
• 45% of respondents said the AM Peak is the most important �me of day to increase frequency. • 40% of respondents said earlier on weekday mornings is the most important �me of the week to expand service hours.
• 72% of respondents prefer a shorter wait for the bus compared to a shorter walk to the stop. • 85% of respondents prefer fixed-route service over an on-demand service. • 31% of respondents are 18-24 years old, reflec�ng the large influence of UCLA and Santa Monica College on Big Blue Bus ridership.
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Packet Pg. 1306 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 87 4. Service Evaluation
The Service Evalua�on seeks to understand how riders use the BBB network and how the various routes perform compared to one another. The goal is to understand the strengths of the current opera�on as well as iden�fy opportuni�es for improvement – both in eleva�ng the customer experience and in increasing the efficiency and effec�veness of service delivery.
4.1 Santa Monica Transit Service Overview
4.1.1 Big Blue Bus
BBB operates 18 routes that serve the City of Santa Monica with connec�ons outside of the city to Los Angeles Interna�onal Airport (LAX), Culver City, Century City, UCLA/Westwood, Koreatown, and Downtown Los Angeles (see Figure 49). An overview of route-level frequencies and spans by day type can be found in Table 26.
Figure 49: Big Blue Bus System Map (Aug 2023)
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Packet Pg. 1307 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 88 Table 26: Big Blue Bus Service Span and Frequency
Route Name Service Type Weekday Span Weekday
Frequency Saturday Span SaturdayFrequency Sunday Span SundayFrequency 1 Main St & Santa Monica Blvd/UCLA Local 5:15 AM-10:45 PM 10 6:30 AM-10:45 PM 15 6:30 AM-10:45 PM 15 2 Wilshire Blvd/UCLA Local 6:45 AM-8:45 PM 20 8:30 AM-8:45 PM 20 8:30 AM-8:45 PM 20 3 Lincoln Blvd/LAX Local 4:45 AM-11:00 PM 12 5:30 AM-11:00 PM 15 5:30 AM-11:00 PM 15 R3 Lincoln Blvd/LAX Rapid Rapid 7:00 AM-5:15 PM 60
5 Olympic Blvd Local 7:15 AM-6:30 PM 60
7 Pico Blvd Local 5:00 AM-11:00 PM 15 6:00 AM-11:00 PM 15 6:00 AM-11:00 PM 15 R7 Pico Blvd Rapid Rapid 6:00 AM-6:45 PM 20
8 Ocean Park Blvd & Westwood Bl/UCLA Local 6:30 AM-10:00 PM 24 6:30 AM-9:45 PM 30 6:30 AM-9:45 PM 30 9 Pacific Palisades Local 6:30 AM-9:15 PM 30 7:30 AM-7:15 PM 60 7:30 AM-7:15 PM 60 R10 Downtown LA Freeway Express Rapid 6:00 AM-8:00 AM;
3:00 PM-6:00 PM
60 R12 Westwood/UCLA-Palms Rapid 5:30 AM-10:15 PM 12 6:30 AM-10:15 PM 20 6:30 AM-10:15 PM 20 14 Bundy Dr/Centinela AveWestchester/VeteransLocal 5:15 AM-8:30 PM 20 6:00 AM-8:00 PM 30 6:00 AM-8:00 PM 15 Barrington Ave Local 6:45 AM-6:15 PM 60
16 Wilshire Bl/Bundy Dr-Playa del Rey Local 6:15 AM-6:30 PM 30 30 17 UCLA-VA Medical Center-Culver City Local 5:45 AM-9:15 PM 20 7:45 AM-7:45 PM 30 7:45 AM-7:45 PM 30 18 UCLA - Abbot Kinney – Marina Del Rey Local 6:45 AM-7:45 PM 30 8:15 AM-6:30 PM 30 8:15 AM-6:30 PM 30 41 17th St Station - SMC Circulator 6:15 AM-6:45 PM 20
43 San Vicente Blvd & 26th St Local 6:30 AM-5:45 PM 30
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Packet Pg. 1308 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Big Blue Bus Brighter Blue COA Existing Conditions Report 89 4.1.2 Other Transit Providers
In addi�on to Big Blue Bus, LA Metro and Culver CityBus provide service in BBB’s service area. Some of these routes provide overlapping service along the highest traffic corridors in Santa Monica, including Wilshire Blvd and Santa Monica Blvd. Other routes fill gaps in the service area by providing service along corridors not served by other transit service providers. Important regional des�na�ons are also served by other service providers including downtown Santa Monica, UCLA and LAX. A summary of the services provided by other transit service providers in the Big Blue Bus service area can be found in Table 27.
Table 27: Transit Service in Big Blue Bus Service Area Operated by Other Service Providers Service Provider Route Service Description Frequency (Weekday) Metro Expo East LA – Downtown LA – Downtown Santa
Monica 10 minutes
Metro 4 Downtown LA – Downtown Santa Monica via
Santa Monica Blvd 6-8 minutes
Metro 33 Venice – Downtown Santa Monica –
Downtown LA 8 minutes
Metro 134 Downtown Santa Monica – Malibu via PCH 30-60 minutes Metro 602 UCLA – Pacific Palisades via Sunset Blvd 30-60 minutes Metro 20
Downtown LA – Westwood/Santa Monica via
Wilshire Blvd; Santa Monica service peak
only, off peak terminates at
Wilshire/Westwood
8-12 minutes
Metro 720 Downtown LA – Downtown Santa Monica via
Wilshire Blvd 5-7 minutes
Metro 761 Expo/Sepulveda Station – UCLA via
Westwood 13 minutes
Culver CityBus 6/Rapid 6 LAX - Culver City Transit Center – UCLA via Sepulveda Blvd
15 minutes
(30 minutes Rapid)
4.2 How Riders Use the Network This sec�on analyzes how riders use the network – travel paterns by �me of day, day of week, route, and stop – to understand where/when demand for transit service is most prevalent. Overall, BBB generates an average of 25,700 boardings on weekdays, a 42% decrease compared to 44,500 boardings pre-pandemic in 2019.
4.2.1 System Level Ridership
Prior to the COVID-19 pandemic, BBB ridership had already been declining since 2010, with ridership declining every year between 2010 and 2019 at an average rate of 6% per year. Peak ridership in the past 20 years was in 2010 with annual ridership at 21,170,600; by 2019 ridership had declined 45% to 12,640,800. Ridership declines seemed to have plateaued between 2017 and 2019, but significant declines occurred due to COVID-19 with ridership declining 73% at the onset of the pandemic. Ridership was s�ll down 57 percent in 2021 compared to 2019. Since 2021, ridership has seen some improvement, increasing 30% between 2021 and 2022, but with annual ridership at 7,095,000, ridership is s�ll far below pre-COVID rates.
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Packet Pg. 1309 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 90 4.2.2 Impacts of COVID-19
As was the case with transit systems throughout the country, BBB’s ridership declined significantly as a result of the COVID-19 pandemic. Between April 2019 and April 2020, monthly ridership declined by 73%.
Since the onset of the COVID-19 pandemic ridership has steadily increased, monthly ridership on BBB services had grown 121% between April 2020 and July 2023. Ridership was s�ll below 2019 levels; July 2023 monthly ridership was 61% of July 2019 ridership.
Figure 50: Big Blue Bus Monthly Bus Ridership, January 2019 - July 2023 BBB has not been able to restore their service levels to 2019 levels, since ini�al service reduc�on in 2020, service levels have remained steady at around 70% of 2019 service levels. The lack of motor coach operators has been the largest contribu�ng factor to restoring the service to pre-pandemic levels. As shown in Figure 51, stagna�on of service levels in the face of increasing ridership demand shows how urgent it is that BBB improve service levels.
Figure 51: Big Blue Bus Percent Change in Monthly Bus Ridership and Revenue Hours, January 2019 - July 2023 0 200,000
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Packet Pg. 1310 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 91 Transit Ridership and Service Levels in the Greater Los Angeles Region During COVID-19 Among the major transit service providers opera�ng in the Los Angeles region, ridership recovery on Big Blue Bus services has been close to average; BBB’s 2023 ridership was 64% of 2019 levels, compared to the regional average of 66%.
BBB is behind other Los Angeles transit service providers in returning service to pre-COVID levels, BBB’s 2023 service hours were 70% of 2019 levels; among major LA transit service providers the average was 88% (see Figure 52). That is not to say that ridership would necessarily rebound if BBB service were restored to pre-COVID levels. Other agencies’ results from restoring service levels to pre-COVID levels had mixed results in restoring ridership, LADOT had the greatest recovery in ridership among LA providers and above average restora�on of service levels, but the two service providers with the weakest ridership recovery, Torrance Transit and Montebello Bus Lines, had 2023 service levels around 90% of 2019 levels.
In order for BBB to restore ridership to what it was before COVID will require strategies that go beyond restoring service to past levels.
Figure 52: 2023 Ridership and Vehicle Revenue Hours of Los Angeles Transit Providers as Percent of 2019 Values
4.2.3 Ridership by Time of Day
When comparing pre and post-COVID �me-of-day ridership trends in 2019 to 2023 (Figure 53), the overall trends are much the same – ridership is concentrated during peak periods, with 47% of daily boardings taking place between 6-9 am and 3-6 pm in 2023 compared to 48% in 2019. However, there was a notable shi� from the AM to the PM peak. Ridership dropped considerably between 6-7 am and significantly increased between 3-4 pm. This is likely due to the new work-from-home culture and more flexible work schedules, allowing riders to commute at later �mes (or in some cases, possibly go home early which may explain part of the rela�ve ridership increase from 3-4pm). 0%
20%
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Percent of 2019 Values
Ridership and Vehicle Revenue Hours of Los Angeles
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2023 Ridership 2023 Revenue Hours
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Packet Pg. 1311 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 92 Figure 53: Percent of Total BBB Bus Boardings by Hours, Weekdays, 2019 & 2023 As on weekdays, as shown in Figure 54 and Figure 55, weekend trends by �me of day did not change substan�ally between 2019 and 2023. Both Saturdays and Sundays saw the largest rela�ve increases in ridership between 2-5 pm. Unlike weekdays with a double peak, weekends follow a bell curve, with a single peak around 2pm.
Figure 54: Percent of Total BBB Bus Boardings by Hours, Saturdays, 2019 & 2023 0%
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Packet Pg. 1312 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 93 Figure 55: Percent of Total BBB Bus Boardings by Hours, Sundays, 2019 & 2023
4.2.4 Ridership by Day of Week
Weekdays account for 87% of monthly or annual passenger boardings. In 2023 Big Blue Bus had 26,000 boardings on an average weekday; 13,700 boardings on an average Saturday, and 11,600 boardings on an average Sunday. Out of the three service days, weekdays had the biggest declines in ridership resul�ng from the pandemic, s�ll down about 43% from an average weekday in 2019.
Weekend service is doing beter in recovering to their prepandemic ridership levels compared to weekdays. Saturday ridership is down from 19,600 to 13,700 daily boardings (30%) and Sunday ridership is down from 14,800 to 11,600 daily boardings (22%) – both substan�ally less than ridership s�ll being down 43% on weekdays from prepandemic levels.
Figure 56: Average Daily Ridership by Day of Week, BBB Bus Services, 2019 & 2023 0%
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Packet Pg. 1313 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 94 4.2.5 Ridership by Route
Weekdays
A significant por�on of BBB’s ridership is concentrated on its highest ridership routes. Routes 7-Pico Blvd, 1-Main St & Santa Monica Blvd, and 3-Lincoln Blvd have the highest ridership in the BBB network and collec�vely account for 47% of system ridership in 2023, up from 37% of total ridership in 2019.
Addi�onally, Routes 7 and 3 have Rapid counterparts (Rapid 7 and Rapid 3); when ridership on the top three routes is combined with the Rapid routes, they accounted for 55% of all weekday BBB boardings in 2023, up from 50% in 2019. Due to the concentra�on of ridership on these services, BBB can improve the ridership experience for over half of all riders by focusing service improvements on these three corridors.
Ridership has not recovered to their pre-pandemic levels on any BBB route. Route 17 was the only route that saw an increase in ridership between 2019 and 2023 (4% increase), likely due to the service change in 2020 that re-routed the service through UCLA graduate student housing on Weyburn, and its extension through the UCLA campus. The Bruin Grad Pass referendum which was implemented in 2020 also expanded access to fare free transit for UCLA graduate students, likelyalso contribu�ng to ridership increases.
Routes with low service levels compared to their pre-pandemic service levels con�nue to have the lowest ridership, Routes with the lowest ridership, Rapid 3, Rapid 10, and Routes 5, 15, and 43 now operate only during peak hours or operate at frequencies of 50 minutes or greater. Routes 16 and 41, with Santa Monica College as a key des�na�on, con�nue to have low ridership, due to the increase in opportuni�es for remote learning.
Similarly, the Rapid counterparts to Routes 3 and 7, Rapid 3 and Rapid 7, have low ridership compared to their pre-pandemic levels (s�ll down 85% on Rapid 3 and down 59% on Rapid 7) due to a decrease in service levels during the pandemic. Since 2019, Routes 42 and 44 con�nue to be suspended.
Figure 57: Average Ridership by Route, Weekdays, 2019 & 2023 0 1,000
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Packet Pg. 1314 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 95 Weekends
Big Blue Bus operates less service on weekends. Less routes operate on weekends and for those that do operate, they run at less frequency compared to their weekday service levels. Ridership declines resul�ng from the pandemic on weekend services were less pronounced than those experienced on weekdays.
Average Saturday ridership is down 30% in 2023 compared to 2019, while average Sunday ridership is down 22%. Compared to weekdays, weekend ridership likely fell less a�er the onset of the pandemic due to remote and hybrid opportuni�es for students and commuters that made up a significant share of weekday boardings.
As on weekdays, Routes 1, 3, and 7 are the most popular routes on weekends, accoun�ng for almost twothirds of Saturday ridership in 2023. Ridership on Route 9, already the second lowest ridership route on weekends before the pandemic, is s�ll down 41% on Saturdays, while Route 2 ridership is s�ll down 34% on Sundays. As on weekdays, Route 17 was the only route with a ridership increase between 2019 and 2023, with ridership up 11% on Saturdays and 13% on Sundays.
Figure 58: Average Ridership by Route, Saturdays, 2019 & 2023 Figure 59: Average Ridership by Route, Sundays, 2019 & 2023, 0 1,000
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Packet Pg. 1315 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 96 4.2.6 Ridership by Stop
Boarding ac�vity is spread across BBB’s service area. Just under 3,000 boardings each day take place at LA Metro rail sta�ons, accoun�ng for 12% of daily boarding ac�vity. Westwood and the UCLA campus account for 3,330 boardings each day (13%). Combined, LA Metro rail transfers and UCLA/Westwood represent about one-quarter of all daily boarding ac�vity. Other major boarding loca�ons include LAX, Santa Monica College, Overland/Venice and Pico/Rimpau. Boardings at the ten most ac�ve bus stops account for 21% of average daily boardings.
Figure 60: Average Weekday Ridership by Stop, 2019 & 2023 Santa Monica College saw one of the greatest declines in ridership. Boardings at Pico & 18th dropped 65% between 2019 and 2023, and boardings at the 17th/SMC Expo Line sta�on declined 76%. In comparison, ridership on the UCLA campus (excluding Westwood stops) only declined 24% between 2019 and 2023.
Of the 897 bus stops in the Big Blue Bus system with recorded boarding ac�vity in 2023, over half (485) generate fewer than ten boardings on an average weekday. In other words, 61% of ac�ve stops generate only 6% of the boardings. This indicates there is a great opportunity for stop consolida�on or reconfigura�on to ensure that BBB’s resources are being aligned with where there is demand for service.
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Packet Pg. 1316 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 97 Figure 61: Top 10 Stops by Average Daily Weekday Boardings, 2019 & 2023 Boardings
4.2.7 Average Trip Length
Passenger trip length is an important indica�on of how riders are using the BBB system and affects how service should be designed. Routes with longer average trip lengths should be designed to priori�ze speed.
Riders are on the bus for longer periods of �me trying to cover longer distances and will be more sensi�ve to out-of-direc�on movements, frequent stops, and slow speeds. On the other hand, riders traveling shorter distances will have rela�vely shorter travel �mes. They become much more sensi�ve to out-ofvehicle wait �mes (frequency of service) as no one wants to wait 30 minutes for a bus if they will only be on the bus for 10 minutes.
As shown in Figure 62, overall trip lengths are rela�vely short compared to route lengths. Very few riders are using the routes from end to end, and there is a lot of seat turnover along the way. Average trip lengths have goten slightly longer since 2019, increasing from an average of 3.3 miles in 2019 to 3.5 miles in 2023 on weekdays (weekend trip lengths follow a similar patern and are just slightly longer than weekdays, Saturdays are 3.4 miles and 3.6 miles respec�vely, and Sundays are 3.5 and 3.7 miles respec�vely). The percentages show how much of the overall route length the average passenger is riding.
Rapid 10 has the longest average trip length (and percent u�liza�on) given its status as a freeway-based express service to Downtown Los Angeles. It is also unsurprising that Route 41/42 has the shortest average trip length since it is designed to provide internal circula�on within Downtown Santa Monica.
Routes with longer average trip distances are candidates for limited stop service, and the three routes/corridors with the longest trip distances – Routes 3, 7, and R10 – already have Rapid service.
Ridership paterns suggest that riders use Routes 3 and 7 and their Rapid variants in a similar manner, with trip distances being very similar. These high ridership/long trip distance routes serve different purposes with a large number of riders using Route 7 to access downtown Santa Monica and des�na�ons along Pico 200 400 600 800 1,000 1,200 1,400 1,600
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Packet Pg. 1317 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 98 Boulevard from Wilshire/Western Sta�on and many Route 3 riders using it to connect to the Metro C Line at Avia�on/LAX Sta�on and surrounding area by LAX, including the airport itself.
Route 1 is an example of high ridership/low average trip distance route. This highlights Route 1’s successful role as circulator to and from UCLA, Downtown Santa Monica, and points along Santa Monica Boulevard.
Route 1’s high frequencies complement its role as a useful circulator along this corridor.
Figure 62: Average Weekday Passenger Trip Length and Route Length
4.3 How the System Performs
4.3.1 Produc�vity (Passenger Boardings per Revenue Hour) Produc�vity serves as a key metric for the efficiency of a given transit service. The produc�vity of a route is determined by the number of passenger boardings generated per revenue hour of service. Since each route has a different length and offers different service levels, normalizing ridership by the amount of service provided allows for an apples-to-apples comparison of the performance of each route. Produc�vity is influenced both by the ridership generated and by the efficiency of the route design. Routes that are direct, with few devia�ons, and have low layover percentages use hours more efficiently than routes that are circuitous or have high layover ra�os.
On average, Big Blue Bus routes carry an average of 19.1 boardings per hour on weekdays in 2023, dropping from 25.8 in 2019. Rapid 12 has the highest produc�vity with 30.5 passenger boardings. It’s a short, direct, frequent route. Meanwhile, Route 5 has the lowest produc�vity with only 7.8 passengers per hour in 2023, likely the result of significant service decreases that made the route less atrac�ve paired with a doubling of its layover ra�o. The largest decrease in produc�vity is Route 41, dropping 49% from 2019 (24.5 passengers per hour) to 2023 (12.5 passengers per hour). Route 41 provides clockwise service, 72%
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Packet Pg. 1318 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 99 while Route 42 provides the alternate counterclockwise service. This decrease may be due to the suspension of Route 42 in response to COVID-19 in 2020. Route 17 is the only route with an increase in weekday produc�vity (4%) between 2019 (18.1 passenger boardings) to 2023 (18.9 passenger boardings), likely due to the re-route through Westwood to serve the UCLA graduate student housing, and through the UCLA campus to serve intra-campus trips.
Figure 63: Average Weekday Productivity by Route, 2019 & 2023 On Saturdays, again Rapid 12 has the highest produc�vity with 23.9 passengers per hour in 2023, 9% down from 2019 (26.2 passengers per hour). Route 18 has the lowest produc�vity with 11.5 passengers per hour in 2023 compared to 13.3 passengers per hour in 2019. Produc�vity on Route 8 is down 33% from 19.7 in 2019 to 13.1 in 2023, the most among all routes. This may be due to ridership changes in response to COVID-19, reduced service on weekdays, as well as the cut in service on Saturday nights; the last start �me in 2019 was at 11:40 PM and has been cut back to 9:45 PM. Produc�vity on Saturdays for Route 17 is up to 16.1 in 2023 from 13.4 in 2019.
Figure 64: Average Saturday Productivity by Route, 2019 & 2023 0 5
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Packet Pg. 1319 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 100
Route 1 is the most produc�ve on Sundays in 2023 with 20.8 passenger boardings per hour, however, s�ll down 15% from 2019 (24.4 passenger boardings). Route 18 has the lowest produc�vity on Sundays at 10.3 passenger boardings per revenue hour yet only 1% down from 2019 (10.4 passenger boardings). Route 14 saw the greatest change in produc�vity, dropping 38% from 19.2 boardings per hour in 2019 to 11.9 boardings per hour in 2023. This drop reflects the extension of the route to serve the new K Line sta�on in Inglewood when it opened in October 2022. The extension required adding more resources to the route, but even with the extension, overall ridership was lower than it was in 2019.
Figure 65: Average Sunday Productivity by Route, 2019 & 2023 Analyzing produc�vity by �me period yields insights into how efficiently BBB is alloca�ng their services throughout the day and where the greatest return on investment can be found by expanding service levels.
On weekdays the AM and PM peaks have the highest produc�vi�es found throughout the day. On weekends the Early AM is the produc�ve �me period, unlike on weekdays during which it is the least produc�ve �me period; this patern may be caused by the limited number of Early AM weekend trips skewing the data.
Figure 66: Productivity by Time Period and Day Type
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Packet Pg. 1320 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 101
While the charts above show average produc�vity by route, it is also important to examine how produc�vity varies along a route’s alignment. It may be that a route carrying 20 passengers per hour actually carries 10 passengers per hour on one half and 30 passengers per hour on the other. In this case it may make sense to vary the service levels or adjust the service design such that the more produc�ve segment can benefit from addi�onal frequency. The top performing weekday segments are documented in Table 28 and Figure 67. The top segments represent a range of routes and markets. Three of the top ten segments serve UCLA. A few are adjoining segments on the same route on Routes 1, 12, and 14. The segments on R12 Overland/Venice to Westwood/Pico and Route 8 Ocean Park/Bundy to Westwood/Pico are overlapping segments serving the Westwood/Rancho Park E Line Sta�on.
Table 28: Top Ten Performing Route Segments
Route Segment Productivity
14 Bundy Station to Bringham/Gorham 40.1
1 4th/Colorado to SM/Bundy 34.3
R12 Westwood/Pico to UCLA 32
14 Centinela/Venice to Bundy Station 29
R12 Overland/Venice to Westwood/Pico 28.8
8 Ocean Park/Bundy to Westwood/Pico 27.7
1 SM/Bundy to UCLA 23.2
9 Civic Center to Marquez Loop 22.9
3/R3 Lincoln/Washington to Arizona/5th 22.9
17 Sepulveda Station to UCLA 21.1
Figure 67: Segment Productivity – Top 10 Performing Segments
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Packet Pg. 1321 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 102
The botom-performing segments are documented in Table 29 and Figure 68. All three segments from Route 5 are included in the botom ten segments as well as mul�ple segments on Route 16. Route 14 is the only route that has segments in both the top ten and the botom ten. The low-performing segments include the recent extension to the K Line Sta�on. Industry best prac�ces generally call for evalua�ng route segments that generate fewer than ten boardings per hour as these segments generate less ridership return for the resource investment. An hour of service currently used to carry eight boardings an hour can be reallocated to a route where it would carry 24 passengers an hour, serving three �mes as many riders and genera�ng three �mes the fare revenue - at the same cost to Big Blue Bus.
Table 29: Bottom Ten Performing Route Segments
Route Segment Productivity
41/42 17TH Station - SMC 12.5
5 Bundy Station to Century City 11.1
16 Lincoln/Mindanao to 26th St Station 9.4
18 Marina del Rey to SM Station 8.5
14 Hindry/Florence to Centinela/Venice 8.1
5 Century City to Palms Station 7.7
43 Pico/16th to 26th St Station 6.6
16 26th St Station to Saltair/Wilshire 5.9
5 Civic Center to Bundy Station 4.8
14 Montana/Barrington to Paul Revere MS 3.4
Figure 68: Segment Productivity – Bottom 10 Performing Segments
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Packet Pg. 1322 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Big Blue Bus Brighter Blue COA Existing Conditions Report 103
4.3.2 Cost Effec�veness
Opera�ng Cost per Boarding
Opera�ng costs per boarding serve as a measure of the financial effec�veness of a given route. Overall, average weekday opera�ng costs per boarding were $6.15 in 2019 and $7.65 in 2023. When adjus�ng for infla�on, 2019 opera�ng costs per boarding were $7.33 in 2023 dollars (19.2% cumula�ve infla�on). Even a�er adjus�ng for infla�on, service has become less cost effec�ve due to the drop in ridership.
On weekdays in 2019, the three routes with the highest opera�ng cost per boarding were Route 5 ($12.58), Route 16 ($10.67), and Rapid 10 ($8.98). In 2023, the routes with the highest cost were the same as 2019; however, costs significantly increased within those four years. Routes 5 and Rapid 10 increased by 69% ($21.31 and $15.14, respec�vely), while Route 16 increased by 64% ($17.49). Weekday routes with the lowest opera�ng cost in 2019 include Rapid 12 ($3.80), Route 1 ($5.11), and Rapid 7 ($5.49). Rapid 12 and Route 1 remained low in 2023 ($4.66 and $6.54 per boarding, a 23% and 28% respec�ve increase), as well as Route 9 ($6.47). Route 41/42 was the route with the largest change in opera�ng cost (72% increase), while Route 17 was the only route that experienced a decrease of 6%. These costs align with the routes with the highest and least ridership and produc�vity. In addi�on to infla�on and lower ridership, the cost per boarding increased because some fixed admin, opera�ons, and maintenance costs are being allocated over a lower total number of revenue hours.
Figure 69: Operating Cost per Boarding, Weekdays, 2019 & 2023 The routes with the highest costs on Saturdays in 2019 were Route 41/42 ($13.74), Route 18 ($12.01), and Route 17 ($11.81). Meanwhile, the routes with the highest opera�ng cost per boarding in 2023 were Route 18 ($14.06, a 17% increase), Route 8 ($12.58, a 51% increase), and Route 9 ($10.87, a 4% decrease). These high costs are reflec�ve of Saturday routes with low ridership and produc�vity. In 2019, Route 1 ($5.29), Rapid 12 ($5.72), and Route 7 ($6.23) experienced the lowest opera�ng cost per boarding. In contrast, the routes with the lowest opera�ng cost per boarding in 2023 were Rapid 12 ($6.13, up 7%), Route 1 ($6.52, up 23%), and Route 7 ($8.20, up 31%). All three routes have a high produc�vity on Saturdays, while Routes 7 and 1 addi�onally have high ridership. In 2023, Route 8 experienced the largest change in opera�ng cost, while Route 17 experienced a decrease of 15%.
-$25
-$20
-$15
-$10
-$5
$0
44 R12 9 1 3 7 R7 R3 2 17 8 14 15 41/42 43 18 R10 16 5
Wekday Operating Cost per Boarding
2019 2023
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Sunday opera�ng cost per boarding is very similar to Saturdays in both 2019 and 2023. The routes with the highest cost in 2019 are Route 41/42 ($20.61), Route 18 ($15.54), and Route 9 ($15.52). In 2023, the highest-cos�ng routes are Route 18 ($15.64, a 1% increase), Route 8 ($15.07, a 40% increase), and Route 14 ($13.43, a 54% increase). While Route 18 tends to have low ridership and produc�vity, Routes 8 and 14 are otherwise rela�vely in the middle of the pack. The routes with the lowest opera�ng cost per passenger boarding in 2019 were Route 1 ($6.15), Rapid 12 ($7.11), and Route 7 ($7.54). These routes remained as those with the lowest opera�ng costs in 2023, with Route 1 increasing by 20% ($7.40), Rapid 12 by 8% ($7.64), and Route 7 by 23% ($9.23). Between 2019 and 2023, Route 14 had the largest change in opera�ng cost per boarding by 54%, while Route 17 had the lowest with a decrease of 16%.
Figure 70: Operating Cost per Boarding, Saturdays, 2019 & 2023 Figure 71: Operating Cost per Boarding, Sundays, 2019 & 2023 -$25
-$20
-$15
-$10
-$5
$0
41/42 R12 1 7 3 2 17 14 9 8 18
Saturday Operating Cost per Boarding
2019 2023
-$25
-$20
-$15
-$10
-$5
$0
41/42 1 R12 7 3 2 17 9 14 8 18
Sunday Operating Cost per Boarding
2019 2023
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Subsidy per Trip
Subsidy per passenger trip measures opera�ng expenses not covered by farebox revenue. On weekdays, the three routes the largest subsidies were Route 5, Rapid 10, and Route 16. Between 2019 and 2023, these routes saw an increase between 70-76%. See Figure 72 below to see the change in subsidy amounts for these routes. Conversely, the routes with the lowest weekday subsidies in 2019 were Rapid 12 ($2.91), Route 1 ($4.22), and Rapid 7 ($4.60). In 2023, Rapid 12 and 1 s�ll had the lowest subsidies with Rapid 12 increasing by 29% ($3.77), and Route 1 by 34% ($5.65). The route with the third lowest subsidy was Route 9 ($5.58). Between 2019 and 2023, the routes with the largest subsidy increases were Rapid 10 (75%), Route 5 (75%), and Route 14 (73%), while the routes with the lowest subsidy changes were Route 17 (7% decrease), Route 9 (11% increase), and Route 3 (12% increase).
Figure 72: Subsidy per Passenger Trip, Weekdays, 2019 & 2023 On Saturdays in 2019, the three routes with the largest subsidies were Route 41/42 ($12.85), Route 18 ($11.12), and Route 17 ($10.92). Meanwhile, the routes with the largest subsidies in 2023 were Route 18 ($13.17), Route 8 ($11.69), and Route 9 ($9.98). In both 2019 and 2023, the least subsidized routes were Route 1, Route 7, and Rapid 12, which saw an average increase of 24% over the three years. The change in subsidy amounts for these routes can be found in Figure 73 below. The routes with the greatest change between 2019 and 2023 were Route 8 (57%), Route 14 (38%), and Route 7 (37%). In contrast, the routes with the least amount of change were Route 17 (16% decrease), Route 9 (4% decrease), and Rapid 12 (8% increase).
In regard to Sundays, the largest subsidized routes in 2019 were Route 41/42 ($19.72), Route 18 ($14.65), and Route 9 ($14.63). In 2023, Route 18 ($14.75), Route 8 ($14.18), and Route 14 ($12.54) were the routes with the highest subsidies. Similar to Saturdays, the routes with the lowest subsidies on Sundays in 2019 were also Route 1, Rapid 12, and Route 7. The subsidy changes for these routes are shown in Figure 74 below. Routes 14, 2, and 8 experienced the greatest subsidy change (60%, 45%, and 43%, respec�vely), while again Routes 17, 9, and 18 had the least change with decreases of 17% and 15%, as well as a 1% increase.
-$25
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$0
R12 9 1 3 7 R7 R3 2 17 8 14 15 41/42 43 18 R10 16 5 44
Weekday Subsidy per Passenger Trip
2019 2023
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Figure 73: Subsidy per Passenger Trips, Saturdays, 2019 & 2023 Figure 74: Subsidy per Passenger, Sundays, 2019 & 2023
4.3.3 Recovery Time
Recovery �me is the scheduled �me at the end of a trip when the bus is not ac�vely in service, which allows the bus to “recover” if running late and begin its next trip on �me. During the recovery �me, operators also take their layover breaks mandated by Wage Order 9, guaranteeing a minimum 50 minutes of breaks in an eight-hour shi�. Recovery percentage is calculated by taking the total scheduled recovery hours and dividing it by the total in-service hours. Weekday scheduled recovery percentage doubled from
17.2% in 2019 to 33.9% in 2023, meaning that one-quarter of the �me, buses are si�ng idle at the end of the lines. This is mostly due to the fact that when running �mes decreased as a result of less traffic -$25
-$20
-$15
-$10
-$5
$0
R12 1 7 3 2 17 14 9 8 18 41/42
Saturday Subsidy per Passenger Trip
2019 2023
-$25
-$20
-$15
-$10
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$0
1 R12 7 3 2 17 9 14 8 18 41/42
Sunday Subsidy per Passenger Trip
2019 2023
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conges�on during COVID-19, the running �me savings were just added as addi�onal layover/recovery �me. Given that conges�on levels have increased, actual recovery �me is less than scheduled. Weekend schedule recovery was rela�vely unchanged between 2019 and 2023 at around 20%.
In 2019, the routes with the largest scheduled recovery percentage were Route 15 (33%), Route 41/42 (28%), and Rapid 12 (25%). The lowest recovery rates in 2019 belonged to Route 7 (13%), Rapid3 (13%), and Rapid 10 (7%).
Figure 75: Percent of Total Running Time Composed of Recovery Time, Weekdays, 2019 & 2023 Figure 76: Percent of Total Running Time Composed of Recovery Time, Saturdays, 2019 & 2023 0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
R10 2 9 3 R27 41/42 7 14 15 43 R12 16 8 17 5 1 18 R23
Percent of Total Running Time Composed of Recovery Time Weekdays, 2019 & 2023
2019
2023
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10%
15%
20%
25%
30%
35%
40%
45%
50%
R12 9 14 2 8 17 3 1 18 7 41/42
Percent of Total Running Time Composed of Recovery Time Weekends, 2019 & 2023
2019
2023
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Figure 77: Percent of Total Running Time Composed of Recovery Time, Sundays, 2019 & 2023
4.4 What is the Quality of the Service?
4.4.1 Service Frequency
Frequency is the number one factor that atracts new riders to transit. The BBB 2018 Non-Rider Survey asked par�cipants what they considered to be an acceptable wait �me for a transit trip. Two-thirds of all par�cipants (66%) responded with “10 minutes or less.” BBB currently only has one route, Route 1, that meets this threshold and three others that operate at least every 15 minutes. Providing frequent service has the benefit of atrac�ng new riders and makes the service faster for exis�ng ones.
The Figures on the following pages show Weekday, Saturday, and Sunday frequencies for 2019 and 2023.
Overall frequencies are worse in 2023 than in 2019. This reflects both the decrease in ridership and service discussed previously in this document. It will be important to iden�fy which corridors warrant returning to their pre-pandemic frequencies or beter.
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
R12 9 14 2 8 17 3 1 18 7 41/42
Percent of Total Running Time Composed of Recovery Time Sundays, 2019 & 2023
2019
2023
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Figure 78: Route Frequencies, Weekdays, 2019
4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
AM
Approximate Headway
8 Ocean Park Blvd & Westwood Bl/UCLA
7 Pico Blvd
44 SMC Campus Connector
43 San Vicente Blvd & 26th St
41/42 17th St Station - SMC
27 Pico Blvd Rapid
23 Lincoln Blvd/LAX Rapid
18 UCLA - Abbot Kinney
17 UCLA-VA Medical Center-Palms
16 Wilshire Bl/Bundy Dr-Marina del Rey
15 Barrington Ave
14 Bundy Dr & Centinela Ave
AM PM
WEEKDAYS (2019)
≤ 15 min. 16 - 20 min. 21 - 30 min. ≥ 31 min.
5 Olympic Blvd
3 Lincoln Blvd/LAX
BBB ROUTES
Hour
2 Wilshire Blvd/UCLA
1 Main St & Santa Monica Blvd/UCLA
12 Westwood/UCLA-Culver City Sta
10 Downtown LA Freeway Express
9 Pacific Palisades
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Figure 79: Route Frequencies, Weekdays, 2023
4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
AM
Approximate Headway
5 Olympic Blvd
3 Lincoln Blvd/LAX
2 Wilshire Blvd/UCLA
1 Main St & Santa Monica Blvd/UCLA
12 Westwood/UCLA-Culver City Sta
10 Downtown LA Freeway Express
9 Pacific Palisades
8 Ocean Park Blvd & Westwood Bl/UCLA
7 Pico Blvd
18 UCLA - Abbot Kinney
17 UCLA-VA Medical Center-Palms
16 Wilshire Bl/Bundy Dr-Marina del Rey
15 Barrington Ave
14 Bundy Dr & Centinela Ave
≥ 31 min.
BBB ROUTES
WEEKDAYS (2023)
AM PM
Hour
≤ 15 min. 16 - 20 min. 21 - 30 min.
44 SMC Campus Connector
43 San Vicente Blvd & 26th St
41/42 17th St Station - SMC
27 Pico Blvd Rapid
23 Lincoln Blvd/LAX Rapid
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Figure 80: Route Frequencies, Saturdays, 2019
4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
AM
Approximate Headway
SATURDAY (2019)
≤ 15 min. 16 - 20 min. 21 - 30 min. ≥ 31 min.
AM PM
41/42 17th St Station - SMC
18 UCLA - Abbot Kinney
17 UCLA-VA Medical Center-Palms
14 Bundy Dr & Centinela Ave
12 Westwood/UCLA-Culver City Sta
9 Pacific Palisades
8 Ocean Park Blvd & Westwood Bl/UCLA
7 Pico Blvd
3 Lincoln Blvd/LAX
2 Wilshire Blvd/UCLA
1 Main St & Santa Monica Blvd/UCLA
BBB ROUTES
Hour
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Figure 81: Route Frequencies, Saturdays, 2023
4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
AM
Approximate Headway
1 Main St & Santa Monica Blvd/UCLA
BBB ROUTES
Hour
SATURDAY (2023)
≤ 15 min. 16 - 20 min. 21 - 30 min. ≥ 31 min.
9 Pacific Palisades
8 Ocean Park Blvd & Westwood Bl/UCLA
7 Pico Blvd
3 Lincoln Blvd/LAX
2 Wilshire Blvd/UCLA
41/42 17th St Station - SMC
18 UCLA - Abbot Kinney
17 UCLA-VA Medical Center-Palms
14 Bundy Dr & Centinela Ave
12 Westwood/UCLA-Culver City Sta
AM PM
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Figure 82: Route Frequencies, Sundays, 2019
4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
AM
Approximate Headway ≤ 15 min. 16 - 20 min. 21 - 30 min. ≥ 31 min. 9 Pacific Palisades
8 Ocean Park Blvd & Westwood Bl/UCLA
7 Pico Blvd
3 Lincoln Blvd/LAX
2 Wilshire Blvd/UCLA
41/42 17th St Station - SMC
18 UCLA - Abbot Kinney
17 UCLA-VA Medical Center-Palms
14 Bundy Dr & Centinela Ave
12 Westwood/UCLA-Culver City Sta
BBB ROUTES
1 Main St & Santa Monica Blvd/UCLA
SUNDAY (2019)
Hour
AM PM
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Figure 83: Route Frequencies, Sundays, 2023
4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
AM
Approximate Headway ≤ 15 min. 16 - 20 min. 21 - 30 min. ≥ 31 min. 12 Westwood/UCLA-Culver City Sta
14 Bundy Dr & Centinela Ave
17 UCLA-VA Medical Center-Palms
18 UCLA - Abbot Kinney
41/42 17th St Station - SMC
SUNDAY (2023)
Hour
BBB ROUTES AM PM
1 Main St & Santa Monica Blvd/UCLA
2 Wilshire Blvd/UCLA
3 Lincoln Blvd/LAX
7 Pico Blvd
8 Ocean Park Blvd & Westwood Bl/UCLA
9 Pacific Palisades
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4.4.2 On-Time Performance
Service reliability is a key factor in retaining ridership. Riders have to be able to confidently rely on the bus to get them where they need to go, or else they are more likely to choose other travel modes if they are available. Big Blue Bus defines a bus as on-�me when it departs a �mepoint stop up to one minute earlier than scheduled or five minutes later. Early trips are very detrimental to perceived reliability since, riders refer to a published schedule to �me their arrive and if buses leave earlier than scheduled, they may be le� behind. Late trips are also detrimental to perceived reliability since they impact a BBB rider’s ability to make a transfer and arrive at their des�na�on on �me.
Big Blue Bus has a system-wide goal of 85% on-�me performance, in-line with common industry standards.
On weekdays, no routes meet the on-�me performance standard. Weekday trips are 67% on �me, 10% early and 23% late across all �mepoints. Low on-�me performance is likely due to the fact that Big Blue Bus is s�ll using the scheduled speeds from the pandemic and has not yet reverted back to pre-pandemic speeds. Since traffic conges�on has since increased, many trips are not able to travel as quickly as they once could.
The route with the best performance was the Rapid 12 with 79% of �mepoints on-�me. Routes with higher on-�me performance tend to be shorter routes like Rapid 12, Routes 41/42 and 43 or operate on streets perpendicular to major flows of traffic like Routes 15 and 16.
The routes with the lowest on-�me performance were Rapid 7 and Rapid 3; the low performance on Rapid 3 may be because it only operates during peak travel hours. Both Rapid 3 and 7 may also suffer from inadequate scheduled run �mes; both routes operate on congested corridors and ridership paterns show that the rapid routes are not offering significant travel �me savings to passengers.
Figure 84: On Time Performance at Timepoints by Route, Weekdays, Oct 2022 - Oct 2023 Source: Swi�ly
On-�me performance at the system level is slightly improved on weekends, Saturday on-�me performance is 70% and Sunday on-�me performance is 76%. The only route to meet on-�me performance standards 0%
20%
40%
60%
80%
100%
R12 41 R10 15 16 43 18 2 1 14 9 7 17 8 3 5 R7 R3
On Time Performance at Timepoints by Route
Weekdays, Oct 2022 - Oct 2023
Early On Time Late
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is the Rapid 12 on Sundays. Routes that travel on congested corridors that aren’t subject to travel behaviors of students see less reliable performance with Route 7, 9 and 17 con�nuing to perform poorly.
Figure 85: On Time Performance at Timepoints by Route, Saturdays, Oct 2022 - Oct 2023 Source: Swi�ly
Figure 86: On Time Performance at Timepoints by Route, Sundays, Oct 2022 - Oct 2023 Source: Swi�ly
0%
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R12 41 14 1 8 3 18 2 7 9 17
On Time Performance at Timepoints by Route
Saturdays, Oct 2022 - Oct 2023
Early On Time Late
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40%
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100%
R12 14 9 1 18 7 8 3 2 17
On Time Performance at Timepoints by Route
Saturdays, Oct 2022 - Oct 2023
Early On Time Late
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4.4.3 Speed and Reliability
The 2018 Non-Rider Survey asked respondents what a reasonable amount of travel �me for a bus trip would be. Sixty percent of respondents said the trip should be 25% faster or take the same amount of �me as their trip on their current mode (adjus�ng for the 11% of respondents who said they would never use transit). In many cases, taking the bus is not faster than alterna�ve modes, especially those that use private vehicles, since they do not follow direct paths from the riders’ origin to their des�na�on. However, this finding does suggest that transit can be compe��ve in areas where it provides a travel �me advantage over driving such as dense areas with high levels of traffic conges�on or areas where it is difficult to find parking. It also suggests that on-street improvements that can help improve bus opera�ng speeds are cri�cal to consider. If a bus is si�ng in the same conges�on as all of the other cars, there is no advantage.
However, if buses are able to take advantage of their own lane or other forms of priority and provide a faster alterna�ve to driving, they become much more atrac�ve.
Service Speed
In 2023, the average scheduled speed for BBB routes was 12.2 miles per hour on weekdays, and 11.9 miles per hour on weekends. All routes have a faster weekday opera�ng speed in 2023 than 2019 which shows that BBB adjusted running �mes based on new traffic paterns and passenger loads during the pandemic.
Rapid 10 has the highest average scheduled speed since it runs primarily on the I-10 freeway. The slowest routes in the system are Routes 1 and 2, routes which primarily operate on some of the most trafficked local corridors in the service area. Worth no�ng are the scheduled speeds of the Rapid services when compared to their non-Rapid counter parts; the Rapid 7 only operates one mile per hour faster than the regular Route 7 while the Rapid 3 actually has a slower scheduled opera�ng speed than the regular Route
3. The lack of travel �me saving on the Rapid routes warrants further considera�on as to what the role of these routes isand whether or not they are fulfilling these roles.
Figure 87: Scheduled Operating Speed in Miles per Hour, Weekdays, 2019 & 2023 0 2
4 6
8 10
12 14
16 18
R10 43 R7 14 9 3 5 7 41 8 R3 R12 16 17 18 15 1 2 42 44
Scheduled Operating Speed in Miles per Hour
Weekdays, 2019 & 2023
2019 Scheduled Speed 2023 Scheduled Speed
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When comparing actual run �mes against scheduled run �mes, the routes that operate closest to schedule tend to be shorter in distance, including Routes 15, 43, R12, and 41. The routes that have the greatest difficulty in opera�ng with run �mes close to scheduled are Rapid 7 and Rapid 3, and Route 17. The poor performance of Rapid 3 and Rapid 7 highlight the difficulty in opera�ng Rapid service along the Pico Blvd and Lincoln Blvd corridors without transit priori�zing infrastructure; these routes would benefit from addi�onal run �me, but that runs counter to their roles as Rapid services.
Figure 88: Actual Run Times vs Scheduled Run Times, Weekday Trips Source: Swi�ly
Low-Speed Hotspots
Speed on Big Blue Bus routes are primarily impacted by the heavy automobile conges�on that characterizes most corridors in the Big Blue Bus service area. The analysis has iden�fied corridors in which bus routes are running into speed issues and which would poten�ally benefit from speed and reliability improvements. These corridors have been designated as Key Corridors and Secondary Corridors.
Key Corridors includes corridors that have the highest level of potential benefits from speed and reliability improvements. These include routes with high ridership, high traffic volumes, and/or high frequency. This group includes:
• 4th Street, Downtown Santa Monica (Routes 1, 2, 3, R3, 7, R7, 9, R10, 18) • Santa Monica Boulevard (Route 1)
• Wilshire Boulevard (Route 2)
• Lincoln Boulevard (Route 3/Rapid 3)
• Pico Boulevard (Route 7/Rapid 7)
• Westwood Boulevard/Overland Avenue (Rapid 12)
• Centinela Avenue/Bundy Drive (Route 14)
Secondary Corridors includes routes running on streets that may have a specific hotspot or two, but overall are not as intense ridership generators or as high of frequency as the key corridors. This group includes:
• Ocean Park Boulevard (Route 8)
• Sawtelle Boulevard/Palms Boulevard (Route 17)
0%
20%
40%
60%
80%
100%
R10 14 16 3 7 R7 R3 18 17 5 15 1 2 8 R12 9 43 41
Actual vs Scheduled Run Times
Weekday Trips
Shorter Expected Longer
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• Montana Avenue (Route 18)
Within these corridors there were also hotspots that serve as key contributors to speed and reliability issues within the corridor. These hotspots include:
• 4th Street in Downtown Santa Monica (Routes 1, 2, 3, R3, 7, R7, 9, R10, 18): This segment has below average speeds in all periods/direc�ons. This sec�on is par�cularly bad for Route 1, 7, R7, 8, and 18 turning le� from westbound Broadway onto southbound 4th Street. • Santa Monica Boulevard between Sepulveda and Barrington (Route 1): This sec�on has below average speeds in all periods/direc�ons, with the slowest speeds between Sepulveda and Sawtelle around the 405 interchange. Bus lanes are planned up to Cotner, right a�er the 405 underpass, under which bus delay is highest. There are several closely-spaced stops through this sec�on. • Lincoln Boulevard between Washington Blvd and Commonwealth Ave (Route 3): This sec�on has slow speeds in all periods/direc�ons, especially on the approach to Lincoln/Venice. The planned bus lanes stop short of resolving the most constrained sec�on through here. • Pico Boulevard between Redondo and Crenshaw (Route 7): This sec�on has speed issues in the AM and PM peak in the westbound direc�on. There are a series of turns to approach and leave Pico/Rimpau Transit Center, including a pull-out onto San Vicente followed immediately by a le� onto Pico.
• Pico Boulevard between the 10 Freeway and the 405 Freeway (Route 7): This sec�on has speed issues during the PM peak eastbound. Numerous major cross-streets and freeway ramps. • Cen�nela Avenue between Palms and Culver (Route 14): This segment has slow speeds in all periods/direc�ons. The slowest speeds are found when approaching Cen�nela/Venice during the PM peak, especially southbound.
• Bundy Drive approaching E Line (Route 14): This segment has slow speeds during the PM peak approaching sta�on.
• Many routes have slow speeds approaching major cross street intersec�ons. This can be seen in the examples above, and is present in many other hotspots (e.g. Cloverfield in Santa Monica, etc.).
4.4.4 Duplica�on and Redundancy of Services
Opera�ng duplica�ve or redundant services may impact the performance of a given route. Routes that operate within a short distance of services on parallel corridors may compete for riders. Big Blue Bus does not offer duplica�ve services outside of Rapid overlay service on the Pico Boulevard, Lincoln Boulevard and Westwood Boulevard. The existence of these overlay services is jus�fied by the fact that the rapid variants make less stops than underlying local services.
Big Blue Bus is not the only transit service provider that operates within the City of Santa Monica, thus it is also important to avoid redundancy with other service providers’ routes as well. For the most part, other service providers’ services within Santa Monica complement BBB service rather than compete with them.
It is worth no�ng that LA Metro also provides service along Santa Monica Boulevard (Metro Route 4) and Wilshire Boulevard (Metro Routes 20 and 720). The high ridership found on BBB Routes 1 and 2 show that these corridors have enough demand to sustain mul�ple routes, allowing BBB service and Metro service to complement one another in providing high frequency service along these important corridors.
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4.4.5 Rapid Service Evalua�on
Big Blue Bus operates a series of “Rapid” routes that operate with limited stop spacing to provide faster travel speeds and shorter travel �mes for riders. Rapid 10 is a freeway-based express service into Downtown Los Angeles. Rapid 12 operates on Westwood Blvd, and even though it has wide stop spacing, it does not have any underlying local service. Rapid 3 on Lincoln Blvd and Rapid 7 on Pico Blvd both operate on top of local underlays, so there are two separate services on the same corridor with different frequencies and stopping paterns. It is important to evaluate the rela�ve performance of the Rapid and Local services to see if they compete with or complement one another.
Local 7 operates every 14 minutes throughout the day with 58 Eastbound and 60 Westbound stops. Rapid 7 operates every 20 minutes throughout the day with 21 Eastbound and 22 Westbound stops. Combined, these services offer 7 trips an hour, which if spread out evenly, could be offered every 8-9 minutes.
Ridership data shows that rather than wai�ng the 20 minutes for the Rapid service, riders who board at stops shared by the two routes simply take the next available trip. For example, in the Westbound direc�on, 37% of boardings at shared stops are on Rapid 7 while 38% of trips at shared stops are on Rapid 7, so there is no obvious preference for the Rapid service. This is less true in the Eastbound direc�on where there is a slight preference for the Rapid, but it’s not significant.
Table 30: Service and Ridership Characteristics, Route 7 and Rapid 7 Eastbound Westbound
Local Rapid Local Rapid
Percent of Ridership at Shared Stops 56% 44% 63% 37%
Percent of Trips at Shared Stops 61% 39% 62% 38%
Travel Time 7th & Olympic to Western/Wilshire (AM Peak) 54 50 71 65 Travel Time 7th & Olympic to Western/Wilshire (PM Peak) 85 74 65 55 Rapid Travel Time Savings (AM Peak) 7% 8%
Rapid Travel Time Savings (PM Peak) 13% 15%
The rela�onship between Route 3 and Rapid 3 is similar to the one seen between Route 7 and Rapid 7, though the Rapid 3 only operates during the AM and PM peak. The split of ridership at shared stops between Route 3 and Rapid 3 seems to be primarily a func�on of the split of trips that each route provides at shared stops, which is to say, riders seem to be boarding on either route, with no preference of one service type over the other.
Table 31: Service and Ridership Characteristics, Route 3 and Rapid 3 Northbound Southbound
Local Rapid Local Rapid
Percent of Ridership at Shared Stops 92% 7% 91% 9%
Percent of Trips at Shared Stops 92% 8% 93% 7%
Travel Time Avia�on Sta�on to Arizona & 5th (AM Peak) 65 60 Travel Time Arizona & 5th to Avia�on Sta�on (PM Peak) 69 75 Rapid Travel Time Savings (AM Peak) 7%
Rapid Travel Time Savings (PM Peak) -8%
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Packet Pg. 1340 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Brighter Blue Existing Conditions Report
121
4.5 Service Evaluation Key Takeaways The following are key takeaways from the Service Evalua�on which should be taken into considera�on when developing the COA recommenda�ons.
• BBB has not restored service to pre-pandemic levels to the same degree as their local peers.
Ridership in 2023 is 65% of 2019 while service is 70% of pre-pandemic levels. • Weekday ridership has shi�ed with less boardings between 6-7 am and more boardings between 3-4 pm which may reflect new travel paterns post COVID-19. • Weekday ridership decreased more than weekends post-pandemic, which is likely because of a larger decrease in commute and school trips which occur primarily on weekdays. • Routes with low service levels had the lowest ridership. Routes whose largest des�na�on was Santa Monica College, Routes 41/42 and 16, also had low ridership, this may be a result of a shi� to remote learning.
• Over half of the BBB bus stops generate fewer than ten boardings on an average weekday. This indicates there is a great opportunity for stop consolida�on or reconfigura�on to ensure that BBB’s resources are being aligned with where there is demand for service. • Big Blue Bus routes carried an average of 19.1 boardings per hour on weekdays in 2023, dropping from 25.8 in 2019.
• One of the factors contribu�ng to BBB’s produc�vity decline is that the overall weekday layover percentage doubled from 17% in 2019 to 34% in 2023. Weekend layover percentages are mostly unchanged.
• Passenger trip lengths on Rapid routes are only slightly longer than their underlying local routes.
This likely means that riders are using whichever route comes first instead of seeking our Rapid trips.
• No routes are currently mee�ng weekday OTP standard. Rapid routes are the lowest, which is interes�ng based on them having similar running �mes to their underlying local services. TMD has found that on-�me performance issues are 70% coach operator caused and 30% running �me related.
• Rapids have similar speed to their underlying local services. This probably was not the intent of the Rapid service when first deployed and speeding these routes or integra�ng them with their local routes should be considered.
• Opera�ng speeds are faster in 2023. This may be a contribu�ng factor to lower on-�me performance as traffic and ridership have slowly come back to pre-pandemic levels.
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Packet Pg. 1341 Attachment: Attachment D - Existing Conditions Report (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 1 David Yakobson
From: Luka P <[email protected]>
Sent: Tuesday, July 9, 2024 5:34 PM
To: councilmtgitems
Subject: July 9th Meeting Comments on Item 11A
EXTERNAL
Regarding the approval of the BBB COA for the next 5 years: A version of the COA published in April increased service frequency on Big Blue Bus’ Rapid 12 route to 7.5 minutes. However, the version presented to City council reduces that to 10 minutes. That is short-sighted because Westwood is slated to become an extremely busy and dense corridor in the next few years, with the opening of the Pico/Westwood UCLA campus, the D line station at Wilshire, and other local developments. The frequency here must remain 7.5 minutes as opposed to 10 because of all the increased traffic and potential ridership on that corridor that is only also served by BBB route 8. Moreover, the R12 provides connections to Metro’s 33, UCLA, E line Westwood, and others, and this is expected to grow with the addition of the aforementioned UCLA and D line developments.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1342 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 2 David Yakobson
From: Bill Lam <[email protected]>
Sent: Tuesday, July 9, 2024 12:35 PM
To: councilmtgitems
Subject: Agenda item 11-A for the 7/9/2024 regular city council meeting Categories: Red Category
EXTERNAL
(Note: Please send all of my comments to all council members and staff as well) So, I have been using Big Blue Bus numerous times and here are my feedback suggestions on the route recommendations under the Brighter Blue BBB stated below:
Route 1
Extend line 1 from Traffic Circle to California/Lincoln via Windward, Riviera, Westminster, Abbot Kinney, and California in order to connect with line 18 to continue down to Marina Del Rey at California/Abbot Kinney.
Please Maintain the Hilgard Terminal stop because it has bus shelters and restrooms as well.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1343 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 3 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1344 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 4 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1345 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 5 Route 2
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1346 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 6 Please Maintain the Hilgard Terminal stop because it has bus shelters and restrooms as well.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1347 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 7 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1348 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 8 Route 3
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1349 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 9 Support the recommended changes to end at LAX/Metro Transit Center instead of Aviation/Imperial Stations.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1350 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 10 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1351 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 11 Rapid 3
I strongly oppose cancelling Rapid 3 because if you consolidate with local 3 travel time gets too slow and may miss other connections. Please maintain Rapid 3 service because several people need it to get to the destination faster. Make Rapid 3 run between Downtown Santa Monica and LAX/Metro Transit Center using an all-day weekday service
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1352 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 12 only.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1353 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 13 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1354 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 14 Route 5
Support adding back weekend service. Maintain service to Downtown Santa Monica and Palms Station via Motor Ave because there are some safety issues on Metro Rail and people living on Motor Ave need a bus line to get around. Strongly consider making weekday line 5 service from Downtown Santa Monica to Palms Station and weekend service from Downtown Santa Monica to Century City.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1355 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 15 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1356 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 16 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1357 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 17 Route 7
I strongly oppose cutting service to Beverlywood because people don't want to walk far to the nearest bus line to get around. Please keep the Beverlywood area segment during weekday rush hours that includes the equal number of trips in each direction: 4 AM/PM westbound trips through Beverlywood and 4 AM/PM eastbound Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1358 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 18 trips through Beverlywood
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1359 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 19 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1360 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 20 Rapid 7
I strongly oppose cancelling Rapid 7 because if you consolidate with local 7 travel time gets too slow and may miss other connections. Please maintain existing Rapid 7 service because several people need it to get to the destination faster. Make Rapid 7 run between Downtown Santa Monica and Wilshire/Western Station using an all-day weekday service only and end service at
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1361 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 21 9pm.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1362 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 22 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1363 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 23 Express 7
I strongly oppose cancelling Express 7 because if you consolidate with local 7 travel time gets too slow and may miss other connections. Please maintain existing Express 7 service because several people need it to get to the destination faster. Make Express 7 run between Downtown Santa Monica and Wilshire/Western Station using an all-day weekday service only with an hour frequency running from 6am-8pm. Since it was suspended during COVID, please retore back Express 7 as soon as possible because people want to try it before making any potential
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1364 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 24 changes.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1365 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 25 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1366 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 26 Route 8
Support moving the line to begin at Gateway Plaza in order to run alongside with Rapid 12. Please keep the Ocean Bl segment in Downtown Santa Monica because people want the route closer to the pier.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1367 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 27 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1368 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 28 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1369 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 29 Route 9
Support the recommended changes by extending down to
Sunset/PCH.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1370 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 30 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1371 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 31 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1372 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 32 Rapid 10
Support the recommended changes
Rapid 12
Support the recommended changes
Route 14
On the south end of the route, I strongly oppose removing the service to Westchester/Veterans station because many people would still need to connect with the Metro K Line. On the north end of the route, I also strongly opposed to the removal of the Bundy segment between Wilshire and Montana because people don't want to want to walk far to the nearby bus lines to get around. My suggestion of the route is to extend the south end of the route from Culver City Transit Center to the Westchester/Veterans Station via 405 Fwy so that people can have an opportunity to connect with the Metro K Line train at Westchester/Veterans Station.
On the north end of the route, please maintain Bundy segment between Wilshire and Montana by traveling on Bundy(north of Wilshire), Montana, San Vicente, Wilshire, and end at Westwood/VA Hospital Station(or possibly extending to UCLA as
well).
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1373 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 33 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1374 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 34 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1375 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 35 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1376 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 36 Route 15
Support adding back weekend service and going through the Westwood/VA hospital Station. Consider extending weekday only route from Sunset/Barrington to Sepulveda/Moraga via Sunset Bl, Church Ln, Sepulveda Bl. Consider extending route from Expo/Bundy Station to Washington Pl/McLaughlin via McLaughlin.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1377 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 37 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1378 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 38 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1379 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 39 Route 16
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1380 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 40 Support the recommended changes by extending line 16 to Westwood/VA hospital Station
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1381 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 41 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1382 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 42 Route 17
Support the recommended changes
Route 18
Support extending the line further south on Via Marina but the route in Marina Del Rey area should go on Via Marina, Pacific, and Washington. Add service to the Hilgard Terminal area during daytime on weekdays between 6:30am and 8pm as well as serving the Charles E. Young/P2 Hub bus stop on weekdays between 8pm and 6:30am and all day on
weekends
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1383 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 43 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1384 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 44 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1385 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 45 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1386 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 46 Route 41
Support change but it would be better to strongly maintain the clockwise loop route by going on 17th, Olympic, 20th, Ocean Park, 17th, Pearl, 14th, Montana, 20th, Colorado, and back on 17th beginning and Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1387 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 47 ending at 17th St/SMC Station.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1388 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 48 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1389 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 49 Route 42
I strongly oppose the cancellation of the route because people usually need this counterclockwise route if coming back round trip from the clockwise line 41 route like round trip between 14th/Idaho and 20th/Santa Monica using lines 41/42 for example. My suggestion is to maintain the counterclockwise loop route by going on 17th, Broadway, 20th, Montana, 14th, Pearl, 17th, Ocean Park, 20th, Colorado, and back on 17th beginning and ending at 17th St/SMC
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1390 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 50 Station.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1391 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 51 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1392 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 52 Route 43
Line 43 should add a midday service so that this line can run an all-day weekday only service. I support shortening the line from SMC to 26th St/Bergamot Station. I also strongly support extending the line further down on San Vincente Bl to 7th St but where will the bus stop be located at? Currently, the San Vincente/7th bus stop is located before the intersection and so consider extending further down to Downtown Santa Monica ending at City Hall via San Vincente and Ocean.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1393 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 53 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1394 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 54 If line 43 was extended to San Vicente/7th, then I'm not sure if this line will streamline travel on San Vicente Bl because you have line 9 on San Vicente between 4th and 7th which operates every day, proposed Line 43 on San Vicente between 7th and 26th which runs weekday peak hours only, Line 14 on San Vicente between 26th and Montana which runs weekday school hours only, and Line 18 on San Vicente between Montana and Wilshire which operates every day. This would take at least 3 transfers to go through San Vicente Bl and people who do not have a TAP card would spend too much money on one-way fares and not only that it would not match the right schedule for transfer connections because of this. In order to reduce multiple transfers on San Vicente Bl, consider creating a new bus line with an all-day weekday only service that can streamline travel on San Vicente Bl between Downtown Santa Monica and possibly UCLA via Ocean, San Vicente, and Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1395 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 55 Wilshire.
Item 11-A
July 9, 2024
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July 9, 2024
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Packet Pg. 1396 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 56 Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1397 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 57 Route 44
Support recommended changes
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1398 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 1 David Yakobson
From: Nataliya Nozharova <[email protected]>
Sent: Tuesday, July 9, 2024 6:04 AM
To: councilmtgitems
Subject: item 11A
EXTERNAL
Emailing in support of item 11A (Big Blue Bus) at the council meeting.
Nataliya Nozharova
247 Ocean Park Blvd.
Santa Monica, CA 90405
3108455993
Sent from Yahoo Mail for iPhone
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1399 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 2 David Yakobson
From: [email protected]
Sent: Monday, July 8, 2024 11:24 PM
To: councilmtgitems
Subject: A. Approval of Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations
EXTERNAL
I am still strongly opposed to eliminating the southern segment of Route 14 without giving it a fair evaluation. This segment should remain until after the rail line is completely open and then be reevaluated. If the ridership has not improved, then it could be cut back at that time. This segment provides a much needed alternate to Culver City Route 6 on Sepulveda and BBB Route 3 on Lincoln.
Eliminating this connection just as the rail line opens is ridiculous.
At the very least, this elimination should be reviewed in the future.
Sincerely,
Philip Provencio
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1400 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 3 David Yakobson
From: Sudeepti Rachakonda <[email protected]>
Sent: Monday, July 8, 2024 8:34 PM
To: Caroline Torosis; Christine Parra; Council Mailbox; councilmtgitems; Gleam Davis; Jesse Zwick; Lana Negrete; Oscar de la Torre; Phil Brock
Subject: In support of 11A
EXTERNAL
Hello,
I am a Santa Monica resident and am reaching out to share my support for the BBB Service improvements, item 11A. We love the BBB, it’s one of the reasons we live in Santa Monica as opposed to LA and are excited for it to continue getting bigger and better! Thank you,
Sudeepti Rachakonda
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1401 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 4 David Yakobson
From: Caro Vilain <[email protected]>
Sent: Monday, July 8, 2024 6:55 PM
To: Council Mailbox; councilmtgitems; Gleam Davis; Lana Negrete; Oscar de la Torre; Jesse Zwick; Caroline Torosis; Christine Parra; Phil Brock
Subject: Support for item 11A
EXTERNAL
Dear council,
I fully support item 11A.
I understand that there are concerns from a few people about bus stop changes at the UCLA campus, but these changes will help make the bus stops more accessible, the buses more frequent, and improve the experience of customers and operators alike.
I hope you fully support these recommendations that are all well thought out and that many of us are looking forward to.
Caro Vilain, 90404
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
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Packet Pg. 1402 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 5 David Yakobson
From: CHASE ENGELHARDT <[email protected]>
Sent: Monday, July 8, 2024 5:47 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Cc: Anuj Gupta; BrighterBlue; [email protected]; [email protected] Subject: Item 11.A: Do Not Cut Service to UCLA Stops
EXTERNAL
Dear Santa Monica City Council,
While I applaud the overall service increases in the Brighter Blue Comprehensive Operational Analysis, I oppose the planned service cuts to key bus stops near UCLA. Please maintain Big Blue Bus service to Hilgard Terminal and Gayley/Strathmore.
I've lived in LA for the past 7 years and recently graduated from UCLA. I have been living car free in LA since 2021. City decisions around public transportation and active transportation infrastructure have since affected me greatly.
Hilgard Terminal is close to thousands of jobs and classes. Meanwhile, the new proposed terminus at Parking Structure 2 creates conflicts with cars entering and exiting the garage, squeezes bicyclists, and offers less shade and seating. While it could still be a stop, ending the routes there cuts them short by a quarter mile. Furthermore, the stop at Gayley Avenue and Strathmore Drive is the closest to many UCLA students, lots of whom do not own a car. It was already challenging enough to take the bus from North campus when I hurt my back, and I know it would challenge my classmates significantly.
Please stand up for our BBB riders to and from Westwood and amend Item 11.A to restore service to Hilgard Terminal and Gayley/Strathmore.
Thank you,
Chase Engelhardt
90034
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1403 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 1 David Yakobson
From: Nataliya Nozharova <[email protected]>
Sent: Tuesday, July 9, 2024 6:04 AM
To: councilmtgitems
Subject: item 11A
EXTERNAL
Emailing in support of item 11A (Big Blue Bus) at the council meeting.
Nataliya Nozharova
247 Ocean Park Blvd.
Santa Monica, CA 90405
3108455993
Sent from Yahoo Mail for iPhone
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1404 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 2 David Yakobson
From: [email protected]
Sent: Monday, July 8, 2024 11:24 PM
To: councilmtgitems
Subject: A. Approval of Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations
EXTERNAL
I am still strongly opposed to eliminating the southern segment of Route 14 without giving it a fair evaluation. This segment should remain until after the rail line is completely open and then be reevaluated. If the ridership has not improved, then it could be cut back at that time. This segment provides a much needed alternate to Culver City Route 6 on Sepulveda and BBB Route 3 on Lincoln.
Eliminating this connection just as the rail line opens is ridiculous.
At the very least, this elimination should be reviewed in the future.
Sincerely,
Philip Provencio
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1405 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 3 David Yakobson
From: Sudeepti Rachakonda <[email protected]>
Sent: Monday, July 8, 2024 8:34 PM
To: Caroline Torosis; Christine Parra; Council Mailbox; councilmtgitems; Gleam Davis; Jesse Zwick; Lana Negrete; Oscar de la Torre; Phil Brock
Subject: In support of 11A
EXTERNAL
Hello,
I am a Santa Monica resident and am reaching out to share my support for the BBB Service improvements, item 11A. We love the BBB, it’s one of the reasons we live in Santa Monica as opposed to LA and are excited for it to continue getting bigger and better! Thank you,
Sudeepti Rachakonda
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1406 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 4 David Yakobson
From: Caro Vilain <[email protected]>
Sent: Monday, July 8, 2024 6:55 PM
To: Council Mailbox; councilmtgitems; Gleam Davis; Lana Negrete; Oscar de la Torre; Jesse Zwick; Caroline Torosis; Christine Parra; Phil Brock
Subject: Support for item 11A
EXTERNAL
Dear council,
I fully support item 11A.
I understand that there are concerns from a few people about bus stop changes at the UCLA campus, but these changes will help make the bus stops more accessible, the buses more frequent, and improve the experience of customers and operators alike.
I hope you fully support these recommendations that are all well thought out and that many of us are looking forward to.
Caro Vilain, 90404
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1407 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 5 David Yakobson
From: CHASE ENGELHARDT <[email protected]>
Sent: Monday, July 8, 2024 5:47 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Cc: Anuj Gupta; BrighterBlue; [email protected]; [email protected] Subject: Item 11.A: Do Not Cut Service to UCLA Stops
EXTERNAL
Dear Santa Monica City Council,
While I applaud the overall service increases in the Brighter Blue Comprehensive Operational Analysis, I oppose the planned service cuts to key bus stops near UCLA. Please maintain Big Blue Bus service to Hilgard Terminal and Gayley/Strathmore.
I've lived in LA for the past 7 years and recently graduated from UCLA. I have been living car free in LA since 2021. City decisions around public transportation and active transportation infrastructure have since affected me greatly.
Hilgard Terminal is close to thousands of jobs and classes. Meanwhile, the new proposed terminus at Parking Structure 2 creates conflicts with cars entering and exiting the garage, squeezes bicyclists, and offers less shade and seating. While it could still be a stop, ending the routes there cuts them short by a quarter mile. Furthermore, the stop at Gayley Avenue and Strathmore Drive is the closest to many UCLA students, lots of whom do not own a car. It was already challenging enough to take the bus from North campus when I hurt my back, and I know it would challenge my classmates significantly.
Please stand up for our BBB riders to and from Westwood and amend Item 11.A to restore service to Hilgard Terminal and Gayley/Strathmore.
Thank you,
Chase Engelhardt
90034
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1408 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 1 David Yakobson
From: CAROLYN PUGH <[email protected]>
Sent: Monday, July 8, 2024 3:22 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Cc: Anuj Gupta; BrighterBlue; [email protected]; [email protected] Subject: Item 11.A: Do Not Cut Service to UCLA Stops
EXTERNAL
Dear Santa Monica City Council,
While I applaud the overall service increases in the Brighter Blue Comprehensive Operational Analysis, I oppose the planned service cuts to key bus stops near UCLA. Please maintain Big Blue Bus service to Hilgard Terminal and Gayley/Strathmore.
I am a former UCLA student and current UCLA employee who rides the Big Blue Bus to campus and gets off at the Hilgard Terminal multiple times a week. Big Blue Bus is by far my best option for getting to campus, and I have had hip and foot issues in the past few years that would have made walking over .5 miles to get to my job and classes difficult. Many people get off the bus at that same stop and I'm sure it would create challenges for them as well.
Please stand up for our BBB riders to and from Westwood and amend Item 11.A to restore service to Hilgard Terminal and Gayley/Strathmore.
Thank you,
Carolyn Pugh
90025
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1409 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 1 David Yakobson
From: Christopher Michel <[email protected]>
Sent: Monday, July 8, 2024 2:50 PM
To: councilmtgitems
Subject: BBB Brighter Blue
EXTERNAL
Hello,
Please support the Brighter Blue BBB five year plan we need more frequent buses and extended service hours! I like along the BBB R3, 3, 16 & 18 lines and would much appreciate these service updates. Many people rely on BBB and I constantly see the buses full! Bus lanes from SM to LAX metro station please!!! Thanks,
Christopher Michel
13221 Admiral Ave A
Marina del Rey, CA 90292
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1410 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 2 David Yakobson
From: Adam Millard-Ball <[email protected]>
Sent: Monday, July 8, 2024 12:46 PM
To: councilmtgitems; Council Mailbox; BrighterBlue
Subject: Item 11.A: Big Blue Bus should continue serving all of UCLA
EXTERNAL
Dear Santa Monica City Council,
I was pleased to see many of the proposed service increases for Big Blue Bus. However, I was very disappointed to learn of the service REDUCTION to UCLA, through stopping several lines short of the Hilgard Terminal.
I am a regular rider of routes 1 and 2 from Santa Monica to Hilgard Terminal. That section of the route is well used, and there are thousands of classrooms, jobs, etc. that are close to the terminal. Shortening the routes as proposed will add an extra 5-10 minute walk for many riders, including myself.
Please maintain the full length of these routes.
Thanks.
Adam Millard-Ball
1243 22nd St
Santa Monica, CA 90404
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1411 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 3 David Yakobson
From: Sandy Brown <[email protected]>
Sent: Monday, July 8, 2024 11:35 AM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: Item 11. Yes. Cut Service to UCLA Stops
EXTERNAL
Dear Santa Monica City Council,
As president of the Holmby Westwood Property Owners Association, 1100 single family homes adjacent to the Hilgard terminal, and VP of the Westwood Neighborhood Council (for affiliation only) I support removal of the Hilgard terminus at UCLA and moving the stop to Hilgard and Westholme or Hilgard and Manning or both.
Ridership has decreased at the terminus and bus layovers are unnecessary. We applaud BBB for considering such a change!
Sandy Brown
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1412 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 4 David Yakobson
From: Virginia Halstensgard <[email protected]> Sent: Monday, July 8, 2024 10:35 AM
To: councilmtgitems
Subject: Needs for Bus Riders
EXTERNAL
1. Benches with arms so people cannot sleep on them or chairs need to be made available at ALL stops so seniors and the disabled can sit while waiting for buses (we cannot stand).
2. All buses on Lincoln Boulevard should make all the stops. Many times,` I have watched three express buses go flying by while waiting & waiting for the regular bus that makes all the stops. The express buses do not make sense because they cannot go any faster than the regular buses because of the heavy traffic. And the express buses get preferences when buses have to be skipped which is totally wrong. The regular buses that make all the stops is what works for everybody!
3. The buses need to run late, even if they do not run as often, so that people who have to stay late at least have a way to get home!
4. Safety is a problem. For some reason, there are more and more violent or scary people riding the buses. There is no protection for riders. The drivers are afraid too. If I had a car, I would never take the bus for this reason alone. People with cars are not going to subject themselves to this danger and will drive.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1413 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 5 David Yakobson
From: Michael Schneider <[email protected]>
Sent: Monday, July 8, 2024 9:55 AM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Cc: Anuj Gupta; BrighterBlue; [email protected]; [email protected] Subject: Item 11.A: Do Not Cut Service to UCLA Stops
EXTERNAL
Dear Santa Monica City Council,
While I applaud the overall service increases in the Brighter Blue Comprehensive Operational Analysis, I oppose the planned service cuts to key bus stops near UCLA. Please maintain Big Blue Bus service to Hilgard Terminal and Gayley/Strathmore.
Hilgard Terminal is close to thousands of jobs and classes. Meanwhile, the new proposed terminus at Parking Structure 2 creates conflicts with cars entering and exiting the garage, squeezes bicyclists, and offers less shade and seating. While it could still be a stop, ending the routes there cuts them short by a quarter mile. Furthermore, the stop at Gayley Avenue and Strathmore Drive is the closest to many UCLA students, lots of whom do not own a car.
Please stand up for our BBB riders to and from Westwood and amend Item 11.A to restore service to Hilgard Terminal and Gayley/Strathmore.
Thank you,
Michael Schneider
90064
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1414 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 6 David Yakobson
From: Jacob Wasserman <[email protected]>
Sent: Sunday, July 7, 2024 3:01 PM
To: Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre; councilmtgitems
Cc: Anuj Gupta; BrighterBlue
Subject: Item 11.A: For Reference: North Westwood Neighborhood Council Statement on Opening Hilgard Terminal
Attachments: Request for Action_Opening Hilgard Terminal.pdf
EXTERNAL
Santa Monica City Council,
The following is sent in my personal capacity, regarding Item 11.A on the City Council agenda for Tuesday, July 9:
For your reference, the North Westwood Neighborhood Council (the most local level of elected Los Angeles city government)—representing tens of thousands of stakeholders, many of whom ride Big Blue Bus and many of whom are residents of Santa Monica with work, business, or school in Westwood—passed the statement attached and below, regarding opening Hilgard Terminal for Big Blue Bus service for its entire operating hours.
Thank you for your attention to this matter.
Jacob Wasserman
11th and Washington
90403
---
To help protect your priv acy, Microsoft Office prevented automatic download of this picture from the Internet. - REQUEST FOR ACTIONThe North Westwood Neighborhood Council—representing many stakeholders who ride Big Blue Bus and tens of thousands of UCLA faculty, staff, and students—requests that UCLA allow bus operations at Hilgard Terminal at all times.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1415 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 7 Currently, UCLA blocks access to Hilgard Terminal in the evening, at nights, and on weekends, with physical bollards that the University controls. As documented in articles and editorials in the Daily Bruin, UCLA implemented this restriction, which has led to continually service cuts over the years, to appease a vocal, small minority of residents at the cost of thousands of commuters and UCLA affiliates. We question why, given that bus operations hardly increase the already present noise of car traffic on Hilgard Avenue and that buses neither drop off passengers nor idle on the residential side of the street. As chronicled in a Streetsblog Los Angeles timeline, moving drivers onto transit is actually part of a University-approved environmental mitigation measure to reduce noise effects, not increase them.
Hilgard Terminal has been used for decades as the terminus for several Big Blue Bus lines.
However, under Big Blue Bus’ proposed Brighter Blue service plan, all service will be cut to Hilgard Terminal (You can read our full comments on the Brighter Blue plan here.). The proposal would remove service from one of UCLA’s only sheltered bus stops—that is well located near to several professional schools and buildings with toilet facilities for operators—and move it to a stop that has no seating, limited lighting, and poor location (on Charles E. Young Drive, which is often congested and where conflicts between buses and cars, bikes, scooters, and pedestrians is more likely).
One of the reasons given for Big Blue Bus’ plan to cease service to Hilgard Terminal is that serving it at some times of day but not others is operationally challenging and hard for riders to understand. If UCLA opened the terminal to their use at all times, however, they could solve these issues without abandoning the stop.
Please listen to the vast majority of neighborhood and university stakeholders, especially our transit riders, and reopen Hilgard Terminal in full.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1416 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) - REQUEST FOR ACTIONThe North Westwood Neighborhood Council—representing many stakeholders who ride Big Blue Bus and tens of thousands of UCLA faculty, staff, and students—requests that UCLA allow bus operations at Hilgard Terminal at all times.
Currently, UCLA blocks access to Hilgard Terminal in the evening, at nights, and on weekends, with physical bollards that the University controls. As documented in articles and editorials in the Daily Bruin, UCLA implemented this restriction, which has led to continually service cuts over the years, to appease a vocal, small minority of residents at the cost of thousands of commuters and UCLA affiliates. We question why, given that bus operations hardly increase the already present noise of car traffic on Hilgard Avenue and that buses neither drop off passengers nor idle on the residential side of the street. As chronicled in a Streetsblog Los Angeles timeline, moving drivers onto transit is actually part of a University-approved environmental mitigation measure to reduce noise effects, not increase them.
Hilgard Terminal has been used for decades as the terminus for several Big Blue Bus lines. However, under Big Blue Bus’ proposed Brighter Blue service plan, all service will be cut to Hilgard Terminal (You can read our full comments on the Brighter Blue plan here.). The proposal would remove service from one of UCLA’s only sheltered bus stops—that is well located near to several professional schools and buildings with toilet facilities for operators—and move it to a stop that has no seating, limited lighting, and poor location (on Charles E. Young Drive, which is often congested and where conflicts between buses and cars, bikes, scooters, and pedestrians is more likely).
One of the reasons given for Big Blue Bus’ plan to cease service to Hilgard Terminal is that serving it at some times of day but not others is operationally challenging and hard for riders to understand. If UCLA opened the terminal to their use at all times, however, they could solve these issues without abandoning the stop.
Please listen to the vast majority of neighborhood and university stakeholders, especially our transit riders, and reopen Hilgard Terminal in full.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1417 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 8 David Yakobson
From: Jacob Wasserman <[email protected]>
Sent: Saturday, July 6, 2024 9:58 PM
To: Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre; councilmtgitems
Cc: Anuj Gupta; BrighterBlue
Subject: Item 11.A: For Reference: North Westwood Neighborhood Council Statement on BBB Service Cuts to Key UCLA Stops
Attachments: Request for Action_Big Blue Bus Service Changes and Continued Use of Hilgard Terminal.pdf
EXTERNAL
Santa Monica City Council,
The following is sent in my personal capacity, regarding Item 11.A on the City Council agenda for Tuesday, July 9:
For your reference, the North Westwood Neighborhood Council (the most local level of elected Los Angeles city government)—representing tens of thousands of stakeholders, many of whom ride Big Blue Bus and many of whom are residents of Santa Monica with work, business, or school in Westwood—unanimously passed the statement attached and below, regarding the proposed Big Blue Bus service changes.
In short, the Council commends the proposed service increases but opposes the removal of service to Hilgard Terminal on several routes and the removal of stops at Gayley Avenue/Strathmore Drive on Route 18.
Thank you for your attention to this matter.
Jacob Wasserman
11th and Washington
90403
---
To help protect your priv acy, Microsoft Office prevented automatic download of this picture from the Internet. - REQUEST FOR ACTIONItem 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1418 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 9 The North Westwood Neighborhood Council—representing many stakeholders who ride Big Blue Bus and many residents of Santa Monica with work, business, or school in Westwood— strongly opposes certain changes by Big Blue Bus in the Brighter Blue plan, including removal of service to Hilgard Terminal on several routes and the removal of stops at Gayley Avenue/Strathmore Drive on Route 18. While the Council applauds the proposed increases in service to lines serving UCLA and Westwood, eliminating Hilgard Terminal and stops at Gayley/Strathmore would impose a significant negative impact on commuters and students.
Hilgard Terminal has been used for decades as the terminus for several Big Blue Bus lines, and service has been continually cut over the years to appease a vocal minority of residents at the cost of commuters. The current proposal would remove service from one of UCLA’s only sheltered bus stops—that is well located near to several professional schools and buildings with toilet facilities for operators—and move it to a parking lot that has no seating, limited lighting, and poor location.
Additionally, the prospect of idling/out-of-service buses at the proposed Parking Structure 2 terminus could negatively impact pedestrian and cyclist safety by reducing visibility at a number of busy intersections and driveways on Charles E Young Dr E. If Hilgard Terminal must be eliminated or faces capacity limitations, McGowen Hall Bus Turnaround is a much better location to terminate some BBB services compared to Parking Structure 2, especially in regards to North Campus access.
Gayley Avenue/Strathmore Drive and Gayley Avenue/Landfair Avenue are important stops on Route 18 that serve the many UCLA students and staff living in the North Village, but will be eliminated by rerouting along Le Conte Avenue. We support consolidating termini on campus, but urge Big Blue Bus to maintain a stop at Gayley/Strathmore and Gayley Avenue/Landfair Avenue by routing via Strathmore Place before continuing on Charles E Young to a terminal on Northeast Campus (McGowan or Hilgard).
We strongly urge Big Blue Bus to reconsider these routings and to restore service to Hilgard Terminal and Gayley Avenue/Strathmore Drive. Big Blue Bus provides a valuable service to the students and residents of our neighborhood, and we hope that our feedback will inform an improved routing through UCLA that continues to serve these critical stops. Outside of these routing changes, the North Westwood Neighborhood Council commends Big Blue Bus for other proposed changes, especially more frequent headways on lines serving UCLA and frequent service to the future D line extension.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1419 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 10 David Yakobson
From: Ed Costello <[email protected]>
Sent: Friday, July 5, 2024 3:52 PM
To: councilmtgitems
Subject: Support Brighter BLUE
EXTERNAL
Edward J. Costello
"In our nation's 247 year history,
there has never been an individual
who is greater threat to our republic
than Donald Trump."
Dick Cheney, Sep. 7, 2023
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1420 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) - REQUEST FOR ACTIONThe North Westwood Neighborhood Council—representing many stakeholders who ride Big Blue Bus and many residents of Santa Monica with work, business, or school in Westwood—strongly opposes certain changes by Big Blue Bus in the Brighter Blue plan, including removal of service to Hilgard Terminal on several routes and the removal of stops at Gayley Avenue/Strathmore Drive on Route 18. While the Council applauds the proposed increases in service to lines serving UCLA and Westwood, eliminating Hilgard Terminal and stops at Gayley/Strathmore would impose a significant negative impact on commuters and students.
Hilgard Terminal has been used for decades as the terminus for several Big Blue Bus lines, and service has been continually cut over the years to appease a vocal minority of residents at the cost of commuters. The current proposal would remove service from one of UCLA’s only sheltered bus stops—that is well located near to several professional schools and buildings with toilet facilities for operators—and move it to a parking lot that has no seating, limited lighting, and poor location. Additionally, the prospect of idling/out-of-service buses at the proposed Parking Structure 2 terminus could negatively impact pedestrian and cyclist safety by reducing visibility at a number of busy intersections and driveways on Charles E Young Dr E. If Hilgard Terminal must be eliminated or faces capacity limitations, McGowen Hall Bus Turnaround is a much better location to terminate some BBB services compared to Parking Structure 2, especially in regards to North Campus access.
Gayley Avenue/Strathmore Drive and Gayley Avenue/Landfair Avenue are important stops on Route 18 that serve the many UCLA students and staff living in the North Village, but will be eliminated by rerouting along Le Conte Avenue. We support consolidating termini on campus, but urge Big Blue Bus to maintain a stop at Gayley/Strathmore and Gayley Avenue/Landfair Avenue by routing via Strathmore Place before continuing on Charles E Young to a terminal on Northeast Campus (McGowan or Hilgard).
We strongly urge Big Blue Bus to reconsider these routings and to restore service to Hilgard Terminal and Gayley Avenue/Strathmore Drive. Big Blue Bus provides a valuable service to the students and residents of our neighborhood, and we hope that our feedback will inform an improved routing through UCLA that continues to serve these critical stops. Outside of these routing changes, the North Westwood Neighborhood Council commends Big Blue Bus for other proposed changes, especially more frequent headways on lines serving UCLA and frequent service to the future D line extension.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1421 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 11 David Yakobson
From: Matthew Bryant <[email protected]>
Sent: Friday, July 5, 2024 12:59 PM
To: councilmtgitems
Subject: Brighter Blue
EXTERNAL
I urge the approval of the proposal for Brighter Blue.
Brighter Blue is a vital indicator of Santa Monica’s current and future direction in terms of encouraging increased use of efficient and well run public transportation.
Anything that can be done within tolerable budget parameters to encourage increased ridership should be approved and endorsed.
To expect Big Blue Bus to operate successfully into the future without ongoing updating of services would be a major error.
My only observation is that, in tandem with improved service, BBB should be supported with an active ongoing advertising/promotional budget to announce changes and to encourage increased usage.
Matthew Bryant
617 10th Street, Santa Monica
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1422 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 12 David Yakobson
From: UNITUPM <[email protected]>
Sent: Friday, July 5, 2024 12:57 PM
To: councilmtgitems
Subject: Big Blue Bus and Light Rail
EXTERNAL
Security Security Security
Safety Safety Safety
These modes of transportation need to be made safe. They need armed patrols.
It doesn’t matter how many routes there are if people aren’t safe from being stabbed, robbed or harassed.
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1423 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) 13 David Yakobson
From: Jerry <[email protected]>
Sent: Friday, July 5, 2024 12:38 PM
To: councilmtgitems
Subject: BRIGHTER BLUE
EXTERNAL
As a senior living in Sunset Park, I strongly support the Brighter Blue bus plan which would bring a greater frequency of service.
I am very hopeful it will happen!
Thank you.
Jerry Nodiff
Item 11-A
July 9, 2024
Item 11-A
July 9, 2024
11.A.i
Packet Pg. 1424 Attachment: Written Comments [Revision 1] (5617 : Big Blue Bus Comprehensive Operational Analysis (COA) Recommendations) Approval of Brighter Blue
Five Year Service Plan for
Big Blue Bus
City Council Meeting
July 9, 2024
11.A.j
Packet Pg. 1425 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational What is Brighter Blue? Comprehensive Operational Analysis Analysis of Existing Service Public Outreach and Stakeholder Engagement Five Year Service Plan From January 2023 to June 2024 Transportation Management & Design, Inc Arellano Associates Fehr & Peers
11.A.j
Packet Pg. 1426 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Deliverables Five Year Service Plan
(Route by Route Proposed Changes)
Brighter Blue Final Report Public Outreach Summary Report Existing Conditions Report
11.A.j
Packet Pg. 1427 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Public Outreach & Stakeholder Engagement On-board customer survey Online surveys Focus group meetings Project dedicated website and e-mail Public workshops & hearings, virtual and inperson, live Spanish interpretation Meetings, flyers, surveys, etc., in English & Spanish
11.A.j
Packet Pg. 1428 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Public Outreach (cont.)
11.A.j
Packet Pg. 1429 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational “Brighter Blue Bucks” Results
11.A.j
Packet Pg. 1430 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Brighter Blue Service Plan Summary Improve frequencies on most routes including 10 minutes or better service on select major routes
Expand service hours so most routes start earlier,
end later, and operate on weekends
Ensure connections to the new LAX/Metro Transit
Center and Metro Rail D Line extension, and
other essential destinations
11.A.j
Packet Pg. 1431 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Frequency Improvements
- Weekday
11.A.j
Packet Pg. 1432 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Proposed Service Hours
- Weekdays
11.A.j
Packet Pg. 1433 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Proposed Service Hours
- Weekends
11.A.j
Packet Pg. 1434 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Route by Route
Proposed Changes
11.A.j
Packet Pg. 1435 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Route by Route Proposed Changes
Route Corridor or
Route Name Summary of Proposed Change(s)
Tentative
Implementation
Timeline
1 Santa Monica
Blvd/
Main St
Earlier/later service on weekdays & weekends. Minor re-route at UCLA. Aug ‘26 2 Wilshire Blvd Increase peak frequency from 20 to 10 minutes in 2027. Earlier/later service on weekdays & weekends. Minor re-route at UCLA.
Aug ‘26 (UCLA)
Aug ‘27 (D Line)
3 Lincoln Blvd Increase peak frequency from 13 to 10 minutes. Re-route at LAX. Earlier and later service on weekdays and weekends.
Dec '24
R3 Lincoln Blvd Discontinue Rapid 3; reinvest resources on Route 3. Dec ‘24
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Packet Pg. 1436 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Local vs. Rapid Travel Time Comparison
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Packet Pg. 1437 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Route 5
Proposed
Changes
Route Corridor or
Route Name Summary of Proposed Change(s)
Tentative
Implementation
Timeline
5 Olympic Blvd Increase peak frequency from 60 to 30 minutes. New weekend service. Discontinue Century City to Palms segment and discontinue service west of SMC.
Aug ‘25
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Packet Pg. 1438 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Route by Route Proposed Changes (cont.)
Route Corridor or
Route Name Summary of Proposed Change(s)
Tentative
Implementation
Timeline
7 Pico Blvd Increase peak frequency of Route 7 from 14 to 7.5-10 minutes.
Earlier and later service on weekdays and weekends.
Aug ‘25
R7 Pico Blvd Discontinue Rapid 7; reinvest resources on Route 7. Aug ‘25 E7 Pico Blvd Discontinue Express 7; reinvest resources on Route 7. Aug ‘25
11.A.j
Packet Pg. 1439 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Route by Route Proposed Changes (cont.)
Route Corridor or
Route Name Summary of Proposed Change(s)
Tentative
Implementation
Timeline
8 Ocean Park Blvd Increase peak frequency from 30 to 20 minutes. Earlier/later service on weekdays & weekends. Minor re-route in DTSM and UCLA.
Aug ‘26
9 Pacific Palisades Increase peak frequency from 20 to 15 minutes. Earlier/later service on weekdays & weekends. Extend northern terminus to PCH and Sunset, pending new bus turnaround.
Aug ’25
TBD (extension)
R10 Downtown LA
Freeway Express
No changes currently proposed. N/A
R12 Westwood Blvd Increase peak frequency from 12 to 10 minutes. Earlier/later service on weekdays & weekends.
Aug ‘26
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Packet Pg. 1440 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Route 14
Proposed
Changes
Route Corridor
or Route Name Summary of Proposed Change(s)
Tentative
Implementation
Timeline
14 Bundy Dr/
Centinela Ave
Increase peak frequency from 20 to 15 minutes. Discontinue service to Inglewood. New southern terminus in Culver City. Re-route to Westwood/VA Hospital Station in 2027.
Dec ’24 (Culver City)
Aug ’27 (D Line)
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Packet Pg. 1441 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Route by Route Proposed Changes (cont.)
Route Corridor
or Route Name Summary of Proposed Change(s)
Tentative
Implementation
Timeline
15 Barrington Ave Increase peak frequency from 60 to 30 minutes. Re-route to serve Westwood/VA Hospital D Line Station in 2027.
Aug ’25
Aug ’27 (D Line)
16 Wilshire Blvd/
Bundy Dr –
Playa del Rey
Earlier/later service on weekdays. New weekend service. Re-route to Westwood/VA Hospital Station in 2027.
Aug ’25
Aug ’27 (D Line)
17 UCLA –VA –
Sawtelle - Palms
Increase peak frequency from 20 to 15 minutes. Earlier/later service on weekdays & weekends.
Aug ‘26
18 UCLA - Montana Ave –
4th St -
Marina Del Rey
Increase peak frequency from 30 to 20 minutes. Earlier/later service on weekdays & weekends. Minor re-route at UCLA.
Aug ’26
TBD (extension)
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Packet Pg. 1442 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Route 41
Proposed
Changes
Route Corridor or
Route Name Summary of Proposed Change(s)
Tentative
Implementation
Timeline
41 SMC & Montana Ave
& 14th St & 20th St
Increase peak frequency from 20 to 15 minutes. Earlier/later service on weekdays. New weekend service. Re-route to serve Ocean Park Blvd./Sunset Park neighborhood.
Aug ‘25
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Packet Pg. 1443 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Route by Route Proposed Changes (cont.)
Route Corridor or
Route Name Summary of Proposed Change(s)
Tentative
Implementation
Timeline
42 SMC & Montana Ave
& 14th St & 20th St
Discontinue Route 42. Reinvest resources on Route 41. Aug ‘25 43 San Vicente Blvd
& 26th St
Extend northern terminus to San Vicente Blvd. and 7th St. Aug ‘25 44 SMC Connector Re-route to serve Santa Monica College Performing Arts Center. Aug ‘25
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Packet Pg. 1444 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Ridership Impacts Approx. 650 customers (~2% of
all customers) will now be more
than 1/4 mile from a bus stop.
About 520 of those board at
Aviation/LAX Station but will
now board at the new LAX/Metro
Transit Center.
The remaining 130 (~0.6% of all
customers) will need to walk
further or use another service.
11.A.j
Packet Pg. 1445 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Title VI Service Equity Analysis Determine disparate impacts or disproportionate burdens on
disadvantaged populations
Proposed changes exceed thresholds in
BBB’s Policies
Final service plan proposes mitigations &
provides rationale (e.g., Route 7 service
frequencies)
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Packet Pg. 1446 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Tentative Implementation Timeline
Timeline Proposed Change(s) Routes
December 2024 Changes impacted by opening of the LAX/ Metro Transit Center 3, R3, 14 August 2025 Changes to SMC service routes 5, 7, R7, E7, 9, 16, 41, 42, 43, 44
August 2026 Changes to UCLA serving routes 1, 2, 8, R12, 17, 18 August 2027 Changes to Westwood/ VA Hospital Station serving routes 2, 14, 15, 16 2028 Remaining frequency & service hour changes (if any) TBD
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Packet Pg. 1447 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Corridors Targeted for Improvements
Corridor Segment City Routes(s)
4th Street Wilshire Blvd. to Colorado Ave. Santa Monica 1,2,3,7,9,18 Bundy Dr Wilshire Blvd. to Ocean Park Blvd. Los Angeles 14,15 Lincoln Blvd Rose Ave. to Mindanao Way Los Angeles 3
Ocean Park Blvd 25th St. to Centinela Ave. Santa Monica 8,44 Ocean Park Blvd Centinela Ave. to Bundy Dr. Los Angeles 8,44 Pico Blvd 16th St. to Centinela Ave. Santa Monica 7
Pico Blvd Centinela Ave. to Sepulveda Blvd. Los Angeles 7 Pico Blvd Ave. of the Stars to Crenshaw Blvd. Los Angeles 7 Santa Monica Blvd Centinela Ave. to Westwood Blvd. Los Angeles 1 Wilshire Blvd Bundy Dr. to Westwood Blvd. Los Angeles 2,17,18
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Packet Pg. 1448 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational DOT Initiatives Supporting Plan Safety and Security including new Transit Safety Officer
Program
Transition to Zero Emission
Fleet & building of charging
infrastructure
Recruitment and retention of
Motor Coach Operators
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Packet Pg. 1449 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Financial Impacts & Budget Actions
• No immediate financial impact or budget action necessary. • Increases related to labor and maintenance expected over FY2025-27 Biennial Budget period.
• Staff will return to Council if budget actions are required in future.
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Packet Pg. 1450 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational Recommended Action
Staff Recommends that the City Council:
1. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines.
2. Approve the proposed Brighter Blue five-year service plan for Big Blue Bus.
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Packet Pg. 1451 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational
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Packet Pg. 1452 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational
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Packet Pg. 1453 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational UCLA Route Changes
• Decision primarily made to directly serve UCLA campus and Medical Center (Routes 1, 2, 8, R12, 17, 18). • All UCLA-serving routes would operate on campus, instead of periphery of the campus, where Hilgard Terminal is located. • Routes would terminate at:
o Gateway Plaza (Route 8 and Rapid 12), Macgowan Hall Terminal (Route 17), or Parking Structure 2 (Routes 1, 2 and 18). • Feedback from North Westwood Neighborhood Council (NWNC) and others incorrectly suggests that Big Blue Bus is removing service from the North Campus. Route 17 still serves North Campus. • Seating and real-time information signs do exist at Parking Structure 2. Staff has received assurances from the UCLA Transportation office to work on adding more amenities if the changes are approved. • Notably, Hilgard Terminal is inaccessible to people with disabilities; accessing campus from this stop requires taking stairs. • Restroom facilities at Parking Structure 2 are available and preferred by our motor coach operators • In our survey, 72 percent of riders prefer a longer walk if it means more frequent service. From Gayley/Strathmore:
• 5-minute walk to UCLA Gateway Plaza gets riders access to Big Blue Bus service that will operate every 6.7 minutes • 8-minute walk to the UCLA Medical Center gets riders access to Big Blue Bus service that will operate every 2.3 minutes. • As an alternative, riders can still take Metro Line 602 at Gayley/Strathmore to reach Westwood Village.
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Packet Pg. 1454 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational
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Packet Pg. 1455 Attachment: PowerPoint Presentation (5617 : Big Blue Bus Comprehensive Operational City Council
Report
City Council Meeting: July 9, 2024
Agenda Item: 14.A
1 of 6
To: Mayor and City Council
From: Douglas Sloan, City Attorney, City Attorney's Office, Administration Subject: Legal Options for Investigations
Recommended Action
Staff recommends that the City Council:
1. Review options and recommendations concerning policies, investigations, and remedies for violations by Councilmembers and Council appointees for Brown Act and other laws or policies applicable to City employees; and
2. Consider approving one of the options or providing further direction.
Summary
I. Introduction. At the June 11, 2024, Council meeting, Council directed the City Attorney to return with options and recommendations concerning policies, investigations, and remedies for violations by Councilmembers and Council appointees for Brown Act and other laws or policies applicable to City employees. The following are some options for Council to consider in approving or providing further direction.
II. Resolution. Attached is a Resolution for Council consideration providing that all City officials - Councilmembers, Council appointees to City boards and commissions, Council Charter official appointees are subject to the same laws concerning breaches of confidentiality, harassment, discrimination, hostile work environment, retaliation, conflicts, gifts, and ethics laws and rules. It provides a process for reporting, investigating, and resolving complaints. However, further actions will be required to implement the Resolution.
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Options:
1. Approve the Resolution.
2. Approve the Resolution, with changes.
3. Direct further work on the Resolution, as specified.
4. Take no action on the Resolution or continue to a future meeting.
III. Investigations. The Resolution requires a means to investigate to be implemented. Ideally, investigations must be done timely by someone experienced and competent, familiar with federal, state, and local laws that apply, and with independence - not biased or subject to influence by politics, City personnel, or the public, much like a prosecutor.
Investigations are appropriate, even mandatory, on many levels, ranging from elected and appointed officials to employees accused of policy violations. Most investigations occur discretely and are never brought to the Council’s or public’s attention.
Over the last 24 months, 16 investigations have been referred to outside law firms to handle at a total cost of $226,546 in FY 23 and $232,142 in FY24 (to date.) HR also contracts for certain investigations to be performed by non-lawyers.
One option may include referrals to an independent investigator, most likely a law firm, on a Council approved basis. Typically, complex investigations may include research, obtaining and reviewing documents, interviews, and preparing reports, and can cost over $100,000 each and can take 6 months to complete. Hourly rates for attorney investigators the City has used range from $160 to $375 for associates and up to $495 for partners. To be effective, an annual budget of at least $400,000 total is estimated to be required to refer matters to outside counsel for the types of investigations that are contemplated in the Resolution.
A second option may be to create an independent investigator position as a City employee, an attorney. The investigator would work independently, with minimal interaction with other City officials and employees. The authority and responsibilities can
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be established by resolution or ordinance, and the person would report directly to the City Attorney, but following the direction set forth by Council resolution. The total annual cost would likely be around $320,000. The time incurred could be charged to nongeneral fund departments for work done on their behalf, so the general fund may not need to bear the full cost. Since this is a full time position housed in City Hall, investigations can be completed far more quickly and efficiently than coordinating with outside counsel, not competing for time for other clients, and all but eliminating travel time for the investigator and/or the people interviewed. This has been done elsewhere with success.
In either scenario, City officials and the investigator need to be mindful of independence and potential conflicts.
Options:
1. Direct the engagement of an outside investigator for particular matters as specified by Council now, with funding of up to $150,000 each.
2. Direct the engagement of an outside investigator for matters as complaints may arise pursuant to the Resolution with funding to be specified by further action.
3. Direct the CAO to initiate the process to create an investigator position in house, and return for approval and funding; cost is estimated to be approximately $320,000 per year, with benefits.
4. Take no action now concerning investigations.
IV. Ethics Commission. An additional option is to create an Ethics Commission by ordinance and empower the Commission to coordinate with the independent investigator as a fact finding body with subpoena power, make policy recommendations to Council, impose administrative fines, and/or make remedial recommendations to Council and other City officials concerning censure, removal from office (board and commission members), or referrals to the District Attorney or other appropriate
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authorities. The commissioners can be Council appointees for defined terms, lead by the independent investigator. This will take some time, but there are existing models in other jurisdictions that can be reviewed for guidance.
Options:
1. Direct the City Attorney and City Manager to return with an ordinance for Council consideration to create an ethics commission.
2. Direct the City Attorney and City Manager to survey other cities with ethics commissions and return to Council with a discussion of detailed options.
3. Take no action now concerning an ethics commission.
V. Penalties and Remedies. An additional component to implement the policy is to provide for penalties and remedies for violations. It may be proper also to prohibit making false claims or providing false information in connection with an investigation.
There is some state law preemption for certain violations, but otherwise the City may consider providing by ordinance penalties and remedies; however, some options, as they may affect elected officials, may be required to be imposed by Charter amendment approved by the voters. Here are some options:
1. Censure - the Council could approve a censure resolution disapproving of certain conduct.
2. Removal from office - Council could vote (5 votes required by the Charter) to remove from office for violations by members of Council appointed boards and commissions.
3. Administrative citations with fines for various levels of violations.
4. Criminal penalties - violations could be punished by infraction or misdemeanor fines and/or confinement; these would need to be referred to the District Attorney or another agency if an inherent conflict of interest exists in the City Attorney’s Office.
5. Following investigation and finding a violation occurred, referrals to the District Attorney, FPPC, State Attorney General, or other agencies for criminal prosecution, other penalties, or civil action.
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6. Charter amendment - may allow for elected officials being removed from office, excluded from closed session, not being provided confidential materials, etc., following a determination that they have committed egregious or repeated violations.
Options:
1. Direct the City Attorney to return to Council with an ordinance providing for censure, administrative citations, and/or criminal penalties for violations as specified in the Resolution.
2. Direct the City Attorney to return with a potential options for a Charter amendment to be approved by the voters concerning remedies and penalties for Councilmember violations, understanding it will not be on the 2024 ballot.
3. Take no action now concerning penalties and remedies.
VI. “Gratuities”. In Snyder v. United States, the U.S. Supreme Court recently decided that certain “gratuities” may not constitute bribery. While both California state law and Santa Monica local law (for example, the “Oaks Initiative,”) address gifts to government officials, Council may direct tightening or clarifying local provisions in light of Snyder, and potentially prohibit all gratuities to Santa Monica elected and appointed officials.
Options:
1. Direct the City Attorney and City Manager to return with an ordinance for Council consideration to prohibit all gratuities to elected and Council appointed officials.
2. Direct the City Attorney and City Manager to survey other cities concerning gratuities and return to Council with a discussion of options.
3. Take no action now concerning gratuities.
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Prepared By: Douglas Sloan, City Attorney
Approved Forwarded to Council
Attachments:
A. Resolution re Conduct Standards 070924
14.A
Packet Pg. 1461
1 City Council Meeting: July 9, 2024 Santa Monica, California RESOLUTION NUMBER _________ (CCS)
(City Council Series)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA ADOPTING ADMINISTRATIVE INSTRUCTION NOS. III-2-3 DISCRIMINATION,
HARASSMENT, ABUSIVE CONDUCT, AND RETALIATION PREVENTION POLICY AND COMPLAINT PROCEDURE; III-2-4, VIOLENCE IN THE WORKPLACE; III-2-6,
CODE OF ETHICS, COUNCIL RULES, AND CERTAIN OTHER LAWS, TO BE
APPLICABLE TO ELECTED AND APPOINTED OFFICIALS AND PROVIDING FOR
PROCESSES FOR INVESTIGATING AND RESOLVING ALLEGED VIOLATIONS WHEREAS, the City of Santa Monica and the City Council recognize and value the commitment and efforts of Councilmembers and Council appointees to City boards, commissions, and committees, as the elected officials and appointees dedicate their time, energy, and expertise to benefit the City, its residents, and visitors; and WHEREAS, it is the policy of the City of Santa Monica to ensure all officials and employees follow laws concerning attorney client privilege and personnel matter confidentiality, as well as limitations and procedures codified in laws such as the Brown Act, Political Reform Act, other state laws, Council Rules, City ordinances, and resolutions; and
WHEREAS, it is the policy of the City of Santa Monica to maintain and foster a work environment in which all employees can work free of discrimination, harassment, abusive conduct, or retaliation for having complained about suspected unlawful conduct; and
WHEREAS, numerous federal, state, and local laws require training and/or regulate behavior related to a workplace free of discrimination, harassment, abusive conduct, and retaliation; workplace violence prevention; and ethics; and WHEREAS, the City of Santa Monica currently has Administrative Instruction No.
14.A.a
Packet Pg. 1462 Attachment: Resolution re Conduct Standards 070924 (6507 : Investigations Resolutions) 2 III-2-3, Discrimination, Harassment, Abusive Conduct, and Retaliation Prevention Policy and Complaint Procedure, that applies to its applicants, employees, interns, volunteers, customers, and contractors, in accordance with state law and regulations; and WHEREAS, it is also the policy of the City of Santa Monica to provide a safe and secure workplace free of any violence or threats of violence, and accordingly, the City of Santa Monica currently has Administrative Instruction No. III-2-4, Violence in the Workplace, that applies to its employees, interns, volunteers, and contractors, and addresses acts or threats of violence in the workplace and sets forth an incident reporting procedure for resolving complaints in accordance with state law and regulations; and WHEREAS, it is also the policy of the City of Santa Monica to ensure the highest ethical standards are maintained in the workplace, and accordingly, the City of Santa Monica currently has Administrative Instruction No. III-2-6, Code of Ethics, that governs the ethical standards and conduct of all City employees, and sets forth procedures for identifying and investigating violations of the Code of Ethics; and WHEREAS, Resolution No. 11427 (CCS) sets forth the Council Rules of Order and Procedure, applicable to all Councilmembers, but does not include processes for addressing potential violations of the resolution (Council Rules); and WHEREAS, Resolution No. 11510 (CCS) sets forth policies for City Boards, Commissions, Committees, Task Forces, and Regional Advisory Boards, applicable to all appointed officials, but does not include processes for addressing potential violations of the resolution (Boards and Commissions Rules); and
WHEREAS, it is the Council’s policy not to utilize the City Attorney’s Office, nor any other City official, for political purposes; and
14.A.a
Packet Pg. 1463 Attachment: Resolution re Conduct Standards 070924 (6507 : Investigations Resolutions) 3 WHEREAS, it is understood that the City Council, City Manager, City Clerk, and City Attorney, as applicable, have a duty to protect City employees and others who conduct business with the City or otherwise interact with City officials, staff, and representatives, from unlawful and inappropriate conduct; and WHEREAS, the City Council believes it is important to understand that the same standards, processes, and remedies also should apply to the City’s elected and appointed officials, who are otherwise not necessarily covered by the City’s Administrative Instructions; and
WHEREAS, it is necessary to establish policies and procedures for the application and implementation of these laws and policies.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA DOES RESOLVE AS FOLLOWS:
SECTION 1. The following City of Santa Monica Administrative Instructions, state laws, confidentiality requirements, and local laws (all collectively for purposes of this Resolution “Laws and Policies”) are hereby expressly made applicable to all City Councilmembers and all members of the City’s Boards, Commissions, and Committees, and employees, under the Council’s appointment authority (“Elected or Appointed Members”) and incorporated into this Resolution:
A. Administrative Instruction No. III-2-3, Discrimination, Harassment, Abusive Conduct, and Retaliation Prevention Policy and Complaint Procedure; B. Administrative Instruction No. III-2-4, Violence in the Workplace; C. Administrative Instruction No. III-2-6, Code of Ethics; D. The Council Rules of Order and Procedure, adopted by Council resolution,
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Packet Pg. 1464 Attachment: Resolution re Conduct Standards 070924 (6507 : Investigations Resolutions) 4 as amended from time to time;
E. The Boards and Commissions Rules, adopted by Council resolution, as amended from time to time;
F. Article XXII of the Santa Monica City Charter, the “City of Santa Monica Taxpayer Protection Amendment of 2000,” commonly known as the “Oaks Initiative;” and
G. California Government Code §§ 54950, et seq. (the Brown Act); and H. California Government Code §§ 81000 et seq. (the Political Reform Act); and
I. California Government Code §§ 1090 et seq. (conflicts of interest in government contracting); and
J. All confidentiality laws, statutory and common law, regarding attorney client privilege and personnel matters.
SECTION 2. Any suspected violations of the Laws and Policies involving Elected or Appointed Members may be reported by any City official or employee to the City Attorney and/or the City Manager.
SECTION 3. The City Attorney, in coordination with the City Manager, shall comply with the following process concerning any alleged violations of the Laws and Policies by an Elected or Appointed Member:
A. Discuss the matter with the reporting party and any key witnesses, and then make an initial assessment whether the facts could lead to finding of a violation of the Laws and Policies; if the determination is that it is likely, based upon the known facts and the Laws and Policies that no legal or policy violation occurred, then the
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Packet Pg. 1465 Attachment: Resolution re Conduct Standards 070924 (6507 : Investigations Resolutions) 5 matter may be concluded, and the reporting party notified.
B. If it appears that a violation of Laws and Policies may have occurred, or the facts cannot be determined without further investigation, then next take one or more of the following actions:
1. If the allegations potentially concern a Councilmember’s conduct, place the matter on a Council agenda so the Council may consider whether to initiate an investigation; or make an independent assessment of whether the circumstances (for example, confidentiality of matters, complaining parties, or witnesses) warrant an investigation without Council approval; and in either case, refer the matter to either an independent investigator attorney, or an in house investigator, to complete an investigation, findings, and report; and/or
2. If the allegations potentially concern a Board, Commission, or Committee member or employee who is not a Councilmember, then refer the matter to either an independent investigator attorney, or an in house investigator, to complete an investigation, findings, and report; and/or
3. Depending upon the allegations and applicable laws, refer the matter to another appropriate agency.
C. If an investigation is commenced, it shall be conducted expeditiously, and all parties and witnesses shall timely cooperate in providing interviews and/or documentary evidence. The investigator shall have the power of subpoena to compel testimony and/or production of documents or other evidence.
D. The investigator shall make a determination whether allegations of Laws and Policies violations are either sustained or not sustained (or in part). Unless
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Packet Pg. 1466 Attachment: Resolution re Conduct Standards 070924 (6507 : Investigations Resolutions) 6 another process is provided by resolution or ordinance, the report shall be provided to the City Attorney’s Office, and shall be deemed attorney client privileged and confidential attorney work product.
E. For investigations involving Councilmembers:
1. A summary of the investigative findings shall be prepared and then provided to the entire Council and the reporting party.
2. Any Councilmember then may place the matter on a Council agenda for consideration of further action, which may include censure and/or referral of the matter to another agency with legal authority to take punitive or remedial action, or to pursue any other action or remedy provided by law.
F. For investigations involving Appointed Members who are not Councilmembers:
1. A summary of the investigative findings shall be prepared, and then initially provided to the Mayor, Vice Mayor, City Manager, the reporting party, and the accused.
2. The Mayor and Vice Mayor, along with the City Attorney and/or City Manager, at the Mayor’s election, may meet with the accused to discuss the findings and potential resolutions or remedial measures.
3. Where there are sustained findings, the City Attorney, in consultation with the Mayor, Vice Mayor, and City Manager, may prepare a “last chance agreement,” through which the accused agrees to comply with applicable City policies, and then present it to the accused to sign. If the accused signs the agreement, then a summary of the events shall be prepared by the City
14.A.a
Packet Pg. 1467 Attachment: Resolution re Conduct Standards 070924 (6507 : Investigations Resolutions) 7 Attorney and provided to the entire Council.
4. If the agreement is not signed, the accused does not submit a resignation, and/or should the City Attorney or City Manager determine that the matter is sufficiently serious and/or that additional violations are likely to occur, then the City Attorney shall notify the City Council of the findings and that it may be appropriate for the City Council to consider censure or removal of an Appointed Member.
SECTION 4. Investigations referenced herein shall be performed by a City employee investigator, if a position for that purpose is authorized, funded, and filled, or by a contract counsel attorney, if both funding for that purpose is available and/or the City Attorney determines it may be a conflict for the matter to be handled by a City employee.
If sufficient resources are not available to complete an investigation required by this Resolution, then the Council shall be made aware of the circumstances so that Council may take further action as it deems appropriate.
SECTION 5. Any future changes to the Laws and Policies specified in this Resolution shall also apply to the specified Elected and Appointed Members, and the changes shall be reviewed by the City Attorney to determine whether they substantially affect this Resolution and whether the Council should consider an amendment to this Resolution to address the changes.
SECTION 6. To the extent the provisions of this Resolution concerning investigation procedures shall conflict with the provisions of any applicable Administrative Instruction, the provisions of this Resolution shall control.
SECTION 7. The investigation findings and reports that result from the processes
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Packet Pg. 1468 Attachment: Resolution re Conduct Standards 070924 (6507 : Investigations Resolutions) 8 set forth in this Resolution shall be utilized solely for the purposes as set forth herein, and not for any other purpose.
SECTION 8.The City Manager, City Attorney, and/or City Clerk, or their designees, shall arrange appropriate training on the matters covered by this Resolution.
SECTION 9.The City Clerk shall certify to the adoption of this Resolution, and thenceforth and thereafter the same shall be in full force and effect.
APPROVED AS TO FORM:
_________________________
Doug Sloan, City Attorney
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Packet Pg. 1469 Attachment: Resolution re Conduct Standards 070924 (6507 : Investigations Resolutions) City Council
Report
City Council Meeting: July 9, 2024
Agenda Item: 16.A
1 of 1
To: Mayor and City Council
From: Nikima Newsome, Interim City Clerk, Records and Election Services Department
Subject: Appointment to one unscheduled vacancy on the Human Services Commission for a term ending on June 30, 2027.
Prepared By: Xavier Mota, Staff Assistant III
Approved Forwarded to Council
Attachments:
A. Applicant List
16.A
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City of Santa Monica
Boards and Commissions Applicants
Human Services Commission
Name Application Date
Glover, Kevin
Jaffe, Mark
Kagel, Tamara S.
Koza, Maxine R.
06/07/2024
01/26/2024
06/16/2024
05/14/2024
Leddy, Bruce
Muntaner, Zoë
06/18/2024
05/14/2024
Susman, Matthew B. 06/13/2024
TOTAL APPLICANTS: 7
*Incumbents in green
*Currently serves in the Disabilities
Commission
16.A.a
Packet Pg. 1471 Attachment: Applicant List (6504 : 16.A. Appointment to Human Services Commission (5 mins.)) City Council
Report
City Council Meeting: July 9, 2024
Agenda Item: 16.B
1 of 1
To: Mayor and City Council
From: Nikima Newsome, Interim City Clerk, Records and Election Services Department
Subject: Request from the Santa Monica Library Board to assign a Council member as the Board’s Council Liaison
Prepared By: Xavier Mota, Staff Assistant III
Approved Forwarded to Council
Attachments:
A. Request from the Library Board
16.B
Packet Pg. 1472
Santa Monica Public Library
601 Santa Monica Boulevard
Santa Monica, CA 90401
Santa Monica
Public Library
Board
Judith Meister
Chair
Dana Newman
Vice Chair
Antonio Spears
Jason Lin
Lucien
Plauzoles
June 24, 2024
Santa Monica City Hall
1685 Main Street, RM 209
Santa Monica, CA 90401
Dear Mayor Brock and City Councilmembers,
On behalf of the Santa Monica Library Board, I am writing to request a council member be assigned as a Council Liaison to the Library Board per Resolution Number 11510, Section 15. Council Liaisons.
As you may know, the practice of council appointed liaisons to boards and commissions was a standard practice in years past. We see the value in bringing on a liaison to inspire a well-informed council member who can advocate for the library and understand the challenges facing the library as well as the significant positive impacts the library provides to our community. A board liaison would have the benefit of hearing the Board’s perspective in addition to the usual reports from City staff. We often have the chance to meet with library board members from other communities who report this practice to be helpful in bringing more attention to the library.
As you are aware, the library is one of the remaining City departments that has not yet returned to pre-Covid budget levels. We are fortunate that the library staff, under the able and creative leadership of Director Erica Cuyugan, has been able to find ways to expand services and programs with limited resources. Board discussions with a Council Liaison may help to identify other creative ways to generate resources.
The library is one of our most cherished community institutions. Library staff and board members regularly engage with the public. Serving as a Council Liaison is a great opportunity to be out in the community and hear directly from residents.
We look forward to the chance to welcome a Council Liaison to the Library Board.
Sincerely,
Judith Meister, Chair
Santa Monica Public Library Board
cc: Erica Cuyugan, Director of Library Services
16.B.a
Packet Pg. 1473 Attachment: Request from the Library Board (6498 : 16.B.Library Board request for Council liaison) City Council
Report
City Council Meeting: July 9, 2024
Agenda Item: 16.C
1 of 2
To: Mayor and City Council
From: Nikima Newsome, Interim City Clerk, Records and Election Services Department
Subject: The City must do more to address public safety and the homelessness crisis.
The efforts from Mayor Brock to reallocate a portion of the City budget to this effort and Councilmember Zwick to consider the revenue generating tax measure to meet and exceed our public safety goals is appreciated. This motion bridges those two ideas. The City Council was thoughtful and cautious in adopting a balanced budget. However, the City faces a difficult economic climate, slow recovery, a challenging labor market, required deferred maintenance, and continued uncertainty in our legal liabilities. In adopting the FY 24-25 budget, the City reallocated resources to address public safety concerns but we need to do more as Mayor Brock conveyed at the last City Council meeting. The public needs to understand that the City has not recovered the pandemic and resources are limited. For this reason, the City Council must pursue new revenue opportunities to address our public safety needs. Keeping our community safe is our first priority.
Therefore, Vice Mayor Lana Negrete is asking the City Council to direct the City Manager to immediately halt the process to identify tradeoffs and budget reallocations within the existing budget. Rather, the City Manager should be directed to:
1. Provide a high-level overview of potential impacts to the organization, along with programs and services, if budget reallocations were to be implemented without additional revenue.
2. Bring the Parking Facility Tax that was discussed on June 25, 2024, back to City Council on July 23, 2024, and direct the City Attorney and City Manager to develop an advisory measure for the Parking Facility Tax indicating that half of the additional revenue generated by the measure should be allocated to address public safety.
3. Return to City Council as soon as possible but no later than September with a study session item with new proposals and an overview of the work that is currently underway to identify what is needed to enhance public safety and address homelessness. The study session be informed by recommendations from the Police Department, Fire Department, Housing and Human Services Department, Office of
16.C
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Emergency Management, and the City Attorney’s Office to provide the City Council with critical information to deploy resources generated by the resources from the Parking Facility Tax.
Prepared By: Nikima Newsome, Interim City Clerk
Approved Forwarded to Council
Attachments:
A. Complete Language 16.C.
16.C
Packet Pg. 1475
The City must do more to address public safety and the homelessness crisis. The efforts from Mayor Brock to reallocate a portion of the City budget to this effort and Councilmember Zwick to consider the revenue generating tax measure to meet and exceed our public safety goals is appreciated. This motion bridges those two ideas.
The City Council was thoughtful and cautious in adopting a balanced budget. However, the City faces a difficult economic climate, slow recovery, a challenging labor market, required deferred maintenance, and continued uncertainty in our legal liabilities. In adopting the FY 24-24 budget, the City reallocated resources to address public safety concerns but we need to do more as Mayor Brock conveyed at the last City Council meeting.
The public needs to understand that the City has not recovered the pandemic and resources are limited. For this reason, the City Council must pursue new revenue opportunities to address our public safety needs. Keeping our community safe is our first priority.
Therefore, Vice Mayor Lana Negrete is asking the City Council to direct the City Manager to immediately halt the process to identify tradeoffs and budget reallocations within the existing budget. Rather, the City Manager should be directed to:
1. Provide a high-level overview of potential impacts to the organization, along with programs and services, if budget reallocations were to be implemented without additional revenue.
2. Bring the Parking Facility Tax that was discussed on June 25, 2024, back to City Council on July 23, 2024, and direct the City Attorney and City Manager to develop an advisory measure for the Parking Facility Tax indicating that half of the additional revenue generated by the measure should be allocated to address public safety.
3. Return to City Council as soon as possible but no later than September with a study session item with new proposals and an overview of the work that is currently underway to identify what is needed to enhance public safety and address homelessness. The study session be informed by recommendations from the Police Department, Fire Department, Housing and Human Services Department, Office of Emergency Management, and the City Attorney’s Office to provide the City Council with critical information to deploy resources generated by the resources from the Parking Facility Tax.
16.C.a
Packet Pg. 1476 Attachment: Complete Language 16.C. (6512 : 16.C. Request from MPT Negrete) City Council
Report
City Council Meeting: July 9, 2024
Agenda Item: 16.D
1 of 1
To: Mayor and City Council
From: Nikima Newsome, Interim City Clerk, Records and Election Services Department
Subject: Request of Mayor Pro Tem Negrete and Councilmember de la Torre that the City Attorney and City Manager return to City Council with an evaluation of the recent Grants Pass Supreme Court decision and provide options to amend the City's Municipal Code that are consistent with the ruling and the city’s commitment to clean and safe
Prepared By: Nikima Newsome, Interim City Clerk
Approved Forwarded to Council
16.D
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City Council
Report
City Council Meeting: July 9, 2024
Agenda Item: 16.E
1 of 1
To: Mayor and City Council
From: Nikima Newsome, Interim City Clerk, Records and Election Services Department
Subject: Request from Mayor Pro Tem Negrete that the city council direct the City Manager to work with The Proof of Workforce Foundation, a Nonprofit, to pilot a Santa Monica Bitcoin Office program, at no cost, to explore the following initiatives:
1. Bitcoin education for Santa Monica residents, students, businesses and workforce;
2. Identify and facilitate Bitcoin initiatives/partnerships that support Santa Monica’s economic recovery and cultivate economic growth, while attracting a global Bitcoin Conference and tourism industry;
3. Identify remote and local career opportunities for Santa Monica residents and students; and
4. Explore the potential of utilizing stranded city generated renewable energy to explore environmentally neutral bitcoin mining.
These initiatives shall be brought back to the city council by no more than 90 days.
Prepared By: Nikima Newsome, Interim City Clerk
Approved Forwarded to Council
Attachments:
A. Complete Language 16.E.
16.E
Packet Pg. 1478
Request from Vice Mayor Negrete that the city council direct the City Manager to work with The Proof of Workforce Foundation, a Nonprofit, to pilot a Santa Monica Bitcoin Office program, at no cost, to explore the following initiatives:
1. Bitcoin education for Santa Monica residents, students, businesses and workforce;
2. Identify and facilitate Bitcoin initiatives/partnerships that support Santa Monica’s economic recovery and cultivate economic growth, while attracting a global Bitcoin Conference and tourism industry;
3. Identify remote and local career opportunities for Santa Monica residents and students; and
4. Explore the potential of utilizing stranded city generated renewable energy to explore environmentally neutral bitcoin mining.
Bitcoin is now in its 15th year of existence, currently over a trillion dollar Industry. More importantly it is the largest, most powerful decentralized computer network in the world.
The Bitcoin Network has applications across many industries worldwide including but not limited to:
• capturing stranded renewable energy and stabilizing electrical grids • serving as a payment rail for those living under authoritarian regimes • serving as a digital asset for U.S. Pension Funds which now hold bitcoin on the balance sheet.
These initiatives shall be brought back to the city council by no more than 90 days.
16.E.a
Packet Pg. 1479 Attachment: Complete Language 16.E. (6514 : 16.E. Request of MPT Negrete) City Council
Report
City Council Meeting: July 9, 2024
Agenda Item: 16.F
1 of 1
To: Mayor and City Council
From: Nikima Newsome, Interim City Clerk, Records and Election Services Department
Subject: Request of Mayor Brock that the City Council allocate up to $9,000 of discretionary funds to the Public Works Department to enhance the community tree giveaway program
Prepared By: Nikima Newsome, Interim City Clerk
Approved Forwarded to Council
16.F
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Item 6
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Packet Pg. 1481 Attachment: Written Comments [Revision 1] (6530 : Item 6 Public Input on Agenda Items) Item 6
July 9, 2024
Item 6
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Packet Pg. 1482 Attachment: Written Comments [Revision 1] (6530 : Item 6 Public Input on Agenda Items) Item 6
July 9, 2024
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Packet Pg. 1483 Attachment: Written Comments [Revision 1] (6530 : Item 6 Public Input on Agenda Items) Item 6
July 9, 2024
Item 6
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Packet Pg. 1485 Attachment: Written Comments [Revision 1] (6530 : Item 6 Public Input on Agenda Items) Item 6
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Item 6
July 9, 2024
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Packet Pg. 1486 Attachment: Written Comments [Revision 1] (6530 : Item 6 Public Input on Agenda Items)