Category: By Bus & Rail

Looking at Valley rail and beyond

The Orange Line, shown above in Warner Center, is a public transit success story. Photo/L.A. Times

A push to transform the popular Orange Line busway into the San Fernando Valley’s first light rail line may also jumpstart a broader examination of what the next chapter in L.A. County transportation could look like.

Metro’s Board of Directors next week will consider a motion to study options for improving the Orange Line, along with the possibility of connecting the Orange, Red and Gold Lines with Burbank and Bob Hope Airport. But that motion—by L.A. City Councilmember Paul Krekorian, Mayor Eric Garcetti, Glendale City Councilman Ara Najarian, Supervisor Zev Yaroslavsky and Duarte Mayor John Fasana—has now prompted a related push to create a roadmap to update Metro’s long term plans for the entire county.

Taken together, both concepts, if approved by the agency’s full board, could begin to give shape to the list of projects that might be included in potential new transit sales tax measure that could be on the 2016 ballot.

“It has to be part of a transparent, inclusive and innovative long range planning process from which a new sales tax ballot initiative should emerge,” said Santa Monica Mayor Pam O’Connor, who proposed the countywide amendment along with Lakewood Councilmember Diane Dubois and Supervisor Don Knabe at Metro’s Planning and Programming Committee meeting this week.

The current push to investigate upgrades to the Orange Line comes after Governor Jerry Brown recently signed into law a bill permitting ground-level rail in the busway’s corridor.

Some have argued that other, less costly improvements are the best way to improve the Orange Line—which is carrying nearly twice the people originally projected and has been reaching capacity during rush hours.

But Coby King, board chairman of the Valley Industry and Commerce Association, the primary backer of the new state legislation, said converting the bus line to rail is the best way to serve the Valley’s 1.77 million residents.

“The problem is that the Orange Line has become a victim of its own success,” King said. “We believe that rail is the answer. Let’s do the objective study and let the chips fall where they will and we can make a decision on the facts—and a certain amount of equity.”

King added that Measure R, the original 2008 half-cent sales tax measure to fund transit projects, brought 36 miles of new rail to other parts of the county but left the Valley with none. For the region to support a new tax measure, additional rail lines for the Valley would have to be a part of the equation, he said.

At the committee meeting, Metro CEO Art Leahy weighed in on the big picture as well as the specific concerns of Valley residents.

“Without a doubt the number of projects is going to exceed the amount of money a measure is going to generate, so at some point we are going to have to sit down with the subregions and talk turkey about what goes in,” Leahy said.

Posted 7/17/14

Tough audit sparks reforms

A sheriff’s deputy keeps an eye on goings-on at a Blue Line platform last fall. Photo/Los Angeles Times

A hard-hitting new audit says the L.A. County Sheriff’s Department has failed to live up to its multimillion dollar contract to police the Metro system, while the transit agency itself has done a poor job of monitoring the sheriff’s performance.

The audit was commissioned by Metro’s Board of Directors last year and performed by the firm Bazilio Cobb Associates, with a team including members of the Bratton Group, LLC. The May 27 report faulted the sheriff on a number of fronts, including lack of a community-policing plan for the nation’s third-largest bus and rail system, perennial staff vacancies, tardy responses to citizen complaints and inadequate records to support its billings.

Overall, the audit determined that both the Sheriff’s Department and Metro had significant improvements to make.

“We found that Metro needs to substantially strengthen and enhance its oversight of LASD contract performance,” it said. “We found LASD has not met many of the targets for performance metrics, including crime reduction, continuity of staff, and fare enforcement saturation and activity rates.”

The audit was presented to Metro’s System Safety and Operations Committee on Thursday. CEO Art Leahy told the panel that new management at the sheriff’s department now has “an intense focus on delivering the goods here. There’s no finger-pointing, there’s no excuses. They can do better and Metro can do better.”

Sheriff’s Cmdr. Michael Claus, while disagreeing with a few of the report’s conclusions, said most of its 50 findings were on target.

“The bottom line is: we didn’t do what we should have done,” Claus said in an interview. “No one likes to be told they’re not doing a good job, but they were right in a lot of areas.”

Claus, who became Metro’s head of security in January, said reforms already are underway. Those include upgrading the Transit Services Bureau into a full-fledged sheriff’s division with its own chief, to whom Claus now reports. That move, effective July 1, will give structure to the team and enable it to advocate more effectively for staff resources, Claus said. It also may be a morale-booster for deputies assigned to the transit beat, which the audit said has been considered undesirable or even punitive by some within the department.

“By making it its own division, probably 20 people have removed their transfer requests,” Claus said.

The audit comes as the sheriff’s Metro contract—by far the department’s largest—is up for renewal. The new contract will likely be worth more than $400 million over five years, the report said. The department currently is working under a $42 million six-month contract extension that expires on Dec. 31.

The audit covered five years beginning July 1, 2009 and found lots of room for improvement. Among its findings:

• Critical information—such as up-to-date blueprints and maps of station layouts—needed in the event of an attack on Metro’s transit system has not been shared with key tactical response units within the sheriff’s department. (Claus, a former SWAT officer and commander, said an effort to provide up-to-date, digitized information is underway, but insisted that the sheriff’s units in question already are familiar with Metro facilities.)

• The transit security operation has operated with high levels of vacancies and too often sends in substitute staff without the necessary transit expertise.

• The department has double-billed for some supervisors’ time; billed Metro at the full rate even when managerial, supervisorial and support positions went vacant; failed to provide enough backup documentation of time being worked; and in fiscal 2011 submitted bills of $59,368 above the maximum amount allowed under the contract.

• Customer complaints against deputies often are not processed on time, and deputies with multiple complaints against them usually aren’t routed into the department’s “performance mentoring program.” (Claus said a backlog stretching to 2010 has now been eliminated.)

• Mobile phone validators used by deputies to check patrons’ TAP cards are technologically inadequate and can’t be used for basic crime-fighting tasks, such as looking for outstanding warrants when people are stopped for fare checks. Better fare-validation devices are being developed, the audit said, but other issues involving checking TAP cards remain unresolved—notably the question of whether that duty should be handled primarily by Metro’s own security staff rather than sworn deputies.

• Crime reporting and response time statistics are not being appropriately reported. (The department has switched, as recommended, to the FBI’s Uniform Crime Reporting standards, Claus said. He said the department disagrees, however, with a recommended change in reporting response times that would start the clock running when a Metro operator receives a call—not when it reaches the sheriff’s department.)

The audit also said the sheriff’s transit security team was not engaged enough in making quality of life improvements in Metro facilities.

But, according to the sheriff’s department, that finding overlooks a notable recent success story.

“Deputies have made tremendous strides in cleaning up Union Station; examining and solving delicate homeless rights issues, solving quality of life issues, making the area a cleaner, hazard-free experience for patrons, etc.,” according to the official response to the audit from interim Sheriff John Scott. “More is to be done, but to say that great strides have not been obtained would simply not be reflective of the current status.”

As for Metro, the audit found that the agency has failed to set forth adequate contractual requirements for the sheriff’s department, and has been lax about keeping tabs on the requirements that are in place.

In a response to the audit, Duane Martin, the agency’s deputy executive officer for project management, wrote that his department is asking for more staff to provide better contract oversight. He said Metro also will seek to modify its existing contract to enable it to seek damages if the sheriff doesn’t live up to specified performance targets—including crime reduction and continuity of staffing—and will write that into the next contract as well.

Beyond the audit, Metro CEO Leahy said he also has ordered a peer review of his agency’s security services by the American Public Transportation Association. Those findings will be examined, along with the audit, by Metro’s board this fall.

There is debate about how big a role deputies should play in fare enforcement. Photo/Metro

Posted 7/17/14

The Orange Line: Moving forward

In late 2005, on the day the Orange Line made its maiden trip along Canoga Avenue, the Los Angeles Times gave the instantly popular busway a nickname: “The Napkin Line.”

As the paper correctly noted in its rave review, the line’s route through the San Fernando Valley had been sketched on a napkin by Supervisor Zev Yaroslavsky as he and other elected officials and transit planners flew back from a 1999 fact-finding mission in Curitiba, Brazil. There, they’d seen the stunning efficiency of a high-occupancy bus system that used dedicated roadways and timed traffic signals to keep the buses moving swiftly through intersections—at a fraction of the cost of burrowing a subway tunnel.

Today, the Orange Line is mirroring that success. In fact, the system has proved such a hit with commuters that an extension of the 14-mile route is now in the works, with completion scheduled for 2012. This new 4-mile segment will link commuters with the Chatsworth Metrolink station.

The Orange Line—named in tribute to the Valley’s early agricultural roots—currently runs from Warner Center to North Hollywood, where riders can catch the Red Line subway to Downtown L.A. or points elsewhere. To speed up the operation, riders purchase fares before boarding, as they do for the region’s subways.

So far, according to Metropolitan Transportation Authority figures, the Orange Line’s 35 super-sized buses have transported nearly 33 million passengers, an average of more than 7 million a year—far exceeding the agency’s initial conservative predictions. As gas prices soared in the summer of 2008, the Orange Line scorched one ridership record after another.

Transit planners also were determined to create a commuting experience along the old Union Pacific rights-of-way that addressed the concerns and interests of the broader community. Among other things, the MTA:

• Planted 5,000 trees and 800,000 environmentally-friendly native plants along the route.

• Built 8 miles of new bike and pedestrian paths that are fully lit, with racks and lockers at all stations.

• Commissioned 15 California artists to design artwork unique to each station.

• Erected more than 5 miles of sound walls with an anti-graffiti design.

Supervisor Yaroslavsky says he had few doubts that the scribbles on his airline napkin would one day materialize into one of the nation’s great transit achievements.

“When I met with Curitiba Mayor Jaime Lerner, the genius behind his city’s busways, I asked him to what did he attribute the success of his transit system. His response is etched in my memory: ‘Have the courage to try simple solutions.’

“The Orange Line is a simple idea that has proven to be the most successful busway in the United States. It was a transit solution that was staring us in the face, and all we needed was the courage to build it.”