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Metro’s Recovery Task Force

draft final report – december 2020
Letter from the CEO
Powered by Leadership, Rooted in Vision Now more than ever we believe in the
promise of a more equitable LA that doesn’t
When we formed Metro’s Recovery require every adult to own a car, where all
Task Force in April 2020 in response to people have a multitude of mobility options
the COVID-19 pandemic we knew that that are convenient and accessible, and
unprecedented challenges would lie ahead. where it is safe and healthy to live your life
From the outset we were determined that in public spaces no matter your race or
Metro would not only maintain service for economic status. The recommendations
essential workers, but also would emerge in this report from the Recovery Task Force
from this pandemic stronger than when offer such a promise.
we started. This is why we created a task
force, led by our Chief Innovation Officer While there are still many miles to go on

Joshua Schank, to compose a diverse, the path to recovery, I know we are headed

multidisciplinary group of emerging in the right direction. I’m proud of how

leaders at Metro. Metro’s staff has responded to the COVID-19

pandemic both operationally and through
As we release this task force report,

the Recovery Task Force’s recommendations.
LA County continues to struggle with I believe our workforce is the best in the
the pandemic; the number of cases, business. For example, the dedication shown
hospitalizations and deaths is rising. by our operators, maintenance teams,
Residents of LA County, and in particular cleaning crews and frontline Customer Care
our low-income and minority communities, personnel are a benchmark for the industry.
continue to suffer both the human and These frontline employees continue to deliver
economic tolls of the health crisis. The for our customers under difficult conditions.
central mission of the task force is to help
Metro and the region respond to and recover We are pleased to present this draft final
from the effects of the pandemic as quickly report from the Recovery Task Force,
and robustly as possible. which we believe can be the foundation
for a new beginning for mobility and
During the initial months of this crisis, we equity in LA County.
saw a glimpse of what Los Angeles can be
when we prioritize the movement of people
over cars. No traffic congestion, free-flowing
buses and cars on roads and highways,
cleaner air, open streets enjoyed by families, Phillip A. Washington
outdoor dining parklets, and a surge in CEO, Metro
cycling and bike sales were all inspiring.
We saw a vision of what a more sustainable
and more equitable urban mobility could
look like in Los Angeles County.
Table of Contents
Letter from the CEO..................................................................................... i
About the Task Force................................................................................... 1
The Path Forward......................................................................................... 4
COVID-19 Impacts on Mobility and Transportation in LA County –
Nine Months Later....................................................................................... 7

A Recovery Framework for Metro................................................................ 15

Task Force Progress to Date........................................................................ 21

Early Action Recommendations.................................................................. 24

Phase One: Respond and Prepare......................................................................... 25
1. Survey Riders................................................................................................. 26
2. Fund Safe Streets.......................................................................................... 27
3. Expand and Innovate Cleaning..................................................................... 28
4. Distribute Masks to Riders........................................................................... 30
5. Allow Mask Vending...................................................................................... 31
6. Implement Visual Payment on Transit App................................................. 32
7. Improve Online Meetings............................................................................. 33
8. Increase Ventilation...................................................................................... 34
9. Support Working Parents............................................................................. 35
Phase Two: Relaunch.............................................................................................. 36
10. Restore Service........................................................................................... 37
11. Study New Bike Share Models.................................................................... 38
12. Promote Biking........................................................................................... 39
13. Allow and Promote Telework....................................................................... 40
14. Install More Bus Lanes............................................................................... 42
15. Launch “We’re Here for You” Communications........................................ 43
16. Use More Customer Ambassadors............................................................ 44
17. Explore New Mobility Solutions.................................................................. 45
18. Use Budget to Advance Recovery............................................................... 46
19. Reimagine Capital Projects......................................................................... 47
20. Better Address Homelessness................................................................... 48
Final Recommendations.............................................................................. 49
New and Improved Services.................................................................................. 50
21. Run Express Buses on Improved HOV and Express Lanes...................... 51
22. Accelerate Networks of Complete Streets................................................. 54
23. Fully Integrate Transit in LA Region............................................................ 57
24. Offer Incentives to Reduce Car Ownership............................................... 60
25. Improve Station Amenities......................................................................... 62
Responsive Metro................................................................................................... 64

26. Improve Public Engagement and Strengthen Rider Voices...................... 65

27. Gather More Data on Equity and Travel Patterns...................................... 70

28. Share Data and Information More Openly and Effectively....................... 73

Vibrant Future......................................................................................................... 76

29. Accelerate Joint Development and Transit-Oriented Communities......... 77
30. Expand Region’s Broadband Infrastructure............................................... 80
31. Create Green Jobs and Green Infrastructure.............................................. 82
32. Reimagine Destination Discounts............................................................. 84
Help Pay for These Improvements........................................................................ 87
33. Study Reducing Capital Construction Costs.............................................. 88
34. Build Staff Capacity..................................................................................... 91
35. Use Measures M and R Ordinances.......................................................... 93
36. Expand Revenue Opportunities................................................................. 95
37. Identify Funding for Incentives to Reduce Car Ownership........................ 98
We Want Your Input..................................................................................... 100
Acknowledgments....................................................................................... 101
Appendix...................................................................................................... 103
About the Task Force

The COVID-19 Recovery Task Force is a

staff committee at Metro responsible for

providing advice and recommendations

to the Senior Leadership Team (SLT),

Chief Executive Officer (CEO) and Board

of Directors on recovery from the novel
coronavirus (COVID-19) pandemic.

Task Force Goals and Responsibilities
The task force recommends a set of actions 2 Issuing periodic progress reports to
that Metro can take to respond to the Metro decision makers, the public and
COVID-19 pandemic and recover from it. stakeholders on the work of the task
Task force goals and deliverables include: force, including early action items to
consider taking. 

1 Identifying and recommending potential
actions that Metro can take to respond 3 Drafting a final recovery report that
to the pandemic; to recover after the includes updates on early actions and
final recovery recommendations with

pandemic; to help lead an equitable
implementation plans. 

economic recovery for LA County; and

to advance mobility without congestion
as the ‘new normal’ after the pandemic.


Task Force Members

The task force is chaired by the Chief Joshua Schank, Office of Extraordinary Innovation – Chair
Innovation Officer and staffed by the Aida Berry, Office of Civil Rights & Inclusion
Office of Extraordinary Innovation
Stephanie Burke, Human Capital Development
and Communications departments.
Members of the task force were Lilian de Loza-Guttierez, Communications

nominated by Senior Leadership KeAndra Cylear Dodds, Office of the CEO

Team (SLT) members and chosen to Imelda Hernandez, Systems Security & Law Enforcement

secure a balanced membership with
Nancy Hinojosa, Risk, Safety & Asset Management

diverse experience and perspectives,
Kyle Holland, Office of Management & Budget

with a preference for graduates of,
or participants in, Metro Leadership Rani Narula-Woods, Operations
Academy, ENO Multi-Agency Exchange Olivia Nelson-Richard, Transportation Communications Union
Program and the Women & Girls Melissa Park, Congestion Reduction
Governing Council. The Executive
Heather Repenning, Program Management
Officers for Equity & Race and
Customer Experience are also on Heather Severin, Program Management
the task force. Fumi Sotozono, Management Audit Services
Jessica Spearman, Vendor/Contract Management
Quintin Sumabat, Operations
Alvin Trotter Jr., Program Management
Elezanbee Vue, Operations
Aaron Weinstein, Office of the CEO
Staffed by
Mark Vallianatos, Office of Extraordinary Innovation
Emma Huang, Office of Extraordinary Innovation
John Gordon, Communications

The Path Forward
In these unprecedented times, amidst a The events of 2020 have forced almost
worldwide pandemic and an economic everyone on earth to re-consider what their
recession, there is still cause for optimism. lives are about, what truly matters, and how
Tectonic shifts are occurring in all aspects we want things to be when life returns to

of our daily lives, including transportation. some semblance of normalcy.


Metro created a Recovery Task Force to Inequities in transportation, education and
respond to the COVID-19 pandemic. Our housing policies continue to put the most
mandate was to provide recommendations vulnerable among us at risk. Metro has a
that immediately address our workers and responsibility to put forward ideas that can
riders’ frontline safety, help the agency help prevent a return to vast inequities in
recover from the seismic impact of lost access to opportunity, to gridlocked and
revenue, chart a course for an equitable dangerous streets and to run-away climate
economic recovery for LA County and pursue change. Our hope is these recommendations
‘mobility without congestion’ as the new force a reckoning to leave the congested and
normal. Nine months into the largest public unsustainable region that was our normal
health crisis in over a century, we deliver behind and provide a path forward to a better,

the draft of our final report amidst myriad healthier and fairer LA County. The new start

challenges. Still, we do so with the belief we imagine is less congested, more equitable

that we can return to a transportation system and has cleaner air.

that is more equitable, more effective and This draft report is a partial roadmap to

more sustainable. help get there. It builds upon many positive
We maintain optimism in this final report, initiatives already underway in Metro and
even while recognizing that the pandemic is synergizes with others in the planning phase.
not close to being over and has already been The draft final report contains all of the
devastating. COVID-19 case numbers are recommendations issued by the task force.
trending up again, thousands have died in LA These include early action items, which
County and many people are out of work. We were released during the first months of the
provide these recommendations recognizing pandemic. Early actions focused on timely
that the incalculable physical, mental and adjustments that could help promote safety.
economic impact of COVID-19 will continue Some of these early recommendations have
for months and years to come. We write these already been completed, while others are
words as generational disruptions in how we still in progress. This report also introduces
get around, shop, communicate and work new final recommendations. These final
continue unabated with no clear roadmap recommendations are meant to (1) advance
for where the future leads. mobility and equity as the agency and county
Recovery is a moving target, and longing recover from the pandemic, and (2) pay for
for a return to normalcy can be a powerful these improvements.
coping mechanism. The Recovery Task Force
offers these recommendations recognizing
Figure 1 on the following page shows all of the
that LA County’s “normal” was a significant
early actions and final recommendations for
source of the problems we now confront.
quick reference. It summarizes the status of
Truths we have known have become starker
each as of early December 2020.
and more evident as the pandemic continues.

figure 1: task force recommendations

> Run express buses on improved

HOV/Express Lanes
> Share data and information more
openly and effectively
> Expand broadband
Proposed by > Reimagine Destination Discounts
task force > Build staff capacity
> Identify funding for incentives to
reduce car ownership

> Accelerate networks of complete streets

> Fully integrate transit

> Offer incentives to reduce car ownership

> Improve station amenities

> Improve public engagement

> Accelerate joint development
started > Create green jobs and green infrastructure

> Use Measure M + R ordinances
> Expand revenue opportunities

> Allow mask vending

> Implement visual payment on Transit app*
> Increase ventilation of vehicles
> Support working parents
> Restore service
> Fund and partner for more bike
Some progress infrastructure
towards > Promote more biking
implementation > Use more customer ambassadors
> Explore new mobility solutions
> Use budget to advance recovery
> Reimagine capital projects*
> Gather data on equity and travel
> Study reducing capital construction cost

> Fund safe streets

> Expand cleaning and explore new methods
> Distribute masks to riders
Significant > Follow online meeting protocols
progress > Study new bike share models
towards > Allow and promote telecommuting
implementation > Install more bus lanes
> Address homelessness

> Survey riders

*on hold
> Launch “We’re here for you” communications

COVID-19 Impacts
on Transportation
and Mobility
in LA County –

Nine Months Later

At the time of writing, LA County Nine months later, COVID-19 is
was entering its ninth month since still not under control. A third wave
COVID-19 triggered Safer at Home of cases is surging in LA County –
orders in March 2020. The task a trend seen across California and
force has continued to monitor nationwide as well.
data and follow developments > As of November 20, 2020, LA County has
on COVID-19 impacts on had 353,232 confirmed cases and 7,363 deaths.
transportation and mobility in Over the past week, the county has averaged
2,672 new cases and 14 new deaths per day.1
LA County in order to ensure that The seven-day daily average testing positivity
recommendations are supported rate for the county is at 5.6%.2

by data. While this continues to be > In mid-November, California recorded the

an evolving crisis, we know more highest daily total of cases since the pandemic

began. Weekly coronavirus infections across
now than we did in March 2020.

California are now almost 150% worse than
Here, building upon findings from

a month ago in mid-October when California
the past three progress reports, are surpassed one million cases and 18,300
the latest developments that have deaths.3 As of mid-November, more than 11.5
million people have been infected and at least
informed the task force’s analysis. 249,000 have died in the United States.4
As new evidence and impacts
> Due to the spike in cases, California health
emerge, Metro will continue to officials issued a new mandate requiring
adjust how it is responding to the residents to wear face mask coverings outside
pandemic and how it implements their homes. State officials also announced
a rollback of county re-openings across state,
recovery recommendations. affecting 94% of Californians.5 Governor
Newsom announced a curfew prohibiting
nonessential activity outside the home
from 10pm to 5am in effect until at least
December 21, 2020.6
> Within Metro’s own workforce, as of
November 17th, there have been 480
confirmed cases and three confirmed
deaths to date.7



People of color have been Working moms bear the brunt
disproportionately impacted of remote learning and the closure
by the coronavirus. of childcare centers.
> COVID-19 has exacerbated numerous > As of September 2020, women are leaving
inequities in our society, where low-income the workforce at four times the rate as men.12
residents and many non-white populations > In October 2020, a third of working aged
have suffered the highest risk of death from women who are unemployed said the reason
COVID-19. Latino and Black LA County was childcare demands. This is compared
residents are experiencing a disproportionate to 12% of unemployed men who cited the
rate of deaths. The death rate of those living same reason.13
in the lowest resource areas in LA County
is four times higher than people living in > Women are more likely to shoulder the burden
the highest-resources areas.8 of closed schools and day care, on top of
being more likely to have lost a job during the

> Differences in working and living conditions pandemic. This has long-lasting repercussions

put low-income Black and Latino residents on women’s lifetime earnings, family income,
at greater risk of exposure, because they are

women’s representation in the labor force and
more likely to be essential workers and hold

gender pay equity.14
low-wage jobs that involve frequent contact
> Women of color and single mothers are

with the public and require them to be at work
sites were health and safety precautions are the most burdened. As a result of a variety
not always enforced.9 of intersecting factors, they are more likely
to have the most unpredictable schedules,
> Neighborhoods with large numbers of people fewest benefits and are the least able to afford
per household have more than 3.7 times childcare. They also fill most of the essential
the rate of confirmed COVID-19 cases per jobs that are not conducive to telework and
1,000 residents as neighborhoods where few therefore carry the most risk for exposure to
residents live in tight quarters. About two- the virus.15
thirds of Californians who live in overcrowded
homes are essential workers or live with at Vehicle traffic is returning faster than
least one essential worker. Of those, 75% live transit ridership, and travel patterns
in poverty and 92% are people of color.10
are changing.
> The LA region had the nation’s highest
> Vehicle miles travelled (VMT) in the SCAG
unemployment rate in June, magnifying
region declined by nearly 80% in early April,
existing income inequality in the region.
using January 2020 levels as a benchmark.
Unemployment rates were higher for lower-
VMT began increasing again by mid-April,
income families, at around 28%. For workers
and as of August 2020, was nearing pre-
in households earning above $100,000,
pandemic levels.16
unemployment was at 11%. Unemployment
rates for those in informal jobs, who are > A VMT analysis conducted by StreetLight
often non-citizens, are as high as 20.5%. of the LA metro region found that peak
Immigrants without legal status, who commuting travel behavior has changed
disproportionately hold informal jobs, are tremendously. Instead of a typical sharp
ineligible for traditional unemployment increase in morning travel followed
insurance, an additional burden.11 by a drop and then an afternoon peak,

See and
See 9
August 2020 VMT revealed weekday traffic > This chart details the percent change in
building gradually toward a more sustained weekday average usage for all of Metro’s
afternoon high.17 Streetlight describes an mobility services relative to pre-pandemic
additional “mini rush hour” just after lunch, usage (using February 2020 as a baseline).
with a PM peak that is a longer period of A 0% change means complete recovery
lighter congestion. The PM congestion of usage in the months following February,
begins earlier, but ends sooner, with freeways whereas a negative percent change means
returning to normal loads as much as an a reduction in usage. All services, except
hour early versus the same time in 2019. for Mobility on Demand18, saw a decrease
Streetlight hypothesized that the added in usage due to Safer-at-Home orders
flexibility of telecommuting has allowed and changing travel patterns during
for more midday trips. the pandemic.19

figure 2:Recovery
Systemwide systemwide recovery
– Growth – growth
Index index2020
(All Modes), (all modes), 2020




Bus % change
Pre-COVID Rail % change
Bike share % change
ExpressLanes % change

-40% Vanpool % change

Metro Parking % change
-60% Mobility on Demand % change


February March April May June July August September

> The pandemic resulted in a significant > Transit use in the United States has been
bus and rail ridership decline starting in slower to recover than the rest of the world,
March 2020 with a low of 269,356 in April and California ridership lags behind the United
2020, representing a 69% decline from States.20 However, riders are returning, albeit
the forecasted non-COVID-19 April 2020 slowly. Returning riders are more likely to be
ridership. Ridership increased between low-income people of color with little or no
May and July 2020 as Safer at Home orders access to private vehicles.21
were relaxed and has remained steady at
about 50% reduction from non-COVID-19
forecasts since then.

Mobility on Demand has increased usage by 60% from February 2020 largely due to new services offered for riders.
For a more detailed analysis of COVID-19 ridership and service level analysis, see Attachment C and Attachment D of Board Report File # 2020-0709.
See “Monitoring adjustments to transit service during a pandemic,” Brian D. Taylor; UCLA ITS.
See “Monitoring adjustments to transit service during a pandemic,” Brian D. Taylor; UCLA ITS.

This map overlays Metro’s bus service network on
Equity Focus Communities22 across LA County. While
Metro lost ridership across our entire service area,
this map shows bus routes with the highest and lowest
percent change in ridership during April and May 2020
compared to ridership levels during April and May 2019.2
figure 3: Bus Routes With The Highest and Lowest Percent Change in Ridership


For information on how Equity Focus Communities are defined,
For a more detailed analysis of COVID-19 ridership and service levels, see Attachment C and Attachment D of Board Report File # 2020-0709.
This map overlays Metro’s NextGen Tier 1 reduction in ridership in each service tier –
and 224 bus service network on Equity the top 10 highest reductions in red and top
Focus Communities across LA County. 10 lowest reductions in green – based on April
This map shows bus Tier 1 and Tier 2 bus and May 2020 ridership levels compared to
routes with the highest and lowest percent the same time period in 2019.25

figure 4: NextGen Tier 1 and Tier 2 Bus Routes With the

Highest and Lowest Percent Reduction In Ridership


To ensure the core network has consistent frequencies and span of service, NextGen categorized all bus lines into service tiers based on
ridership, transit propensity, equity and overall travel demand. Each tier is assigned a frequency designation by time of day and day of week,
with Tier 1 and 2 services being the most frequent and Tier 3 and 4 being the least.
For a more detailed analysis of COVID-19 ridership and service levels, see Attachment C and Attachment D of Board Report File # 2020-0709.
The pandemic has had a The pandemic has caused Metro’s
major financial impact on own budget to be reduced by 16.5%
individual households and due to reduced sales tax revenues.
small businesses, leading to > More than 70% of Metro’s revenue comes
food and housing hardships. from its sales tax measures. Consumer
spending in LA County directly impacts
> The seasonally adjusted unemployment rate
those revenues. By the beginning of April
in LA County was at 12.3% in October, down
2020, spending initially plummeted by
from 15.5% in September. This is compared
more than 30% compared to January of this
to the rate of 4.3% one year ago. LA County’s
year. Spending has since risen but remains
unemployment rate is still higher than the
14.3% below January levels. Consumption
state unemployment rate, which is at 9.3%,
is expected to remain well below trend for
and the national rate of 6.9%.26 These
the foreseeable future.29
numbers do not capture those who have

dropped out of the job market, and figures > Metro’s adopted budget for fiscal year

show the size of the labor force has declined. 2021 is $6.0 billion, a 16.5% decrease
from FY20 budget of $7.2 billion. The

> The leisure and hospitality industry
$1.2 billion reduction represents the slow

in California continues to be the most
down experienced in the first quarter and
contracted industry compared to

projects a gradual economic recovery
October 2019.
through the end of the year.
> As of November 9, 2020, total small business
> Metro has budgeted to operate, on average,
revenue in Los Angeles had decreased by
at 81% of the annual pre-COVID bus and
28.5% compared to January 2020.27
rail service level while anticipating 55%
> The pandemic and resulting economic of ridership.30
fallout have led to hardships, such as inability
> Metro is currently projecting a decrease of
to put enough food on the table, pay rent
$850 million in capital dollars from FY20
or mortgage, and cover basic household
to FY21. This is a one-third decrease in our
expenses. Sixteen percent of Californians
capital budget. This projection does not take
report that children in their household were
into account COVID-19 impacts beyond FY21.
not eating enough because of affordability.
Twelve percent of Californians reported not > In July 2019, Metro had already estimated a
being caught up on rent. Thirty-five percent $3.3 billion capital funding shortfall for four
of Californians reported difficulty covering of Metro’s priority projects. These include
usual household expenses.28 the Sepulveda Transit Corridor, Eastside
Transit Corridor Phase 2, West Santa Ana
Branch Corridor and Green Line Extension
Projects. There will likely be funding shortfalls
on other projects as well, due to rising
construction cost estimates.

See and

Public health literature finds > Tests commissioned by other transit agencies,
including Transport for London and Govia
that riding public transit can be
Thameslink Railway, have found no evidence
relatively safe and infection risks are of COVID-19 on touch areas across the
comparable to other public settings. transit network.33
> Early fears of rampant spread via > Public health institutions continue to
surfaces like poles and turnstiles proved recommend mask wearing in public settings
exaggerated, as infectious disease experts and when interacting with others who are not
identified respiration as the primary members of your household in public and
vector of transmission. Epidemiological private spaces in order to prevent the spread
investigations traced major spreading events of COVID-19.34
overwhelmingly to venues where there is
sustained conversation and/or physical
exertion, like gyms, clubs and restaurants –

not transit.31

> A review of public health literature by UCLA

ITS finds that riding public transit during
COVID-19 can be relatively safe, and the risk

to riders is lower than in many other settings.

This is because people generally spend
less time on transit and less time speaking
while riding, and are therefore less exposed
to a virus than in many other settings like
schools, workplaces and homes. However,
safer travel does depend on several factors
including mask-wearing compliance and
hand hygiene, for how long and at what
levels of social distancing people ride transit,
vehicle sanitation and the effectiveness of
air ventilation and filtration on vehicles and
in stations, and the effectiveness of the
community-wide public health response.32

See https://www.sciencemag. org/news/2020/05/japan-ends-its-covid-19-state-emergency


campaign=newsfromnorthamerica6977697720201120t181158807z&utm_content=standard and
See and

A Recovery
for Metro


What is in the report? It is important to keep in mind that the task force is
a recommending committee, not a decision-making
This report contains 37 recommendations
body. Decisions on whether and how to implement
to help Metro respond to the COVID-19
these ideas will be made by the responsible parties.
pandemic and recover after the pandemic
The task force has worked in collaboration with
ends. Twenty of these are Early Action
multiple Metro departments to start work on early
Recommendations that the Recovery Task
actions and to develop implementation plans for
Force identified and recommended during
the final recommendations. We believe that there
the spring and summer of 2020. These early
is significant buy-in to advance most or all of the
actions focused on the need for Metro to
recommendations contained in the report.
respond immediately to COVID-19 and to
prepare for recovery. Since the task force
How did the task force choose
has already been working on early actions,
this report includes progress-to-date on its recommendations?
these 20 recommendations. The Recovery Task Force researched and identified a

Early actions are presented in two categories large number of potential ideas and actions to help

that correspond to different timelines for Metro respond to and recover from the COVID-19

response and recovery. These categories are: pandemic. We used a set of criteria to narrow them
down and develop those that we thought were the

1. Respond and prepare, which is a short-term most promising and critical. The task force’s big

timeframe in which Metro has focused on picture approach to recovery reflects the mix of
safety for customers and staff. realism and optimism laid out in The Path Forward
2. Relaunch, which is a medium-term introduction to this report. We have tried to follow
timeframe that Metro enters when the evidence of how the pandemic is impacting Metro
Safer at Home orders are loosened. and LA County; to build upon Metro’s strengths and
These time periods overlap to some existing efforts; and to be bold with a goal of bringing
extent and will shift as the conditions back better mobility and equity. The criteria we used
of the pandemic change. to pick early action recommendations and pick final
recommendations were slightly different, but they
During the second half of 2020, the task force can be summarized in the following list of questions.
developed 17 additional recommendations. We considered whether potential recommendations:
These Final Recommendations, presented
here in draft form for public feedback, build > Fulfill the Recovery Task Force Charter?
upon the early actions. They also expand > Are based on evidence of COVID-19 impacts?
Metro’s recovery framework with steps that > Advance Metro’s Vision 2028 Strategic Plan?
the task force believes will help Metro bring
back a transportation system that is more > Advance equity?
equitable, more effective and more sustainable. > Build upon Metro plans, programs and progress?
Final recovery recommendations are organized > Are global best practices?
into two categories – Improve Mobility and
Advance Equity in LA County and Help > Are timely, feasible and fiscally responsible?
Pay for these Improvements – with the
following subcategories: The Recovery Task Force
1. Improve Mobility and Advance Equity Recommendations presented below:
in LA County Fulfill Task Force Charter
a. New and improved services
b. Responsive Metro The mandate of the Recovery Task Force derives
c. Vibrant future from our charter, which identifies four interrelated
recovery goals.
2. Help Pay for these Improvements
a. Save money
b. New revenues

1. The task force’s first goal is to help Metro  silver lining for transportation in LA County
respond to the pandemic. By respond we during the pandemic is that people are driving
mean adjust how the agency is operating in less, so we have experienced a rare reduction in
order to prioritize the health and safety of congestion on LA streets and freeways. Therefore,
Metro customers and staff. For example, as a goal of the Recovery Task Force is to recommend
evidence increased that COVID-19 is primarily ways that Metro can help improve mobility and
spread through the air in enclosed areas, the keep congestion lower even after the pandemic
task force proposed an early action item on wanes and the economy recovers. Many of the draft
air flow to encourage consideration of open final recommendations focus on new or improved
windows, safe ventilation and air exchange. services and incentives that can contribute to
2. The second goal is to help Metro recover this goal.
after the pandemic. Recovery in this context Address Real-world Impacts
means allowing Metro to get back to
business in providing the critical services The COVID-19 Impacts section above lays out the
data on how the pandemic has affected Metro and

upon which people rely. The task force
LA County. Throughout the work of the task force, we

has supported the Service Recovery Plan
developed by Metro’s Operations Department have tried to develop and adjust recommendations

as a way to bring back service to stay ahead to address these real-world impacts. We have also

of overcrowding – and to do so in a way that understood that the pandemic is a new and shifting
crisis, which requires trying new approaches and

aligns with the NextGen Bus Plan.
being willing to adjust course. See figure 5 for how
3. The third goal is to help lead an equitable our recommendations are tailored to help address
economic recovery for LA County. By COVID-19 impacts.
economic recovery we mean aggregate trends
like economic output and employment/ The impacts of the pandemic intersect
unemployment levels, and individual and in diverse ways with pre-COVID Metro’s situation
household measures, such as incomes, and operations. While the task force focused on
savings and the ability of residents to afford specific COVID impacts, we also considered how
the basics of life. An equitable economic they may potentially worsen – or ameliorate – existing
recovery looks beyond average numbers to challenges and opportunities. Linked pre-existing
acknowledge that some racial and ethnic challenges include:
groups already had significantly lower > High levels of congestion and slow travel speeds
incomes and wealth before the pandemic; on roads and freeways
and that members of these same groups > High levels of solo driving and policies that favor
have been more likely to lose their jobs drive-alone trips
during the crisis or be directly affected by the
virus. A number of our final recommendation > Rising car ownership and declining ridership on
like Green Jobs, Destination Discounts and Metro services
Incentives would help boost the economy > Worsening housing and homelessness crises
in an equitable manner. > Lack of direct ability to manage streets
4. The task force’s fourth and final recovery goal to allow faster and more reliable transit
is to advance mobility without congestion > High and rising construction costs for
as the ‘new normal’ after the pandemic. capital projects
We interpret mobility without congestion in
alignment with Metro’s strategic plan vision: > Inequities in access to opportunity and mobility
in both its transportation and economic meaning
a. I ncreased prosperity for all by removing in LA County
mobility barriers
b. Swift and easy mobility throughout Fortunately, Metro had a number of key assets
LA County, anytime and opportunities in place before COVID-19:
c. Accommodating more trips through a > Transportation services like bus, rail and bike
variety of high-quality mobility options share providing mobility options across much
of LA County

Figure 5: how recovery recommendations address COVID-19 impacts

Major Covid-19 Impacts + Data Recommendations That Can Help Address Impacts
COVID-19 was and remains a dangerous pandemic. Expand and innovate cleaning, increase ventilation,
distribute masks to riders, allow mask vending,
fund safe streets, survey riders, allow and promote
teleworking, use more customer ambassadors,
launch “We’re here for you” communications,
restore service, better address homelessness
People of color have been disproportionately impacted. Distribute masks to riders, allow mask vending, launch
“We’re here for you” communications, restore service,
improve public engagement and strengthen rider voices
Working moms bear the brunt of remote learning. Support working parents, allow and promote teleworking,
expand region’s broad infrastructure
Vehicle traffic is returning faster than transit ridership. Survey riders, restore service, install more bus lanes, study
new Bike Share models, promote biking, run express buses

on Improved HOV and Express Lanes, accelerate network

of complete streets, fully integrate transit in LA region,
study how Metro can reduce capital construction costs,

improve station amenities, offer incentives to reduce

car ownership, allow and promote teleworking, gather
more data on equity and travel patterns, accelerate

Joint Development and Transit-oriented Communities
Returning transit riders are more likely to be low-income Survey riders, restore service, distribute masks to riders,
people of color with little or no access to private vehicles. install more bus lanes, improve station amenities, gather
more data on equity and travel patterns, better address
homelessness, improve public engagement and strengthen
rider voices, offer incentives to reduce car ownership
The pandemic has had a major negative financial impact Reimagine Destination Discounts, offer incentives to
on individual households and small businesses. reduce car ownership, create green jobs and green
infrastructure, accelerate Joint Development and
Transit-oriented Communities, study how Metro
can reduce capital construction costs, share data
and information more effectively and openly
The pandemic has caused Metro’s own budget to be Study how Metro can reduce capital construction costs,
reduced by 16.5% due to lower sales tax revenues. build staff capacity, use Measure M and R ordinances,
expand revenue opportunities, identify funding and
incentives to reduce car ownership, share data and
information more effectively and openly
Riding public transit can be relatively safe with mask usage. Distribute masks to riders, allow mask vending,
expand and innovate cleaning, increase ventilation,
use more customer ambassadors, survey riders,
launch “We’re here for you” communications, install
more bus lanes, accelerate network of complete streets

> Permanent sources of local funding thanks Advance Metro’s Vision 2028 Strategic
to tax measures approved by voters Plan Goals
> Transit system expansion underway with Metro Vision 2028 is our agency’s big picture plan to
projects in construction and planning improve mobility in LA County. It includes five goals,
> A strategic plan focused on improving each with specific actions and initiatives that can
and expanding mobility for those who advance the goal:
need it most 1. Provide high-quality mobility options that enable
people to spend less time traveling
2. Deliver outstanding trip experiences for all
users of the transportation system

3. Enhance communities and lives through Build Upon Metro Plans, Programs and Progress
mobility and access to opportunity The task force did not work in a vacuum. Its
4. Transform LA County through regional members, drawn from diverse departments, are
collaboration and national leadership conduits to actions that Metro is already taking to
5. Provide responsive, accountable and respond to the pandemic and to prepare for recovery.
trustworthy governance within the In fact, many of the recommendations in this report
Metro organization are meant to reinforce, support and build upon
actions and programs that are ongoing within the
All 37 of the recommendations in this report agency. The 17 final recommendations include a
include a section listing which specific elements section on Current Practices, which summarizes
of the Vision 2028 goals would be advanced if what Metro is already doing in relation to that topic.
the recommendation is implemented.
Metro has also launched a number of major new
Advance Equity internal initiatives and supported some key external
LA County’s economy and transportation partnerships and policies during this year of

system were inequitable before COVID-19, pandemic that did not arise from this task force

and the pandemic has disproportionately but strongly align with our recommendations.

impacted lower income residents, Black and Internal Initiatives with Recovery Synergies

Latino residents. To ensure that recovery
recommendations individually and as a package Customer Experience Plan. Metro’s first Customer

advance equity, the task force used a Rapid Experience Plan is going to the Board for approval
Equity Assessment Tool to analyze how Metro’s in December 2020. It can help Metro understand
recovery planning and actions can reduce customer perspectives during and after the pandemic
disparities and improve equity. In analyzing and enhance ridership.35
potential recovery recommendations, the Fareless System Initiative. Metro CEO Phil
tool leads the task force to consider the Washington launched a new internal Metro
following questions: exploratory task force that started work on September
1. Will the decision being made impact any 1, 2020, on a proposal to eliminate fares for all riders
equity groups? on Metro buses and trains. Reduced or free fares can
expand ridership after the pandemic.36
2. Could this present an equity opportunity?
LA County Goods Movement Strategic Plan.
3. Who will benefit or be burdened by Metro released the draft plan for public feedback
this decision? in August 2020. The importance of access to
4. How will the decision prioritize the needs products (and traffic from deliveries) has grown
of historically marginalized communities during the pandemic.37
and others most impacted by the crisis? Long Range Transportation Plan. The 2020 Long
5. What are strategies to mitigate any potential Range Transportation Plan (LRTP), which lays out
negative impacts of this decision? how Metro will plan, build, operate, maintain and
6. Summarize any changes to decision based partner for improved mobility in the next 30 years,
on equity assessment. was adopted by the Metro Board in September
2020. These strategies can help bring mobility
All 37 recommendations include an Equity without congestion.
section summarizing the key takeaways on
equity derived from this process. Moving Beyond Sustainability Plan. Moving Beyond
Sustainability was adopted by the Board in September
2020. It provides a framework for green investments
and jobs and cleaner transportation.38


NextGen Bus Plan. The NextGen Bus Plan was Senate Bill 288 was passed and signed into law by the
developed to implement a new competitive Governor in October 2020. Metro’s legislative program
bus system in LA County that is fast, frequent, has included a goal of exempting transit projects from
reliable and accessible. It was shaped with CEQA. This bill, which creates a two-year exemption
significant rider and public input, was adopted for many transit and active transportation projects,
by the Board in October 2020, and is the basis can help Metro plan and implement mobility projects
for recovery recommendations on bringing back more rapidly.46
and improving bus service.39
Include Global Best Practices
Traffic Reduction Study. Public outreach on the
study, which is examining piloting congestion Metro’s mission is to provide a world-class
pricing and providing more transportation transportation system that enhances quality of life
options, was launched in 2020. Congestion for all who live, work and play within LA County. In
pricing is among the most promising strategies line with the agency’s top-level goal, the task force
to bring mobility without congestion.40 looked for global best practices on how Metro could
respond to, recover from and advance mobility without

Transit App Partnership. In May 2020, Metro congestion after the pandemic. For some issues, there

partnered with Transit app,41 to let Metro are clear world-class standards from which Metro can

customers use Transit’s popular trip-planning draw lessons. In other emerging areas of response,
functions. In August 2020, Transit introduced a

Metro has the opportunity to help establish new best
feature that predicts crowding levels on Metro practices. Each of the 37 recommendations includes a

buses based on past ridership levels. These Best Practices section with a small number of examples
types of features promote safety and can help that Metro can learn from and adapt to our needs.
retain and grow ridership.42
Transit Oriented Communities Implementation Are Timely, Feasible and Fiscally Responsible
Plan. The Transit Oriented Communities When considering early actions, the task force
Implementation Plan was adopted by the considered timeliness as a key criteria since the
Board in October 2020. Its implementation can focus was on immediate health and safety risks and
advance equity and advance transit-supportive protections. Some of the final recommendations have
communities where fewer trips are made by a longer timeline, but even for these, the task force
drive-alone mode.43 prioritized recommendations for which implementation
can begin soon. Political and technical feasibility
External Partnerships/Policies were also important. The intent of this report is to be
with Recovery Synergies bold – to recommend actions at levels necessary to
APTA Recovery and Restoration Task Force. overcome the severe headwind of the pandemic.
Metro CEO Phil Washington chairs this task We have balanced this goal with an analysis of feasibility
force, which launched in April 2020 to develop and shaped the recommendations so that they have
a roadmap for public transportation services a good chance to be implemented. Finally, to respect
in the post COVID-19 pandemic world. The the budget challenges brought by COVID-19, the task
APTA task force released its report in November force has sought to make the overall package
2020, with recommendations that can cross- of recommendations revenue neutral or revenue
fertilize with Metro’s recovery plan.44 positive. All 37 recommendations have a Budget
CARES Act. Metro supported and received section providing estimates or a discussion of
funding from the federal CARES Act. The potential costs, saving or revenues.
bill was signed into law in March 2020 and
cushioned the economic impacts to Metro and 39
LA County residents and businesses.45 40


Task Force
Progress to Date


figure 6: steps the task force has taken

Task force launched,

members selected
april 2020 Equity subcommittee
established, task force
recommends 12 early actions
Task force publishes
first progress report, may 2020

recommends six more

early actions, begins

work on early action

june 2020

Task force publishes
second progress report,
holds online meetings to
Task force publishes third
get public and staff input
progress report, recommends
july 2020
two more early actions and
starts analyzing potential
final recommendations

Task force shares initial

august 2020
final recommendations
with SLT
Task force refines final
begins developing september 2020
implementation plans
with relevant departments,
holds second set of public
and staff online meetings
october 2020 Task force presents draft
final recommendations
to Senior Leadership Team
and Board committee

Task force releases november 2020

draft report and
public feedback form

december 2020
There is a more detailed timeline, including
examples of comments and questions
received from members of the public
and from Metro staff, in the Appendix.

A Sample of Actions > Adapted service in response to Safer at Home orders

Metro Took Outside > Implemented COVID-19 safety customer messaging

and signage
of the Recovery Task > Launched the TAP mobile app which gives customers
Force to Respond a safe and contactless way to pay for transit using an
iPhone or Apple Watch
to COVID–19
> Persisted to finalize public outreach to advance NextGen

> Increased cleaning and sanitation in facilities and on

Metro’s fleet

> Expedited capital project delivery

> Implemented rear-door boarding and relaxed fare enforcement

> Received FTA Grant to test innovations in air filtration

> Launched crowding information on Transit app

> Partnered with First Five LA to provide food delivery
through the Mobility on Demand Pilot Program

> Discounted Metro Micro fares in consideration

of financial hardships associated with COVID-19

> Improved Access Services response time – in some cases,

same day service was provided to patrons

> Created Human Resources learning tools for FFCRA Leave,

reporting of COVID-19 cases and provided return to
work resources

> Instituted an emergency telecommuting policy to support

a low-risk workplace

> Developed a Path Forward Plan to provide guidance in

transitioning our workforce back to Gateway Headquarters

> Maintained a strong communication with all labor unions

through weekly meetings

> Allocated transit-related funding provided by CARES Act

to regional transit agencies

> Allowed electronic bids/proposals and conducted pre-

proposal/pre-bid meetings, small business and workforce
events virtually

> Collaborated with business associations and local jurisdictions

to share resources with small businesses and encouraged
more businesses to become SBE/DBE certified

Early Action
Beginning in May 2020, the task force Each recommendation consists of:

recommended early actions that the > Summary of the recommendation

agency could take in advance of the final

> Justification on how it can help Metro recover
recovery report. These were time-sensitive

measures that will be more effective if they > Summary of equity impacts

are implemented soon. Some of the early > Relevant goals from Metro’s Vision 2028
action items relate to immediate response Strategic Plan
measures to address health and safety
> Cost estimate for the item
priorities. Others are steps that can help
Metro prepare for and position itself > Update on what has been done on
for recovery. the recommendation

Note that some of these recommendations > Best practices, which are examples
have already been substantially from other organizations
accomplished, some are no longer needed
due to changing circumstances and many
are still being pursued. We include all
20 early action recommendations in this
report, along with updates, in order to be
transparent and provide a full picture of
the work of the Recovery Task Force.

Phase One:
Respond and Prepare


1. Survey Riders
Recommendation: Update:
Survey Metro customers on their current The survey was conducted May 29 – June
transportation patterns and modes, future 24, 2020. A link to an online questionnaire
transportation plans and overall customer was emailed to approximately 11,000 Metro
experience during the COVID-19 pandemic. customers who previously filled out Metro
on-board surveys over the last three years,
Justification: and the response rate was 23%. The data was
then weighted to match the income and race
Help identify how quickly ridership may characteristics of Metro riders.
recover and gain insights on customer
experience priorities, including what makes Survey responses pointed to the importance

customers feel safe to use our services. of masks, cleaning and disinfecting, and

addressing homelessness on the system.

Metro has incorporated this feedback into its

efforts around mask distributions, changes
Surveys can determine how different racial, in audio messages about the importance

ethnic and income groups have experienced of wearing masks, and disinfection work.
transportation during the pandemic
and how they plan to travel in the future.

Vision 2028 Goals:

2.3 Improve customer experience at all
customer touch points.
3.3 Conduct genuine public and community
engagement to achieve better mobility
outcomes for the people of LA County.

Cost Estimate:
Costs were negligible. The effort was entirely

Best Practices:
Denver RTD conducted
a survey of nearly The Port Authority of Allegheny County
2,700 people that showed the public remains surveyed riders before restrictions were
apprehensive about engaging in social gradually eased.
A series of questions asks
activities amid the spread of the coronavirus, riders whether they are aware of safety
including riding RTD services. The majority precautions the agency has taken, whether
of those who had not used transit in the they expect to return to work soon and how
past 30 days said they will take a wait- often they expect to use transit.48
and-see approach to the pandemic before
riding again.47


2. Fund Safe Streets
Recommendation: Vision 2028 Goals:
Work with the Board to authorize Cities 1.1 Target infrastructure and service investments
that received 2020 Open Street Grants to towards those with the greatest mobility needs.
repurpose some or all of funding on safe/ 1.2 Improve safety on the transit system and reduce
slow street programs; and explore ways to roadway collisions and injuries.
encourage other LA County jurisdictions
to implement safe/slow streets. 1.2 Improve connectivity to provide
seamless journeys.
Justification: 3.2 Catalyze transit-oriented communities and help
stabilize communities where these investments

Create more space for safe, distanced are made.

walking and biking for transportation
and recreation; showcase how road 4.1 Work with partners to build trust and make

space can be repurposed for more decisions that support the goals of the Vision

multi-modal transportation. 2028 Plan (including improving multi-modal

transportation options).
Equity: 5.1 Leverage funding and staff resources to accelerate
the achievements of goals and initiatives prioritized
This offers an equity opportunity to serve
in the Vision 2028 Plan.
low-income communities, which tend to
have more overcrowding, less access to
parks and open space, higher levels of Update:
vehicle collisions and injuries, and fewer Metro’s Board of Directors passed Motion 40
bike lanes. To ensure marginalized implementing this idea at its May 2020 meeting.49
communities are engaged in a solution, Four cities that are grantees in the current Open
Metro should encourage cities to partner Streets Grant funding cycle have approached Metro on
with CBOs for outreach
and education. repurposing their funding. The City of Long Beach has
repurposed their entire funding for their local Open
Cost Estimate: Streets Program. The City of Santa Monica has partially
repurposing their funding. Metro is processing these
This is a no-cost program since grants
requests. The City of Los Angeles has also indicated
have already been awarded.
their intent to submit to partially repurpose funding.
Other cities have decided to postpone their events.

Best Practices:
Oakland Department of Transportation (OakDOT) launched a
“Slow Streets” initiative designating 74 miles of neighborhood
streets to bikes, pedestrians, wheelchair users and local vehicles
only across the city. Oakland utilized streets identified in its 2019
bike plan update, and relied on a “light-touch” approach that
leveraged volunteers and existing in-house resources.50

Philadelphia, Boston, San Francisco and Los Angeles and dozens

of other cities have also enacted some amount of Slow Streets/
Safe Streets/Open Streets.

3. Expand and Innovate Cleaning
Recommendation: Equity:
Test, adopt and publicize new cleaning Enhanced cleaning will benefit Metro’s riders who
methods, such as UV, Ozone and are primarily low-income and people of color, as well
autonomous robotic floor cleaners, while as riders with underlying health conditions that make
also increasing publicity of existing cleaning them more at risk of COVID-19. Look for opportunities
practices, especially through videos. for small and DBE businesses in any new cleaning
contracts and study side effects of new cleaning
Justification: methods to protect sensitive riders/staff.
Testing and implementing new cleaning will
advance health and safety for riders and Vision 2028 Goals:
staff. Publicizing current and new cleaning 1.2 Improve safety on the transit system.

practices will help inform and reassure riders 2.2 I mprove legibility, ease of use and trip information
currently using the system and those who (including safety and comfort) on the transit system.

will be making transportation decisions
as Safer At Home orders are modified. 2.3 I mprove customer satisfaction at all customer
Using innovative cleaning technologies will touch points.
maximize productivity and offer revenue 5.6 Foster and maintain a strong safety culture.
generating opportunities. For example,
utilizing robotic floor cleaners allows
maintenance crews additional time to clean
other station areas while the autonomous
robots clean and sweep floors; thereby,
increasing productivity.
Cost Estimate:
The estimated cost for enhanced cleaning is
an additional $2.2 million per quarter. Best Practices:
Metro also recently ordered 30 portable UV
NY MTA has launched a $1M UV
light tripods at a cost of $168k for testing
light pilot program to kill COVID-19
on our buses, rail vehicles and facilities.
on buses and trains and at stations.51

Update: Pittsburgh International Airport is

Metro Operations is conducting research utilizing autonomous robots with
and engineering work on additional methods Ultraviolet Light Technology.52
to disinfect infrastructure and high touch
point areas. Metro has pilot tested the use See

of UV-C lights in coordination with the uv-light-trnd/index.html

Environmental Protection Agency and their See


lab testing facilities. At this time, the

preliminary findings using two surrogate

viruses (MS2 and PHI6) are inconclusive

for efficacy under normal cleaning conditions.
An extended amount of time is needed
for UV-C exposure to kill viruses which do
not work within Metro’s regular cleaning
protocols. Metro has elected to withhold
additional purchases of UV-C units pending
conclusive evidence that UV-C treatments
provide effective results against the COVID-19
virus using EPA testing standards that works
within Metro’s cleaning protocols.
The agency is also investigating chemical
disinfectants and other cleaning methods,
including electrostatic foggers, autonomous
floor cleaning and copper wrap solutions.
Currently, Metro is using disinfectants on
our trains, buses and facilities that have been
tested by the EPA and shown residual efficacy
against viruses for several weeks. Additionally,
Metro is researching how to equip buses
and trains with hand sanitizer dispensers.
Internally, Metro’s facilities maintenance
has increased the cleaning frequency for the
public high touch point areas at stations,
platforms and restrooms. This is important
because while cleaning can be done on
vehicles that are out of service, surfaces can
be re-contaminated during revenue service.

4. Distribute Masks to Riders
Recommendation: Vision 2028 Goals:
Explore ways to distribute masks to riders. 1.1 
Target infrastructure and service investments
Distribution of masks can focus on hot spots towards those with the greatest mobility needs.
identified by bus operators, riders and public 1.2 Improve safety on the transit system.
health data.
2.2 Improve legibility, ease of use, and trip information
(including safety and comfort) on the transit system.
2.3 Improve customer satisfaction at all customer
Distributing masks can increase compliance touch points.
with face covering requirements, enhancing

health benefits. It can also help avoid conflicts 5.6 Foster and maintain a strong safety culture.

and uncertainty if customers try to ride

without masks. Update:

Metro’s Public Relations department organized mask
Equity: distribution from July 6, 2020 to August 27, 2020, and

This presents an equity opportunity through then again from September 8, 2020 through September
focused distribution in areas with high 24, 2020. Four times a week, 22 street team members
concentrations of COVID-19 cases, particularly were assigned to major bus and rail hubs, and boarded
where residents lack resources to purchase trains and buses for six hours to distribute individually
masks. Distribution can be accompanied packaged masks to Metro riders. Street teams were
by culturally-competent education. able to reach 80 Metro bus lines and all six rail lines.
The distribution strategy was based on areas with high
COVID-19 case data, Equity Focus Communities and high
Cost Estimate: ridership locations. Visual counts by operations suggest
Approximately $25,000 a week. that distribution of masks helped increase compliance
with the face-covering requirement. Beginning December
7 through December 24, 2020, 16 street team members
will distribute masks to riders once again.
(See the recommendations Use Budget to fund recovery
for task force support of continued mask distribution.)

Best Practices: See


As supply chains have improved, and with new CDC
guidance, several transit agencies across the nation free-masks-to-riders;
have begun distributing free masks to customers.
Some are relying on ambassadors to distribute,
and others are installing mask dispensers on way-stations.html
buses. These agencies include SEPTA, CapMetro,
Greensboro Transit, Montgomery County’s Ride On
Bus System, Detroit DOT, RTC Rashoe, etc.53 machines-at-some-subway-stations.html
5. Allow Mask Vending
Recommendation: Vision 2028 Goals:
Supplement mask distribution by licensing 1.1 Target infrastructure and service
vendors to sell masks and potentially personal investments towards those with the
hand sanitizer at some of our stations. Metro greatest mobility needs.
should still continue mask distribution based 1.2 Improve safety on the transit system.
on equity and need. The agency should
establish a vending program with a quick 2.2 Improve legibility, ease of use, and trip
process to license vendors at some stations information (including safety and comfort)
where we are not distributing free masks. on the transit system.
2.3 Improve customer satisfaction at all

Justification: customer touch points.

5.5 E
 xpand opportunities for small and

There is increasing evidence that public
emerging businesses.

transit is fairly safe to ride if there is
widespread use of face coverings by riders 5.6 Foster and maintain a strong safety culture.

and operators as shown in Hong Kong, etc.
(See Covid Impacts Section, page 10). Allowing Cost Estimate:
one mask vendor per station at some Metro
stations where the agency is not distributing Depending on the program design, we may
free masks will allow riders who forgot to be able to use the existing vending program
bring a mask to purchase one before riding. structure and staffing at no additional cost.
This program will also help mask vendors,
some of whom were previously selling Update:
food before sidewalk food vending was Metro’s vending program has agreed to minimal
banned due to COVID-19. fees for vendors. In addition, staff is exploring
issuing a limited number of permits as to not
Equity: overcrowd the vendor seller’s area.
This presents an equity opportunity by
supporting street vendors who tend to be
low-income, immigrants and people of
color. These demographics continually to
be disproportionally impacted by COVID-19,
especially those who have not been allowed
to go back to work at their old locations. In
organizing a mask vending program, Metro
should take account of lessons learned from
the MacArthur Park Community Market and
engage street vendor leaders.

Best Practices:
Cities, including Los Angeles, have waived permit
processes, created more flexible rules and/or supplied
infrastructure to help restaurants and other retail
establishments to operate outside.54

6. Implement Visual Payment on Transit App
Recommendation: Vision 2028 Goals:
Rapidly introduce a contactless, visual ticket 1.1 Target infrastructure and service investments
purchase and payment option in Metro’s towards those with the greatest mobility needs.
new official app, Transit, as an option to 1.2 Invest in a world-class bus system that is
accompany TAP card payment. To smooth reliable, convenient, and attractive to more
out demand, make off-peak service free or users for more trips.
discounted for a limited, promotional period
when there is a rise in ridership and crowding 1.2 Improve connectivity to provide
on Metro bus and rail. Note: this is not seamless journeys.
intended to change enforcement practices. 1.2 Improve safety on the transit system.

2.2 Improve legibility, ease of use, and trip
Justification: information (including safety and comfort)

on the transit system.

A non-contact way to pay will reduce physical
risks and can help reassure customers. An 2.3 Improve customer satisfaction at all customer

additional way to pay may also increase touch points.
payments during a period in which fares are 5.6 Foster and maintain a strong safety culture.
not being enforced. A limited-time promotion
with free or reduced non-peak fares can help
encourage customer to download the Transit Cost Estimate:
app and can help reduce crowding during Revenue positive. Revenue would come from
peak times. fare purchases that would not otherwise be paid
(because many bus riders are not paying for rides
Equity: due to rear boarding during the pandemic).
This presents an equity opportunity by
providing new, safer ways to pay. These Update:
modes will be accessible to all people with Launch of contactless payment on Transit app is
smart phones, regardless income, race, on hold. Contactless payment option is available
or other demographics, who can use the via TAP app.55 Could be revived if customers need
Transit app. Metro will continue to offer additional visual payment options.
options for customers who do not own
smart phones.

Best Practices:
At least nine transit agencies have
accelerated or started the process
of introducing mobile ticketing in
response to COVID-19. Greater
Dayton Regional Transit Authority,
for example, is already integrated
with Transit, and moved up the
launch of mobile ticketing to May.

7. Improve Online Meetings
Recommendation: Vision 2028 Goals:
Metro should refresh, share and follow 1.1 Expand the transportation system as responsibly
protocols for online public meetings. This and quickly as possible.
should include establishing accounts with 3.3 G
 enuine public and community engagement to
software platforms with features needed to achieve better mobility outcomes for the people
ensure inclusive and equitable community of LA County.
engagement, such as closed-captioning in
multiple languages, chat, hand raising, polling, 4.1 Work with partners to build trust and make
break out rooms, and moderation tools. To decisions that support the goals of the
ensure that stakeholders who may not have Vision 2028 plan.

internet access can participate, Metro should 5.4 Apply prudent commercial business practices

deploy staff or vehicles and work with local to create a more efficient agency.

partners, to provide free Wi-Fi hotspots and

potentially laptops/tablets to help community Cost Estimate:
members during online meetings.

$3200 for ten Zoom licenses. Each WiFi hotspot costs
$50 and can be set up at different meetings. If set up
Justification: by a staff member, the cost would be time for that
With public meetings having moved staffer; if the WiFi was set up on a bus it would require
completely online due to the pandemic, a full shift and cost approximately $1400. Using a bus
Metro should ensure that all staff and projects would only make sense if there was no other method
hosting online external meetings are or location to provide a Wi-Fi hotspot.
following best practices and agency protocols.
Adding new software platforms to the Update:
agency’s set of online meeting tools will be
beneficial if they bring useful accessibility > Metro’s Communications Department purchased 10
features. Not all LA county residents have Zoom Business Licenses to host virtual community
reliable online access, so bringing hotspots meetings. Due to its successful implementation
to the community can in certain cases and desire from other departments to utilize Zoom
provide more opportunity for participation. as a platform for external communications, Metro’s
ITS Department is in the process of purchasing 100
Zoom Enterprise accounts.
> The Community Relations Department will be
The combination of a virtual platform with partnering with local activity centers and community-
translation and accessibility features and based organizations to provide Wi-Fi access along
potential deployment of Wi-Fi hotspots with utilizing Metro-owned mobile hotspots within
supports better access for marginalized targeted communities.
and vulnerable communities, including those
who do not have internet, those who speak > See the task force final recommendation on
various languages and/or have hearing/ expanding broadband.
visual impairments.

Best Practices: Washington’s Pierce Transit is launching a pilot program

to provide free mobile WiFi hot spots for students who
Sacramento Regional Transit
do not have reliable Internet access but still need to
is providing free WiFi hotspots.56
complete remote school assignments during Washington’s
“Stay Home, Stay Healthy” order.57
See 57
sacramento-transit-buses-free-wi- ate-wi-fi-hot-spots-for-students
fi-hot-spots/32371876# 33
8. Increase Ventilation
Recommendation: Update:
Assess options to improve air flow and Typically, buses start service with all windows closed
filtering to reduce risk of COVID-19 to maintain a controlled HVAC environment. If the
transmission. This could include keeping patron boards a bus with operable windows, it is up
bus windows open and enhancing cleaning to the patron whether windows would be kept open or
and filtering of HVAC systems on vehicles, closed. This past summer, Metro tested the use of an
in stations and buildings. open operator window in combination with opening
the rear hatch to create more directed air flow, without
Justification: overtaxing HVAC systems or compromising climate
control for passengers. Findings of the open window

Evidence increasingly suggests that test are under review. Staff are also considering posting

transmission of COVID-19 is through airborne signs explaining the safety benefits of partially open

droplets that occurs during sustained, close windows. In parallel with open window studies, staff

contact of people when people cough or is exploring the possibility of increasing HVAC fresh
talk loudly in enclosed spaces. Improving

air intake and improving the frequency of fresh air
air flow and filtering in vehicles and buildings exchange in buses during normal operations.
should help reduce transmission.
For Metro rail, vehicle engineering is testing a three-
stage HVAC filtration system that has shown good
Equity: efficacy results using and independent lab. Currently,
This will help protect Metro riders, who the test results are under review with the EPA. If proven
are mainly low-income persons of color. an effective means of enhanced air cleaning, vehicle
engineering staff will continue to design integration for
Cost Estimate: rail vehicle installation and develop cost estimates for
consideration on a systemwide implementation.
This is a new issue so more research is
needed. There are likely associated costs to
upgrade HVAC systems and filters and add
new capabilities. Best Practices:
East Japan Railway encourages passengers
Vision 2028 Goals: to open windows and educates them about
1.2 Improve safety on the transit system.
 air flow from ventilation systems, opening
and closing of doors at stops, and air flow
2.2 Improve legibility, ease of use, and from windows to provide customers with
trip information (including safety and reassurance. They also ask customers to
comfort) on the transit system.
 refrain from talking while riding.58
2.3 Improve customer satisfaction at all Bus drivers in Jerusalem have been instructed
customer touch points. by the Transportation Ministry to keep windows
5.6 Foster and maintain a strong open to allow for an exchange of air.59
safety culture. APTA recommends that windows be opened
slightly while revenue vehicles are in use and to
maximize ventilation rates on HVAC systems.60
 kiko Ito, JREast Representative to APTA; Director, East Japan
Railway Company. Via APTA.

9. Support Working Parents
Recommendation: Equity:
Explore long- and short-term actions to While equally valid and important, the needs
support Metro employees with children or for employees who can work from home
guardianship responsibilities, including those and those who cannot are different. This
who work from home and those who cannot recommendation will benefit women, as data
work from home. This could include: illustrates that women have primarily taken on
> Research the possibility of time off with the role of primary caregiver. (See COVID-19
pay (TOWP) donation for family leave for impacts section for data). However, this
job classes that cannot telecommute recommendation may also benefit men or other
gendered parents. These recommendations

(i.e. frontline staff)
work to support employees, including women

> Create an employee resource group to and historically marginalized populations, who

support working parents and guardians have familial needs that they must balance

through peer-to-peer support. while working. The goal is to provide support,
> Develop a Parental Support Matching flexibility and options to ensure that they can do

Program to connect employees that live their job while also meeting those obligations.
close for childcare support. Thoughtful consideration is being taken to
> Utilize the LA County Voucher Program account for and address these disparate
that serves essential workers and low- situations to ensure Metro’s support of all
income families. employees and their circumstances during
this pandemic, which childcare and schools
> Create a supportive work culture that are closed, and elder care options are limited.
reinforces compassion when supervising
employees who need accommodations
during this time. Vision 2028 Goals:
> Create “Metro Villages” at key stations 5.7 M
 etro will build and nurture a diverse,
that are supportive of distance learning/ inspired, and high-performing workforce.
telecommuting in outdoor settings.
Cost Estimate:
Justification: Costs for this recommendation are neutral.
This recommendation helps support
employees with children and guardianship Update:
responsibilities as they deal with new Metro is currently operating under an
challenges posed by the COVID-19 crisis. emergency telework policy. Metro has provided
As Metro continues operating our essential more options for employees to utilize FFCRA
services, these strategies can support our leave if they choose.
employees. Identifying solutions for this Metro’s Human Capital & Development
employee population will assist in reducing Department is in final contract negotiations
anxieties surrounding their parental and to contract a service that can assist working
guardianship responsibilities, as well as parents with finding a caregiver for child, senior
potentially minimizing financial stress. or household needs and assistance with long
This also provides greater employee distance learning support. Additionally, Metro
motivation by allowing for employees to Labor and Employee Relations is working with
increase their productivity without the the labor unions on a side letter agreement,
added stress of caring for family members. which will enable employees to donate leave
This recommendation furthers our goals to families in need.
of building a world-class workforce.

Phase Two:


10. Restore Service
Recommendation: Vision 2028 Goals:
Restore more frequent transit service to 1.2 Improve safety on the transit system.
stay ahead of demand, and retain rear-door 1.3 Develop simplified, sustainable, and comprehensive
boarding as an option. pricing policies to support the provision of equitable,
affordable, and high-quality transportation services.
Justification: 2.2 Improve legibility, ease of use, and trip information
Restoring more frequent bus and rail service (including safety and comfort) on the transit system.
in stages and retaining rear door boarding 2.3 Improve customer satisfaction at all customer
on buses as an option can allow physical touch points.

distancing, reduce overcrowding and make

transit a more competitive choice. There is 5.6 Foster and maintain a strong safety culture.

evidence that service cuts during past crises

led to long term reductions in ridership.

Metro entered Phase 1 of its four-stage service recovery
Equity: plan on June 21, 2020, and added 7-8% in hours to
This presents an equity opportunity by service offerings, which included adding service to 95
prioritizing more frequent service and lines (over half of Metro lines) and increased frequency
retaining rear door boarding on lines currently on certain select Tier 1 and Tier 2 lines. On September

experiencing overcrowding, which can help 24, 2020, the Metro Board of Directors requested the
essential workers and our primarily low- development of a FY 2021 Operations Recovery Plan
income, riders of color through mobility outlining the decision making framework for restoring
gains and health protection. service. The plan should include the financial and human
resources needed at each stage of recovery. Additionally,
the plan should articulate how NextGen parameters are
Cost Estimate: being applied to interim service decisions, as well as
Increasing service will have costs, but the committing to achieve NextGen’s performance outcomes
early increase phased increases will still be (revenue miles, number of high-frequency lines, number
less Revenue Service Hours (RSH) than pre- of people with access to frequent service), even if pre-
COVID. RSH was at 7.0M annualized levels on COVID revenue service hours may not be necessary
December 2019. Post-COVID, the April 2020 to achieve them. The NextGen Bus Plan was approved
RSH was at 5.0M annualized levels. Phase 1 by the Metro Board of Directors on October 22, 2020,
plans for 5.5M RSH annualized. with the first the first phase implementation of service
changes to begin in December 2020.

Best Practices:
Pittsburgh Port Authority
is assigning
longer, articulated buses to trips with the
highest ridership to allow riders to maintain
a safe distance from each other. It is also
maintaining off-peak service.62

See 2020/04/07/Port-Au-
thority-nonessential- riders-COVID-19-bigger-buses-pittsburgh/
11. Study New Bike Share Models
Study options to enhance the Metro Bike
Share program, with goals of more locations
(especially Equity Focus Communities)
and more use. Two options to study are:
> Rebid contract to a third party operator
or develop a business partnership to
manage the program under a cost-effective
or neutral configuration.

> Bring Metro Bike Share operations and

maintenance in-house to be performed

by Metro staff. 

 Vision 2028 Goals:

During COVID-19, Metro Bike Share has 1.1 Target infrastructure and service investments
seen a lower reduction in use than Metro towards those with the greatest mobility needs.
bus, rail and parking, suggesting that there is 1.2 Improve connectivity to provide seamless journeys.
interest in bike share as a physically-distanced
transportation option. Many cities around the 3.2 Catalyze transit-oriented communities and
world are promoting biking as an alternative help stabilize communities where these investments
to driving during and after the pandemic. are made.
Other bike share systems in the region are 4.1 Work with partners to build trust and make
struggling, providing an opportunity to decisions that support the goals of
the Vision
reexamine bike share in LA County. 
 2028 Plan (including improving multi-modal
transportation options).
Equity: 5.1 Leverage funding and staff resources to accelerate
Improving bike share can enhance equity the achievements of goals and initiatives prioritized
if more bikes are available in areas where in this Vision 2028 Plan.
low-income residents and marginalized
communities live and work. This improved Update:
service should be accompanied by safety Metro’s Planning Department is managing the
improvements to reduce collisions revisioning of MBS study. As part of the study, staff
and injuries, which tend to be higher released an RFI in July 2020 seeking for a cost effective
in those neighborhoods.
Study should and expandable bike share program for the region. It
examine locations, cost and payment received nine responses. Metro is currently working
options and messaging/promotion to on a parallel study on the option of bike share as an
diverse communities. in-house operation. Staff plan to present options to
the Board in early 2021.
Cost Estimate:
The cost estimate will be determined as
part of the study, which is being conducted Best Practices:
in-house on staff time. Capital Bike Share in the Washington D.C.
region has made rides of up to 30 minutes
free for essential workers during the pandemic.63

12. Promote Biking
Recommendation: Cost Estimate:
Promote the quick roll-out of more bike MAT Cycle 1 and capital projects would draw from
infrastructure and bikes. This could include existing funding. An “Adopt -A-Bike”program using
partnering with cities on strategies for rapid abandoned bikes is estimated at $120,000 to develop
deployment of bike improvements; fully and launch.
funding Metro Active Transportation Cycle 1;
accelerating Measure M regional bike capital Vision 2028 Goals:
projects; and developing and launching a
1.1 Target infrastructure and service investments
pilot to distribute bicycles.
towards those with the greatest mobility needs.

Justification: 1.1 Expand the transportation system as responsibly

and quickly as possible.

Encouraging more cycling in Metro’s service
1.2 I mprove connections to provide

area can help prevent overcrowding on transit.
It can also help avoid a surge in driving when seamless journeys.

Safer At Home orders are lifted, contributing 1.2 I mprove safety on the transit system and
to Metro’s visionary strategic plan outcome of reduce roadway collisions and injuries.
fewer single occupancy vehicle trips. 4.1 Work with partners to build trust and make
decisions that support the goals of the
Equity: Vision 2028 Plan.
The MAT Program targets high-need
locations, based on equity factors. In Update:
supporting bike programs, Metro should learn
from community recommendations related to The MAT Cycle 1 funding is going to the Board in
community outreach, over-policing and racial January 2021. Metro collects 400-500 bicycles per
profiling. We also recommend community month left on the Metro system and on Metro
education to ensure safe riding, and the property. The current Metro procedure dictates that
potential to donate unclaimed bikes collected unclaimed bicycles are to be sold at auction. Staff
on our system and at stations to offer bicycles developed an “Adopt-a-Bike” program that would
to communities of high need. allow unclaimed bicycles to be offered free of charge
to LA County residents and the unhoused community
who are in need of a bicycle. Metro’s Board approved
the program at their August meeting.64 Bike adoptions
are anticipated to begin in 2021.

Best Practices: England is reallocating public space to cyclists by

widening pavements and creating cycle and bus-only
Paris has plans to create 650 km (over 400
corridors. The government is investing $310 million
miles) of bike lanes. Fifty km (30 miles) were
toward this effort.66
rapidly installed almost overnight. Mayor
Hidalgo has recently announced these Milan created 35 km of new paths for cyclists and
temporary bike lanes will become permanent, pedestrians, and the Italian government introduced
which vastly improves traffic flow and cycling a 70% subsidy for buying bikes.67
connectivity. The regional government in 64
Paris is also subsidizing around 500 euros F06C69-FB0F-47C2-8364-807C3C20FD28&Options=ID|Text|&Search=
for residents to purchase electric bikes and 65
50 euros towards bike repairs. Public bike
rentals are seeing record demand.65 mute-coronavirus.html
13. Allow and Promote Telework

Recommendation: Cost Estimate:
Update Metro telework policy to allow more There are costs to purchase laptops, remote
staff to telework – even after the pandemic – work software and training for employees and
and engage with major employers, agencies software (approximately $2,000 per employee).
and other stakeholders to promote expanded These outlays can be more than offset by
teleworking and implement staggered work savings from reduced need for office space
hours where feasible. outside of Metro headquarters (estimated at
$13 million annually), and from reduced job
turnover, which can result in savings of $10,000
Justification: to $30,000 per employee.68
Teleworking can help avoid a surge in single
occupancy vehicle trips and congestion when Vision 2028 Goals:
more businesses open. It can also reduce
crowding and related COVID-19 spread in 1.3 M
 anage transportation demand in a fair
offices, and reduce costs of leases and and equitable manner.
office supplies. 4.1 W
 ork with partners to build trust and make
decisions that support the goals of the
Equity: Vision 2028 Plan.
Expanded teleworking presents an equity 4.2 Drive mobility agendas, discussions,
opportunity by expanding job opportunities and policies at the state, regional and
for people with disabilities and workers who national levels.
can work from home who need flexibility 5.4 Apply prudent commercial business
in their work schedule to care for family practices to create a more effective agency.
members. Marginalized communities tend
to be less represented amongst workers that
can work from home, so employers should
track the demographic details of teleworkers
to understand who benefits and if there are 68
unintended consequences. ing-home-work-evidence-chinese-experiment?pid=

Update: Best Practices:
Metro is currently operating under an The U.S. federal government, the
emergency telework policy, which encourages nation’s largest employer, has issued new
flexibility in allowing teleworking wherever guidance on liberalizing telework and
feasible. The existing teleworking guidelines, has urged other agencies to maximize
provisions and procedures have been telework flexibilities.69
relaxed in order to expedite decisions
regarding teleworking arrangements. LA County administers a Telework
Approximately 14% of Metro’s workforce Program designed to be an innovative
is currently teleworking. workplace option contributing to the
improvement of work quality, increased
An inter-departmental team, led by productivity, and achievement of air
Human Capital & Development, has been quality and traffic reduction goals.70
collaborating to develop Metro’s new

telework policy that is scheduled to go into The State of North Dakota estimates a

effect in January 2021. In addition, Metro cost savings of $1.2 million a year in lease

ITS has convened an internal working group savings if employees were to telework.71

to ensure that Metro and its employees
are technologically enabled for an effective Large private employers, including Twitter,

teleworking culture under the new policy. Amazon, Microsoft, Facebook, Google,
Apple, Airbnb, Lyft, Chevron, Square, The
Metro’s Shared Mobility Program has held a Washington Post, The New York Times
telecommuting workshop for large employers, and the Los Angeles Times, have either
included telecommuting information in encouraged or mandated employees to
newsletters to employers, provided individual telework as a result of the outbreak, and
assistance to employers wishing to write or some have announced that options for
update telecommuting policies and is hosting remote work will be made permanent.72
a regional telecommuting workshop in
January 2021. Twitter and Square have announced that
employees have the option of working
from home indefinitely.73


See amazon-google-work-

14. Install More Bus Lanes
Recommendation: Vision 2028 Goals:
Partner with local jurisdictions to accelerate 1.0 P
 rovide high-quality mobility options that
implementation of bus-only lanes and other enable people to spend less time traveling.
speed and reliability measures in areas
that Improving the speed and reliability of the bus
Operations has identified as past congestion network will reduce transit travel times,
hot spots. Pursue consistent and equitable as well as improving competitiveness with
enforcement of bus-only lanes to realize the other transportation options.
mobility benefits of existing and future lanes. 1.1 T
 arget infrastructure and service investments
Implementation and expansion of bus priority towards those with the greatest mobility needs.
lanes, transit signal priority, all-door boarding

and layover optimization are part of Metro’s 2.0 D
 eliver outstanding trip experiences for all

Speed and Reliability toolkit. users of the transportation system. These

initiatives help to move more people within the
same street capacity, where currently transit

Justification: users suffer service delays and reliability issues

The current period of lighter than usual because of single occupant drivers.
vehicle traffic offers an opportunity 3.0 Enhance communities and lives through
implement more bus lanes with fewer mobility and access to opportunity. With
implementation conflicts with traffic and faster transit service and improved reliability,
parking. Bus-only lanes will allow greater residents have increased access to education
speed and reliability, helping keep buses and employment.
competitive with single occupancy vehicles.
Faster travel can also contribute to more 4.0 Transform LA County through regional
frequency and less crowding. Speed and collaboration and national leadership.
Reliability measures are also key tools Update:
within Metro’s adopted NextGen Bus Plan.
LADOT, in collaboration with Metro, has installed
bus lanes and protected bike lanes on 5th Street
Equity: and 6th Street in downtown Los Angeles. Metro,
This approach offers an equity opportunity in coordination with LADOT, is on schedule to
by prioritizing bus lanes on routes used by implement the bus signal queue jumper at 5th
essential workers, who are primarily low- Street/Flower Street and curb treatments on the
income people of color, and those that Aliso Street bus-only lane. Metro and LADOT
connect Equity Focus Communities. To allow continue to analyze potential prioritization
input from and to get information to ESL measures for other corridors, with a target to
populations and riders without smart complete two to three corridors per year for bus
phones, staff can streamline outreach, lanes, along with a gradual expansion of transit
rapidly introduce lanes and survey riders signal priority and all door boarding.
for feedback.

Cost Estimate: Best Practices:

Planning and installation of bus lanes MBTA is considering adding more dedicated bus
and priority measures are included in the lanes to speed up travel to meet expected demand
current budget and in the NextGen Bus as ridership slowly returns and congestion returns.
Plan’s capital program. MBTA believes that dedicated bus-only lanes will
allow buses to move faster, allowing the buses to
make more trips with people safely spread out on
the buses.74

15. “We’re Here for You.”
Cost Estimate:
Metro is here for $500,000
your essential trips,
with safe, clean
buses and trains. Vision 2028 Goals:
Stay informed at 2.2 I mprove legibility, ease of use, and trip information
on the transit system.
2.3 I mprove customer satisfaction at all customer
touch points.
3.3 C
 ommit to genuine public and community

engagement to achieve better mobility outcomes

Launch a communication campaign with for the people of LA County.

multiple goals as Safer At Home orders
are relaxed, including: Update:

> boost brand and ridership

Metro’s “We’re Here for You” campaign was launched
> encourage use of non-SOV services
in English and Spanish in July 2020 with two objectives:
> encourage safe use of services
let riders know what they can do to create a culture of
> convey equity and that everyone is welcome
safety while on the system and inform the public what
Metro is doing to keep our operators and riders safe.
Justification: The first objective falls under the banner of “Travel
A communications campaign is an Safe” and features in-system messaging and tactics,
opportunity to address and inform riders and including digital ads, social media ads, printed posters
the public about how Metro is bringing back and voice announcements that reinforce wearing face
more service, how riders can travel safely, and coverings, maintaining social distance when possible
to refresh Metro’s brand in the context of all and washing hands. The second objective was targeted
of the major changes and events of 2020. to current and lapsed riders using Facebook, Instagram
and digital display ads, and included messages about
Equity: enhanced cleaning efforts, service adjustments,
rear-door boarding and the bus crowding feature we
This could provide an equity opportunity if the
launched within the Transit app. As of September,
campaign messaging and outreach is focused
“We’re Here for You” has generated over 21.5 million
on targeting and hearing from historically
paid media impressions. The campaign is currently
marginalized/underserved communities. The
scheduled to run through December. Metro has also
campaign should acknowledge those who
adopted APTA’s Safety and Health Commitment
continued using Metro services for essential
program and is integrating its Seal of Commitment
trips. Messaging should also reflect input from
into safety related marketing.75
riders gathered through customer surveys.

Best Practices: CTA has launched a new ridership information

dashboard to help customers travel smarter
NY MTA has launched a “Welcome Back” PSA
and more safely. The dashboard will provide
Campaign as New York reopens. A public
a bus crowding report that shows available
service announcement that reminds customers
capacity of each route is. CTA is also posting
they must wear a face covering when riding
new signs and stickers to encourage use of
public transportation was played across 22
masks and social distancing.77
radio stations in the five borough area, in
English and in Spanish.76 See

16. Use More Customer Ambassadors
Recommendation: Vision 2028 Goals:
Deploy non-security staff at stations as 2.1 Improve security.
customer service agents and ambassadors to 2.2 I mprove legibility, ease of use, and trip
encourage safe riding (mask usage, distancing, information on the transit system.
etc.). The design of this program and roles for
ambassadors can draw from recommendations 2.3 I mprove customer satisfaction at all customer
from Metro Leadership Academy teams and their touch points.
capstone projects; from customer survey results; 3.3 C
 ommit to genuine public and community
and from public conversations and Metro Board engagement to achieve better mobility outcomes
motions on how to improve security on Metro. for the people of LA County.

Justification: Cost Estimate:

Expanding the number of non-security staff who Annual cost estimates from the leadership academy

can help and interact with riders can advance proposals for staff, equipment and training vary

three goals. It can help riders use services safely. depending on the source and number of staff,

It can provide better customer service in general as well as equipment and training needs:
and address specific concerns identified through > $55,000 for 25 repurposed FTEs
customer surveys. And using more non-security > $740,000 for 25 part-time staff
staff can also address concerns on disparities > $7.4 million for 50 new FTEs
in policing.
Staff are looking at partnering with a community
organization for a pilot.
This presents an equity opportunity through Update:
utilizing non-law enforcement to ensure that
Black, Latinx and other riders who are not Staff are working to respond to Metro Board Motion
comfortable with law enforcement, feel safe #37 on re-envisioning security, and are establishing a
approaching and listening to the customer committee of community members that will provide
service agents. Agents that speak various input into what an Ambassador Program would
languages, are trained on cultural sensitivity look like. An internal steering committee working
and instructed to focus on education will on Board Motion #37 has recently met to discuss
maximize benefits for marginalized communities. program concept and and potential partnerships with
community organizations. This effort is being aligned
with the Fareless System Initiative.

Best Practices:
Phoenix’s Valley Metro has
implemented an ambassador
program successfully utilizing
“Customer Experience
Coordinators” who engage
with riders, assist them however
possible as well as to support
system safety, ensure station
cleanliness and, ultimately,
contribute to an overall positive
experience for customers.78
17. Explore New Mobility Solutions
Recommendation: Update:
Pilot and expand alternative mobility On August 11, 2020 Metro released a Mobility
services learning from Metro pilot programs Services RFI. The original due date for
and plans, such as the MicroTransit and submissions was September 4, 2020,
Mobility on Demand contracts. This but was extended to September 18, 2020.
may include partnerships with public, Metro received 10 responses, which reflected
private and community operators for a range of modes, models and perspectives
complimentary programming. on the RFI’s problem statement. Staff
reviewed responses, briefed members of

Justification: Senior Leadership, and set up cross functional

Additional mobility programs and review teams. The review teams have met

services can expand transportation several times to evaluate the proposals and
are developing recommendations, work plans

options, reduce crowding on some transit
routes with high demands and offer new and pursuing partnerships.

learning on non-SOV options.

As with Metro’s on-demand pilots, this
recommendation can and will prioritize
Equity Focus Communities and people with
challenges accessing either traditional transit
or private services.

Vision 2028 Goals:

1.1 E
 xpand the transportation system as
responsibly and quickly as possible.
1.2 Improve connectivity to provide Best Practices:
seamless journeys; explore opportunities LA Metro’s on-demand services
for expanding access to shared, have effectively adapted and adjusted
demand-responsive transportation service models to accommodate
options for everyone. essential trips for customers who need
2.3 Improve customer satisfaction at to access services, such as grocery stores,
all customer touch points. pharmacies and medical centers.79

Cost Estimate: Portland DOT has temporarily waived

e-scooter daily fees in exchange for Spin,
N/A reducing the cost of a ride by about 50%.
Healthcare workers can apply online for
free, unlimited 30-minute Spin rentals
and a helmet.80


18. Use Budget to Advance Recovery
Recommendation: Cost Estimate:
Metro’s Fiscal Year 2021 budget can advance Mask distribution costs approximately $50,000
important recovery priorities. We encourage per week. The visionary seed fund is part of
that the FY21 budget: Measure M, and an initial 2-year grant program
> Show a line-item for funding for would be for $1 million.
the NextGen bus plan and other
bus improvements. Vision 2028 Goals:
> Prioritize funding for mask distribution 1.2 I nvest in a world-class bus system.
through the end of calendar year 2020. 5.1 A
 lign financial resources to reflect

> Accommodate the launch of the Measure M Vision 2028 plan.

Visionary Seed Fund in fiscal year 2021. 5.4 F
 ree up capacity for innovation.

5.6 Foster and maintan a strong safety culture.

While Metro is facing budget challenges due Update:
to the pandemic, there is still some flexibility
to use funds to advance recovery. NextGen > Metro’s adopted FY2021 budget included
is important both to prevent overcrowding funding levels for NextGen: “$7 million for
as ridership shifts and rises; and to achieve speed and reliability improvements and other
better mobility. Promoting mask wearing service enhancements; $16.3 million for station
is crucial to protect riders’ and operators’ and bus plaza expansion, and $106.8million for
health and to address concerns about the enhancement of service on BRT routes and other
safety of using buses and trains. The Visionary transit corridors.”
Seed fund is a potential tool to incentivize > Mask distribution was on pause in October and
new ideas that can help Metro address November but it being resumed in December.
recovery challenges. > In early 2021, OEI will submit a request to launch
the visionary seed fund.
More and better bus service and masks
benefit low-income riders. The Visionary Seed
fund can include an equity lens in choosing
topics and submissions.

19. Reimagine Capital Projects
Recommendation: Vision 2028 Goals:
Improve major capital projects based 1.1 T
 arget infrastructure and service investments
on criteria such as enhancing mobility towards those with the greatest mobility needs.
and ridership, equity and Title VI 1.1 E
 xpand the transportation system as
compliance, and health and economic responsibly and quickly as possible.
development. Projects can be examined
and improved within the parameters 1.2 I nvest in a world-class bus system that is
of funding measure ordinances. reliable, convenient, and attractive to more
users for more trips.
Justification: 1.2 I mprove connectivity to provide

seamless journeys.

Budget challenges, the economic and job
3.1 L everage its transit investments to catalyze

benefits of capital construction, and the
transit-oriented communities and help stabilize

opportunity for a new normal of mobility
without congestion provide an opportunity neighborhoods where these investments

to help projects proceed on schedule and are made.
maximize their recovery impacts. 5.1 L everage funding and staff resources to
accelerate the achievement of goals and
Equity: initiatives prioritized in the Vision 2028 Plan.
As projects are planned and built, equity 5.2 E
 xercise good public policy judgment and
analysis should be used to maximize the sound fiscal stewardship.
benefits to and avoid harm to vulnerable
populations. Analysis should include Update:
Equity Focus Communities and also The Recovery Task Force’s major capital projects
consider impacts to Small Business subcommittee developed an project assessment
Enterprise, Disadvantaged Business matrix tool that could help to inform decision
Enterprise and Disabled Veterans making on projects within the parameters of
Business Enterprise Programs. funding ordinances. The agency did not use this to
determine which projects should proceed during
Cost Estimate: the pandemic, but the research may be useful to
The initial cost is for staff time to help maximize the benefits of capital projects.
consider how recovery criteria can
help improve projects.

Best Practices:
King County Metro, an agency with a similarly
large capital infrastructure program, has
also been negatively impacted by tax revenue
shortfalls. KCM has projected a 30-40%
reduction in their Capital Improvement
Program. To tackle this, KCM developed

criteria and is using a newly created Mobility cuts-loom-as-metro-faces-serious-financial-constraints-in-2021-

Framework, an equity focused policy tool, and-2022/ and KCM’s ”Update on Metro’s COVID-19 Response
and Recovery: Regional Transit Committee and Mobility &
to re-evaluate their capital program.81 Environment Committee” dated June 17, 2020

20. Better Address Homelessness
Recommendation: Vision 2028 Goals:
Expand social service resources and 2.1 Improve security.

partnerships, including on-site services, 2.3 Improve customer satisfaction at all
to increase the ability to connect unhoused customer touch points.

riders on the Metro system with services
and housing. Explore use of Metro property 3.4 Play a strong leadership role in efforts to
for transitional housing. address homelessness in LA County.
4.1 Work with partners to build trust and make
Justification: decisions that support the goals of the
Vision 2028 Plan.

The presence of people taking non-essential

trips prevents social distancing, threatens the
Cost Estimate:

public health of all riders and makes some

feel uncomfortable. Research shows that Metro initiated new, no-cost partnerships with
enforcement is not effective in addressing the Dream Center and LA Door. Substantially

homelessness. Transit agencies cannot solve expanding outreach would have costs; for
the problem of homelessness alone, but with benchmarking, the current main service contract
the right policies, partnerships and programs, is $5 million per year. The exploration of use of
they can create a safer and more comfortable Metro property is in an early stage.
environment for all transit users. Additionally,
helping unhoused riders find housing and Update:
services contributes to Metro’s strategic plan
goal 3.4 of helping solve homelessness. Metro is continuing to help place homeless
riders in partnership with service providers.
The agency also added two new service provider
Equity: partners and has been working with Judge
This presents an equity opportunity by David O. Carter’s team in securing 100 beds
helping unhoused people find housing and with social services at a discounted rate. Staff
services, and allows essential riders to socially is reaching out to community organizations
distance and reduce the public health risks. within pre-identified council districts to
secure partnerships. Metro has not yet
identified property on which to partner
to build transitional shelters.

Best Practices:
Transit agencies in Durham, Minneapolis/
St. Paul and Edmonton have helped
transport homeless people to shelters
during the pandemic.82


Final Recommendations

Final recommendations aim to improve Each recommendation includes:

mobility and equity after the pandemic, > Summary

and to help pay for these improvements.

> Why is it needed?

> What are the benefits?

> What are the costs or cost savings?
> Equity Analysis
> Which Vision 2028 goals does this help implement?
> What are the best practices?
> Current Practices
> Recommendation
> Implementation Plan

New and Improved Services

21. R
 un Express Buses on Improved
HOV and Express Lanes
Summary: What are the benefits?
Metro will work with Caltrans and elected Providing safe, reliable and efficient express bus
officials to raise minimum occupancy service on HOV and Express Lanes could reduce
requirements on select high-occupancy traffic congestion on freeways, specifically
vehicle (HOV) lanes in LA County to explore during the peak congestion periods for long
the possibility of providing the capacity distance commuters. This would encourage
needed to run express and commuter buses mode shift and reduce the number of vehicles
on these lanes to maximize the efficiency of on our freeways.
the transportation system. Metro will also

Raising the occupancy requirements for some
work with Caltrans and other stakeholders to

HOV lanes could mitigate degradation of the
explore ways to rapidly implement planned

lanes. When HOV and Express Lanes operate
Express Lanes. efficiently, the entire system works more

efficiently and effectively, which allows more
Why is it needed?

people to move faster and could benefit transit
Although the pandemic temporarily services that operate on these routes. This
reduced traffic on our roadways, the freeway improves the reliability and consistency of the
and arterial system in LA County usually travel times and, thus, transit operations for
experiences heavy recurring congestion. Metro and other providers.
On congested freeway corridors in LA, HOV A more efficient system also allows incident
lanes are frequently as slow as general- response to occur faster, which improves
purpose lanes. Carpool occupancies are safety for all motorists. When incidents are
minimal and do not effectively reduce removed quickly from the freeway, we reduce the
the burden on the general purpose lanes. probability for secondary incidents to occur.
Running buses on HOV lanes under current
congested conditions has not encouraged
higher ridership. 2014-2016 Statewide HOV Lane Degradation
Year January to June July to December
What are the costs or cost savings? 2014 784 lane miles (59%) 844 lane miles (63%)
Major costs include: 2015 817 lane miles (62%) 874 lane miles (67%)
> Staff time 2016 864 lane miles (65%) 902 lane miles (68%)
> Funding Express Lanes faster
> Infrastructure updates due to upgrading Equity Analysis:
HOV lane occupancy requirements A rapid equity assessment of this potential
> Funding for new express bus service recommendation identifies the need to ensure
that low-income drivers – whether carpooling
> Marketing and outreach or driving solo – have more rather than fewer
> Technical analysis for HOV lane mobility options. Adding express buses could
occupancy changes help this population, depending on routes and
cost. Low-income discounts for Express Lanes
and express buses, as well as express routes that
expand vulnerable populations’ access to jobs
and amenities, would help ensure equity.

Which Vision 2028 goals does this Current Practices:
help implement? > Metro currently operates Express Lanes and
1.1 Expand the transportation system as has a strategic plan to deploy additional
responsibly and quickly as possible.
 Express Lanes throughout the county over
the next 30 years.
Invest in a world-class bus system that
is reliable, convenient and attractive to > During peak hours, the Express Lanes offer
more users for more trips. users a significant time savings as compared
to drivers in the general purpose lanes.
Implement the ExpressLanes Tier 1
network within the next 10 years
4.2 Metro will help drive mobility agendas, morning peak drive average Average Time Savings
speed (full length
discussions, and policies at the state, of ExpressLane)
regional and national levels. I-110 ExpressLanes 51.6mph 12.6 minutes
5.2 Metro will exercise good public policy

I-10 ExpressLanes 53.2mph 13.7 minutes
judgment and sound fiscal stewardship.

What are the best practices? > Several transit agencies in the region currently

> For the 1984 Olympics, the SCRTD operate commuter bus service and those
routes and services can be enhanced with

(one of Metro’s predecessor agencies)
successfully implemented additional service this recommendation.
for attendees and athletes that included
express buses on freeways and bus lanes
on streets.83
> A 2019 redesign of express bus routes
between Staten Island and Manhattan led
to increased frequency and ridership.84
> Other counties in the region (San
Bernardino,85 Riverside and Orange86)
are starting to upgrade their HOV
occupancy levels to 3+ to improve
mobility on those managed lanes.
> In late 2019, Santa Clara Valley
Transportation Authority in the Bay Area
increased occupancy requirements in one
of their Express Lanes from 2+ to 3+.87


Recommendation: 3. E
 nsure that HOV lanes and Express Lanes
can be easily and fairly enforced, which
This potential recommendation includes
may require legislation on automated
several components, which would require
camera enforcement.
coordination with partner transit agencies
and Caltrans: 4. Promote existing express and commuter
bus service on HOV lanes and explore how
1. Raise the HOV occupancy requirement to
to expand and implement new point-to-
mitigate degradation and bring degraded
point express bus service on corridors with
lanes back into compliance. This could be
improved occupancy requirements and on
a uniform increase in Metro’s service area
future Express Lanes. This could include
or a freeway specific increase based on
partnerships and grant funding.
current conditions.
2. Explore ways to deliver Express Lanes more
rapidly, which could include legislation to
allow conversion of general-purpose lanes,

as well as quicker funding and review of

proposed new Express Lanes.

Implementation Plan:

Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget (in FTE

2021 2028 or dollars)
Collaborate with Caltrans, Metro Metro Highways Staff time
Congestion Reduction groups and existing
taskforce convened on HOV degradation
to evaluate the performance of the
HOV system in LA County and identify
• • • •
opportunities for system improvements.
Select routes for higher vehicle occupancy Metro Highways  
pilot project(s) combined with express with Caltrans and
buses on HOV lanes to test/identify the Metro Congestion
effectiveness of the combined use for
higher passenger throughput without
• •   Reduction group

significant impact on the general

purpose lanes.
Prepare a plan of action with list Metro Highways  
of activities to be performed, and Congestion
agencies involved and their roles Reduction
and responsibilities and schedule of
implementation of the intended actions.
Present plan to a Steering Committee
comprised of Metro CEO, Caltrans District
• •  

7 Director, select Metro Board Members

and other key decision-makers to be
identified during the process.
Identify existing service opportunities to Metro Operations  
leverage on the selected corridors and/or (Service Planning
investigate potential pilots for additional
point-to-point express bus service to
•  • & Scheduling)

be added.
Work with Metro Highways and Government  
Congestion Reduction to explore Relations
legislation to make it easier and faster to
deliver new Express Lanes and to raise
•  • •
occupancy requirements for HOV lanes.

22. Accelerate Networks of Complete Streets
Summary: What are the costs or cost savings?
In order to fulfill our mission of world class Implementing more complete streets
transportation, Metro needs to be able to infrastructure more rapidly could increase costs
consistently, rapidly and cost-effectively in the short to medium term. Bus prioritizations
impact street designs and infrastructure to measures are already included in the NextGen
allow people to move through LA County capital budget so would not be new costs. And
without needing to drive alone. The types of innovative, cost-effective methods of partnership
complete street improvements that would and delivery considered in this recommendation
benefit Metro’s mission include networks could offset some or all of remaining costs.
of bus lanes, bus and light rail prioritization

measures, networks of protected bike lanes Equity Analysis:

and better bus stops. A rapid equity analysis of this potential

recommendation indicates that low-income

Why is it needed? people of color, as the majority of Metro riders,

Most trips on Metro’s services are made would benefit from more bus prioritization
on- or cross-surface streets. The design and and more bus stop amenities. Fatalities and
conditions of streets profoundly impact injuries caused by vehicles are most prevalent
customer experience, safety, travel speeds and in Equity Focus Communities, so better active
ridership. Metro, however, does not typically transportation infrastructure would improve
decide whether there are bus lanes on high health equity. Planning and implementation
ridership routes; whether there are bike lanes processes to rapidly expand networks of
that feel safe to the majority of residents; complete streets should include the input
and whether bus stops are well-designed and of disadvantaged communities.
dignified places to wait or just poles with
blades. Partly as a result, LA County lacks full Which Vision 2028 goals does this
and effective networks of transit prioritization help implement?
measures and complete streets.
1.1 Target infrastructure and service
What are the benefits? investments towards those with the
greatest mobility needs.
If the agency had additional tools for working
with jurisdictions on street design and Expand the transportation system as
infrastructure, complete street networks responsibly and quickly as possible.
could be implemented more consistently, 1.2 
Invest in a world-class bus system.
quickly and cost-effectively. This would Improve connectivity to provide
provide LA County residents with more high- seamless journeys.
quality transportation options. It would also
reduce congestion, fatalities and injuries Reduce roadway collisions and injuries.
from vehicle collisions, air pollution and 2.3 Improve customer satisfaction at all
greenhouse gas emissions. customer touch points.
Work with partners to build trust and make
decisions that support Vision 2028 goals.
4.2 Help drive mobility agendas, discussions
and policies.

What are the best practices?
> King County Metro collaborated with
Seattle and other local cities on a
RapidRide program to implement bus
speed improvements on six key corridors.
Current Practices:
Metro advances and partners on complete street
goals in a variety of ways.
> Metro and the City of LA’s joint speed and
reliability working group recently implemented
> Transport for London manages a 350-mile a bus-only lane pilot and built two new bus-
‘red route’ network consisting of 5 percent only lanes and protected bike lane corridors
of street miles within its service area that in downtown Los Angeles.
carry 25% of trips.88 > Metro is planning several BRT corridors as
> Bogota, Mexico City and other Latin capital projects and identifying future BRT
American metro regions have implemented corridors via a BRT Vision + Principles Study.
large networks of bus rapid transit service. > Metro’s NextGen Bus Plan includes a
> Transport for London invests in its own bus capital program to invest in bus
stops and then uses advertising money to prioritization measures.
pay back the capital investments. > Metro has a 2016 Active Transportation
> The Paris region is planning to implement Strategic Plan and funds and provides
hundreds of miles of cycleways to help avoid technical assistance on complete streets
a surge in driving related to the pandemic. through a variety of programs.89



Recommendation: > Consider planning appropriate active
transportation, BRT and light rail projects
This recommendation seeks to build upon
using SB288.
existing efforts and to expand the toolkit
of partnerships through which Metro can > Consider innovative project delivery methods
encourage networks of complete streets. for complete streets, such as co-investment
Options include: with cities and offering funds to cities to
build out the map of priority complete
> Continue the speed and reliability working
street networks.
group – which has a technical planning and
design component and a public outreach > If discussions with partners indicate that
component – on more corridors and expand Metro should play larger role on regionally-
to collaborate with more jurisdictions. significant corridors, state legislation could
grant Metro partial planning authority for
> Bring together existing plans for different
a network of major arterial streets.
types of complete street infrastructure into
a an internal Metro complete streets plan

I n 1924 a joint County and City commission sponsored “a comprehensive
identifying priority corridors to fill gaps

plan for the reconstruction of the ill-arranged collection of streets of Los
Angeles into a well-ordered system of traffic arteries.” The resulting A
in complete street networks. Consider

Major Traffic Street Plan for Los Angeles was influential in encouraging
partnering with cities on a countywide street construction and widening and in envisioning a future network of

grade-separated high-speed roads (the genesis of LA’s freeway network).
major streets plan.90 A 21st century major streets plan could advance complete streets and

accompanying mobility, safety and environmental benefits.

Implementation Plan:

Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget 

2021 2028 or fte(s)
Continue and expand speed and reliability
working group. • • • •
Create plan of complete street networks Planning,
on major streets in LA County (overlaying Operations, OEI
ATSP + BRT vision principles study +
LRTP expanded programs and partnership
concept + bus prioritization + bus stop
• •  

transit propensity analysis + COG

mobility plans).
Partner with jurisdictions on better bus Service Planning,
stop amenities. Community
Relations, Stops
• •  • • and Zones and
OEI, via Better
Bus Working
Partner with jurisdictions on active
transportation infrastructure. • •  • • Planning

Convene partner cities and agencies to Planning, OEI,

discuss master plan of LA county arterials.
•   Community
Explore new ways to collaboratively plan
and fund complete streets. • • Program
Management, OEI
Pilot new way(s) to plan and fund Program
complete streets.
• • • Management,
Seek state legislation if needed to Government
allow/encourage better coordination
on complete streets.
• • • Relations,
Planning, OEI

23. Fully Integrate Transit in LA Region
Summary: What are the costs or cost savings?
As a result of COVID-19, many transit Integrating transit throughout the region will
agencies in the County of Los Angeles are take an investment of staff time as well as costs
adjusting service offerings, level of service, associated with:
service span and service frequency. In an > Enhanced data management and partner
effort to establish an efficient and cohesive coordination through RIITS
transportation network, Metro and its
partners should integrate fare structure, > Updates and enhancements to SoCal 511
service provisions, as well as provide (funded through LA SAFE)
customers with a single and unified > Marketing and communications

location for information on transit and > New signage at shared bus stops, costs

transportation services across the region. of any new coordination entities and any

costs associated with updating information
Why is it needed?

With less service during the pandemic

from all agencies, customers need their Which Vision 2028 goals does this
transit experience to be as seamless help implement?
as possible, from trip planning to trip
completion. This will also help to make 1.1 
Expand the transportation network
the system more accessible to returning and increase mobility for all users.
and new transit patrons after the economy 1.2 Invest in a world-class bus system that is
reopens and people decide how to travel. reliable, convenient and attractive to more
users for more trips.
What are the benefits? Partner with Metrolink to increase the
By leveraging existing inter-agency capacity of the regional transportation system.
relationships throughout the region to Improve connectivity to provide
integrate transit service, customers will seamless journeys.
experience better connectivity, avoid
redundancy and spend less time traveling. 1.3 
Develop simplified, sustainable and
An integrated transit experience in LA County comprehensive pricing policies to support
will result in better schedule coordination, the provision of equitable, affordable and
improved customer experience and more high-quality transportation services.
ridership across all providers. Customers 2.2 Improve legibility, ease of use and trip
will be able to navigate the region with ease information on the transit system.
when all information is integrated into one 2.3 Improve customer satisfaction at all customer
centralized location to more effectively touch points.
enable trip planning.
4.2 D
 rive mobility agendas, discussions
Equity Analysis: and policies at the state, regional and
national levels.
All patrons riding transit across the region,
regardless of service provider, will benefit
from this recommendation because an
integration of transit service, fares and
information will improve the travel experience
for all, especially for those who need to
navigate multiple transit operators within
the same trip. All transit operators should
be involved in planning coordination.

What are the best practices? Current Practices:
A number of regions in Canada, Europe and > Metro supports collaboration across
Australia that, like LA County, have a mix regional service providers by convening
of urban and suburban jurisdictions, have the general managers of these services on
Metropolitan Transit Coordination bodies with a regular basis through ongoing “General
responsibilities for transit planning, setting a Managers Meetings.”
single fare and pass, marketing, procurement, > TAP offers integrated fare payment across
monitoring and, sometimes, operations. 26 transit agencies in LA County.
In these regions, including Toronto, Milan,
Frankfurt, Stockholm and Sydney, this > Metro is currently investigating the viability
coordination led to transit ridership gains.91 of going fareless on our system and decisions
in this effort will impact integration regarding
fare structures across the region.

> Metro’s regional rail program collaborates

with Metrolink.

> Metro currently provides routing, scheduling

and fare information for 70 transit agencies,
from Santa Clarita to Riverside, providing the

patron starts in LA County. Updating Metro’s
trip planner to include real-time data from the
other transit agencies allows consistent data.
> 511 is the federal standard for traveler
information, and SoCal 511 provides multi-
modal transportation information across
five counties (Los Angeles, Ventura, Orange,
Riverside and San Bernardino).


Recommendation: > Work towards better integrated and more
service, such as by synchronizing shakeout
Fully integrating transit across the county
dates and working with Metrolink to provide
should be looked at in two ways: operationally
more mid-day service.
integrating services across cooperating
service providers in the region and ensuring > Transition county service providers to one
the public has one place to go for information. consistent fare (or fareless) structure.
Operational integration will ensure that Customers need a unified and centralized
customers have an improved and seamless location to plan their trips. To integrate transit
experience while traveling across the county. information for the public, Metro should
In order to effectively integrate transit service leverage and optimize 511 service to ensure
in LA County, Metro should: a seamless experience for users, to potentially
include touchless payment functionality
> Pursue greater coordination with
through a single payment tool.

partner transit agencies through their
General Managers.

Implementation Plan:


Create subcommittee of general managers

and Metro (Operations, CP&D, TAP, RIITS,
OEI, OCEO [Customer Experience]) to lead
planning of integration.
Consider and begin implementing Fareless
Transit Initiative recommendations.
Gather data on schedules, fares and make
recommendations to regularize operations.


2023 2024–
Lead Dept(s)

Operations with
general managers


Budget (in FTE
or dollars)
Staff time

Develop 511 optimization plan based on Congestion

integration plan.
• • Reduction
Make recommendations and take steps
towards seamless integration. • • • Integration
If needed, develop and pursue legislation Integration
to authorize formal Metropolitan Transit
Coordination entity. • • subcommittee
and Government

24. Offer Incentives to Reduce Car Ownership
Summary: Equity Analysis:
Develop a program that provides options, This recommendation will distribute benefits to
such as free or discounted bikes or people in LA County who do not own vehicles or are
e-bikes, mobility wallets, free transit, better willing to sell their vehicles to become car-free or
bus operations and other incentives for car-light. Households in LA County without vehicles
households willing to go car-free or car-light. are disproportionately low income. The intention is
to fund the program through a progressive fee that
Why is it needed? exempts low-income people.
LA County residents have been acquiring
vehicles at an unsustainable rate for many Which Vision 2028 goals does this

years, and the pandemic could increase that help implement?

demand, if other cities around the world are

any indication. We need to incentivize more Visionary outcome of doubling share of trips by
non-drive-alone modes.

effective mobility alternatives to car ownership
quickly in order to prevent another surge 1.3 
Explore opportunities for expanding access

in car purchases and provide substantial to shared, demand-responsive transportation
discounts to those who choose to travel by options for everyone.
other means whether by choice or necessity. 3.2 Catalyze transit-oriented communities.
What are the benefits? 4.2 Drive mobility agendas, discussions and policies
at the state, regional and national levels.
This could potentially help shift many
Angelenos away from driving as their default What are the best practices?
mode, thus enabling a more equitable and
sustainable transportation system for LA > This program resembles the Obama-era federal
County. There would be reductions in traffic “Cash for Clunkers” program where Americans
congestion, pollution, and vehicles deaths were encouraged to trade in their old vehicle to get
and injuries. Buses would move faster and a new one that would be less polluting. However,
come more frequently, offering a more viable this national program was meant as a federal
alternative for those who must or who choose stimulus idea to boost car purchases, which is
to forgo car ownership. the opposite of the program described here.
> California’s Clean Cars 4 All program was recently
What are the costs or cost savings? updated to allow funds to pay for e-bikes and bike
A separate recommendation looks at how share program membership.92
to raise the funds for this idea. The cost will > Lithuania is providing incentives for people
depend entirely on the size of the program to trade in their cars for scooters.93
and the amount of funding that can be > British Columbia provides a range of incentives
raised. However, as a rough estimate, a new for scrapping your vehicle.94
e-bike costs $1500 and we could use that as
the benchmark of what this might cost per
person. If 10,000 people in LA County agree
to give up their cars, the program would cost 92
$15 million to get 10,000 cars off the road 93
and bring in 10,000 new people to transit cars-out-escooters-in-ebikes/
and other alternative modes. Compared this See

to the several billion dollars we spend on new

rail lines that typically show ridership of less
than 100,000 people per day and this appears
to be a bargain.

Current Practices: Recommendation:
Metro is currently looking at providing free Metro will develop a program that offers
fares for all transit riders through the Fareless residents of LA County the opportunity to
System Initiative. However, even if this sell their vehicles in exchange for a set of
comes to fruition there are numerous other supplemental mobility benefits, in addition
incentives this program can offer, including to the value of the vehicle (those who do not
bike/scooter share discounts, TNC discounts currently own a vehicle will also be eligible for
and vouchers for bikes and e-bikes. the benefits). The benefits will be contingent
Metro is about to test an incentives program upon participants agreeing not to purchase
called “Travel Rewards” under a grant from new vehicles for one year. Metro will research
the Federal Transit Administration. This best practices to frame the benefits packages
program will use a technology platform to to be offered, but they may include giving away
provide incentives for people to switch away or providing vouchers for bicycles or e-bikes,
from driving alone towards other modes. providing mobility wallets that enable a package

This pilot program, if successful, could of mobility options, including TNC rides, free

offer lessons learned for the larger program transit, bike/scooter sharing or simply free

proposed here. transit. Implementation of the program will be
contingent upon funding, ideas for which we

propose in a separate recommendation.

Implementation Plan:
Implementation Structure
This project will be led by OEI in partnership
with Planning and Operations.


Internal analysis. Research and analyze

potential benefits packages that could be
offered in exchange for agreeing to forgo
vehicle ownership. This will include a
robust analysis of similar programs, such

2022 2023 2024–
Lead Dept(s)

OEI, Planning,
Budget (in FTE
or dollars)
Staff time

as “Cash for Clunkers,” and their outcomes

in order to divine lessons learned.
Internal refinement. Circulate proposed OEI, Planning,  
program within Metro to receive more
feedback and improve the proposal.
•   Operations

Outreach. Bring the idea to the public Integration  

for additional feedback in order to
refine further. •   subcommittee

Final recommendation. Bring final Congestion  

recommendation to the Board of Directors, Reduction
including specific implementation plan
and direction. Further implementation will
•  • (LA SAFE)

be contingent upon identifying funding.

25. Improve Station Amenities
Summary: Which Vision 2028 goal does this
Test and expand amenities at transit help implement?
stations including more retail, surface-level 2.3 Improve customer experience at all customer
restroom facilities and technologies that touch points.
enable customers to enjoy a better customer
experience while also generating revenue What are the best practices?
for Metro.
The use of station amenities and retail is prominent
Why is it needed? in metro systems worldwide, particularly in Asia.95
In some cities, the stations become destinations
In order to benefit essential riders, bring

unto themselves, as well as strong revenue
riders back and encourage more people to generators. While this is not necessarily realistic

use its services, Metro must focus on for Metro in the near-term, Metro could be a leader

improving the customer experience. One of in this area in the U.S.

the primary challenges to a better customer
experience is the lack of amenities in our Current Practices:

stations. These amenities can often be
Metro Operations already has a group focused
provided at no cost or with revenue potential
on station improvements, and Metro recently
that could help Metro’s budget.
established a Test Station Working Group as a
What are the benefits? component of the Integrated Station Design
Solutions group. This will enable ideas for new
Station amenities can be a mechanism for station amenities, received through unsolicited
bringing riders back into our system, while proposals or other means, to be fast-tracked
also providing existing riders with more and tested at one station location before being
comfort and convenience. They can also have expanded throughout the system. Current practice
the added benefit of increasing foot traffic for Metro is to not allow eating or drinking on
in and near stations, which can potentially the system (though this rule is rarely enforced),
improve security. and typically Metro does not encourage selling
food in stations due to the potential costs
What are the costs or cost savings? associated with increased cleaning.
Many station amenities can be installed
with limited costs to Metro and potentially
generate revenues. However, if these
amenities generate trash or food waste,
they could potentially increase operational
costs for Metro. Other amenities without
revenue streams, such as surface-level
restrooms or shelters, can add both capital
and operating costs.

Equity Analysis:
Special attention should be paid towards corporate/properties/mtrshopping_centres.html
determining location, with an eye towards
ensuring that equity focus communities
are a priority for new amenities.

Recommendation: Analyze the anticipated costs and benefits
of adding food and other retail that could
Elevate and accelerate the development
potentially increase rail maintenance costs,
of passenger amenities at stations in
but could also improve customer experience,
order to improve the customer experience,
ridership and mobility benefits. Build upon
generate revenue, and increase transit
Metro Systemwide Design’s analysis of the
ridership. Work to solicit and test ideas
global best practices, estimated costs and
at the proposed test station at a rapid pace
benefits of installing restroom facilities in
as we emerge from the pandemic, with an
strategic locations, such as transfer, terminus
emphasis on equity focus communities.
and high volume stations for both customers
and employees.
Implementation Plan:
Implementation Structure
This project will be divided into two separate A second component will focus on bus station

implementation strategies. One component amenities off of Metro property and will be

will be the installation of amenities and included in the Better Bus initiative, which

retail at rail stations. This will be a joint is multi-departmental.

project of Planning, OEI, Operations and
the existing Test Station Working Group.

Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget (in FTE
2021 2028 or dollars)
Develop and run rider survey to determine OEI, OCEO $50,000 for
the types of improvements most desired (Customer survey
at Rail stations and bus stops.
• Experience),
Assess survey results and consider OEI, OCEO 1 FTE combined
market outreach on highly-rated amenities (Customer
through an RFI and/or pursuing Experience),
implementation through an RFP
or lease agreement. •  
Planning, Rail
Better Bus
Working Group
for bus stops
Bring information to the Test Station Test Station
Working Group for consideration. That Working Group
group will determine which amenities
to test, and develop Key Performance
Indicators (KPIs) – including revenues –
for rail; Better Bus
Working Group
for bus stops
to measure success.
Test amenities, evaluate KPIs, survey Test Station
customers on their experience with Working Group,
amenities, and implement highly Planning,
performing amenities at more stations.
•  • • Operations;
Better Bus Stop
Working Group
for bus stops

Responsive Metro

26. Improve Public Engagement
and Strengthen Rider Voices
Summary: What are the costs or cost savings?
Public engagement is a framework that A small investment to enhance public engagement
guides strategies and approaches that are can help improve services and projects, reduce
tailored to each unique effort or community. delays in project schedules and ensure meaningful
The recommendations below seek to enhance involvement in all Metro policy decisions via enhanced
public engagement in all of Metro’s programs, engagement tools. These recommendations can be
initiatives and projects, in order to prioritize delivered within the existing staffing framework and
feedback from our customers and under- allocated FTEs within Communications. The FTE
represented populations. resources assumes filling all existing vacant positions
within the department.

Why is it needed?

COVID-19 has required alternative ways to Equity Analysis:

engage with and involve the public. As we This recommendation supports the implementation

continue to reach stakeholders utilizing of activities that will encourage all stakeholders to

diverse methods, we want to enhance public meaningfully participate in planning and decision-
engagement activities to allow for better making activities for the agency. Some populations find
substantive input in Metro’s decision-making. it challenging to participate in person and/or online
The enhanced public engagement will ensure meetings. Metro will seek alternative and diverse ways
Metro’s Vision 2028 goals are met along with to engage these stakeholders. For example, Metro will:
the agency’s Equity Platform and the Metro- > Partner with community centers or community-based
adopted Public Participation Plan. organizations to offer WiFi access in targeted areas
throughout LA County.
What are the benefits?
> Ensure all virtual meetings include telephone
Enhancing public engagement activities, connections allowing stakeholders to participate
tools and processes with an equity lens to via phone.
ensure all engagement activities are inclusive
allows us to better understand how we can > Record proceedings so that stakeholders can view
meet the needs of all our stakeholders. This is these on-demand and be able to provide comments
especially important to benefit our riders and via mail, phone, email, etc.
to reach and involve those stakeholders who > Host in-person and online meetings during diverse
are harder to reach, have been most impacted timeframes to ensure there are various convenient
by COVID-19 and have been historically times for participation from working individuals,
disenfranchised from public investment. students and families.
More engagement will allow Metro to develop
solutions that support community needs and What are the best practices?
improve the overall customer experience. Metro goes above and beyond just “checking the
box” for inclusive and meaningful public engagement
Which Vision 2028 goal does this activities. For all engagement programs and activities,
help implement? we consider everything from ADA compliance, language
Metro is committed to genuine public needs, literacy needs, communicating in simple and
and community engagement to achieve easy-to-understand terms, infographics, among many
better mobility outcomes for the people other considerations. Nevertheless, there is always
of LA County. room for improvement and the recommendations
outlined below will go a long way in enhancing our
already robust public engagement best practices.

Current Practices:

COMMUNITY MEETING > Stakeholders will be given a minimum of 10 days notice for all Metro-
& PUBLIC HEARING hosted community meetings and public hearings.
> Notices will be provided in English and Spanish at a minimum and
translated into multiple other languages as demographics indicate.

> Ads and take-one notices will be placed on adjacent buses and trains for
specific area meetings whenever possible.

> Meeting and hearing materials will also be posted online for those who are
unable to attend in person. Additionally, when possible, meetings will also
be shared digitally using webcasts, webinars and other online platforms.

COMMUNITY MEETING > Metro-hosted community meetings and public hearings will be held at

& PUBLIC HEARING ADA-compliant venues, and are accessible or convenient for transit riders

LOCATIONS AND TIMES and bicyclists.

> Meetings will also be at times that are flexible around working hours,
and when most convenient for stakeholders, such as at nighttime and on
the weekends.

> Venues will be near the communities of interest, which can include faith-
based and community-based institutions.

COMMUNITY MEETING > Community meeting materials and live translation will be provided in
LANGUAGE TRANSLATION English and other languages spoken by significant populations in the
Metro’s 2019 LEP Plan Four Factor Analysis project area, as resources allow, and as outlined in Metro’s LEP Plan
can be found in the Title VI Program Update, Four Factor Analysis.
which will be available at
> Language translation will be performed by fluent speakers.

> Additional languages and ADA accommodations, such as large print and
Braille, will be provided upon request with at least three working days
(72 hours) notice.

PUBLIC HEARING > Public hearing materials and live translation will be provided in English
LANGUAGE TRANSLATION and Spanish at a minimum.
> Other languages and ADA accommodations, such as large print and
Braille, will be provided upon request with at least three working
days (72 hours) notice. Language translation will be performed by
fluent speakers.

> Court reporters will also document the hearing proceedings and
public comments.

NEIGHBORHOOD/ > Metro will look at community decision-making processes through
COMMUNITY LENSES several lenses, including neighborhood and community values,
LA County community structures, urban and rural areas, and ethnic
and cultural groups.

> M
 etro will pay attention to users who are underrepresented,
with limited education attainment and have disabilities.

NON-TRADITIONAL > Metro will strive to use videos, pictures, examples, participatory
METHODS planning tools (such as interactive maps and activities), real-life

examples, art and other digital tools that may be available whenever

possible to explain harder-to-decipher technical details, and increase

public awareness and understanding.

ONLINE LANGUAGE > The website, which was updated within the last few years,
TRANSLATION provides web visitors with transportation information assistance in
seven languages in addition to English.

> Additionally, Metro will offer Google Translate on every webpage for
language accessibility above Title VI requirements.

> Metro’s website content will also be ADA-accessible; it will be compatible

with screen-reading devices for individuals with visual impairments.

TELEPHONE INTERPRETATION > Metro’s Customer Care Department will provide patrons with LEP with
transportation information assistance in over 200 languages by utilizing
a third-party language interpretation service.

> Telephone interpretation will also be ADA accessible; Metro’s Customer

Service line will be accessible with California Relay Line

> In addition to Customer Care, Metro Rail Operations will utilize the
third-party languages interpretation service to provide information and
emergency response to LEP patrons who contact the Rail Operations
Center (ROC) using the communication devices (G-Tel, P-Tel and E-Tel)
located on rail platforms.

Recommendation: > Consult Community Relations staff to ensure
consistency of messages and content across all
> Include metrics for geographic, ethnic,
Metro-organized community advisory groups (Policy
income, ridership and other demographics
Advisory Committee, Technical Advisory Committee,
to ensure that we are reaching the most
Area Service Councils, Accessibility Advisory
impacted stakeholders and give voice to
Committee, Public Safety Advisory Committee, etc.)
those hard-to-reach communities that rely
on transit by: > Include a section on Metro Board Reports for
documenting public engagement activities, feedback
• Using census and other available data
heard and who was reached, focusing on Equity
sets to create engagement guidelines
Focus Communities, transit users and impacted
and targets for each project
stakeholders. Documenting this information will
• Establishing clear priorities and weights provide valuable feedback for policy decisions.
for public engagement based on levels
> Implement APTA’s Seal of Commitment to ease
of project benefit and potential impact
rider concerns related to COVID-19. The marketing
• Collecting “participant” demographic

initiative will communicate a shared responsibility
and mobility behavior data to ensure we

between the agency and the public on delivering a
are reaching the right people and getting safe, clean, healthy, reliable system utilizing video

the right input and other collateral materials.

• Establishing data standards for both > Deliver innovative engagement activities like:

technical and public engagement
a. Recognizing heroic frontline workers through
efforts that inform the questions we
our local artist portrait series
ask, the feedback we solicit and the
categorization of public comments so, b. C  reatively showcasing new manners, social
however and wherever stakeholders distancing and mobility stories in a fun and
weigh-in, the impact of the comment is moving manner through the “We’re Here for You”
equal and the analysis is consistent. marketing campaign.
> Develop a comprehensive “toolkit” of > Prioritize the UX/UI overhaul of the
all Metro resources for riders (Transit website. This overhaul is necessary to ensure our
App, LIFE, On the Move Riders, Student/ public information is easily accessible, is presented in
Senior/Unincorporated County Resident a more user-friendly/simpler to navigate manner and
Fare Programs, Transit Safety Programs, contains the information that is our customers need.
Customer Care numbers, etc.). Currently, • The redesigned must require modern
there are various take-ones highlighting UX/UI techniques that enhance the customer
each program, but there is no one piece experience and improves the efficiency of the
that educates riders on all Metro programs, site for the user.
projects and initiatives. • Interim changes include replacing the trip planner
> Elevate the role of the legally-mandated and dynamic map from the homepage and instead
Metro Citizens Advisory Committee (CAC) have three to four buttons (plan your trip, arrivals,
to give a better voice to the community service alerts, and maps and schedules) that take
on Metro programs, projects, initiatives customers directly to the information they are
and policies. looking for.
• Ensure the CAC focuses on transit > Centralize all external public-facing meetings/
riders, is diverse and represents a activities into one master calendar that
cross-section of various stakeholders is easily accessible to the public.
(e.g., prioritizing frequent transit > Employ creative arts and cultural strategies to expand
riders who can also speak to issues public engagement and connect with communities
relevant to business, community-based through innovative Metro Art programs.
organizations, homeowners, renters, > Where budget permits, create incentives for in-person
advocates for the environment, etc.). participation by stakeholders. These can include
• Provide additional staff support to the providing refreshments, on-site children’s activities
CAC so it can provide more meaningful and other support services for stakeholders and
input and strengthen its voice before the families that make it easier to participate.
Metro Board of Directors.
Implementation Plan:
These recommendations will be
implemented by the various units within
the Communications Department.
The Community Relations unit will lead
the efforts in collaboration with Public
Relations, Marketing, Arts & Design,
Government Relations and Customer Care
units, Office of Civil Rights & Inclusion, Office
of Extraordinary Innovation and the Customer
Experience and Equity and Race Officers.

Task/Deliverable Timeline 2021 2022 Lead Dept(s) Budget


For public engagement efforts, include metrics to Community

ensure impacted stakeholders and hard-to-reach Relations,
communities are included in all outreach activities. Office of Equity

and Race

Develop comprehensive toolkit for Metro riders.

Elevate role of the Metro Citizen
Advisory Committee. •  
Office of the CEO,

Consult Community Relations when setting Community

agendas for all Metro Advisory Committees to
ensure consistency of message and information.
•   Relations

Include Engagement Activities section on Board Relations

Metro Board Reports.
• Office,
Recognize heroic frontline workers through
local artist portrait series. • Arts & Design

Creatively showcase APTA Seal of Commitment and Marketing

COVID-19 protocols as part of the “We’re Here For
You” campaign.

New website with UX/UI techniques.
• • Marketing $3M

Centralize public-facing meetings into one master

calendar that is prominent on website. • Communications

Curate arts/cultural programming to foster public

engagement and advance cultural equity. • • • $500,000

Create incentives for in-person participation

(e.g. child care, refreshments). • Communications $1–2M

27. Gather More Data on
Equity and Travel Patterns
Summary: What are the costs or cost savings?
Metro should use location-based services > Staff time from OCEO, ITS, Operations and
(LBS) data to better understand and Congestion Reduction (RIITS).
makes decision related to travel patterns, > Initial RIITS purchase of expanded license for LBS
levels of access to key destinations and data. This is funded through RIITS for FY21 and
demographics of mode share throughout license renewals will need to be budgeted annually.
the region. Regional Integration of Intelligent
Transportation Systems (RIITS) should Equity Analysis:
purchase an expanded license of the
data purchased for NextGen to allow for Collecting demographic data will help Metro identify

additional use of the data and to pilot and address social disparities that exist in Metro’s

enhanced data sharing and collaboration services, program and investments. Additionally,

with regional partners. collecting travel pattern data will help Metro adjust

transit services and programs to expand mobility and
Metro should also improve collection of access to opportunity, particularly for communities

demographic data across all of Metro’s facing the greatest disparities in mobility options
programs and services to baseline our and access. However, we must engage impacted
performance and assist in decision making communities throughout planning and decision-
as we strive to offer a more equitable service, making processes to ground truth the data, plan in a
investments and programs across the region. way that prioritizes positive impacts for marginalized
communities, and be able to identify and mitigate
Why is it needed? potential negative consequences.
Without accurate data on travel patterns and
demographics, it is harder to improve services Which Vision 2028 goals does this
and advance equity. LBS data has proved its help implement?
worth during the development of the NextGen
Visionary outcome to double share of trips that are
Bus Plan. Finally, as Metro works to create
non drive-alone modes.
equitable outcomes for our stakeholders, we
need to collect better data in order to identify 1.1 
Expand the transportation network and increase
disparities and effectively measure our mobility for all users.
performance and impact. 1.2 
Improve LA County’s overall transit network
and assets.
What are the benefits?
1.3 Manage transportation demand in a
Collaboration and coordination through RIITS fair and equitable manner.
will lead to better decisions through data-
driven processes. Demographic data can help 2.3 Improve customer satisfaction at all customer
Metro understand and address key disparities touch points.
in our services, programs and investments, as 3.2 Leverage transit investments to catalyze transit-
well as existing countywide levels of access to oriented communities and help stabilize
key destinations like jobs, health facilities and neighborhoods where these investments are made.
grocery stores. Additionally, travel pattern data 5.2 Exercise good public policy judgment
can help with service planning and planning and sound fiscal stewardship.
better to meet the needs of our customers,
improve access to key destinations and
measure progress toward strategic plan goals.

What are the best practices?
> Using a tenth of their Better Bus Stop
budget, Minnesota’s Metro Transit paid
community groups to do outreach in low-
income neighborhoods of color. Metro
Transit used this qualitative data to rewrite
how they prioritize bus stop improvements.
> With data on the senior population,
Current Practices:
> Metro purchased 2017 LBS data for NextGen
services and many of our partner agencies
have been asking for access to that data,
which the current license does not allow.
This data buy will expand the privileges of
the license and allow us to pilot data sharing
within the region.
educational attainment, home values, race, > There are very few programs or data
poverty, minority population, and at least collection efforts that gather data that is
proxy data on workforce participation, disaggregated by race. Examples include
service needs, employment prospects and the semi-annual customer satisfaction
household wealth, the Atlanta Regional surveys, Metro Bike Share Surveys and the
Commission (ARC) uses Equitable Target fare subsidy program applications.
Areas (ETA) as the origin points to compute
transit travel sheds to schools, grocery
store, higher education, hospitals, libraries
and parks. These travel sheds demonstrate
the lack of access to community services
and amenities faced by ETA residents and
are used to help direct resources to areas
they are most needed.

Recommendation: > Purchase historical travel pattern data through
RIITS to refresh our knowledge of travel
This recommendation seeks to obtain and patterns and other available data sources (e.g.
manage more data in a well-organized cellular data); and use the comprehensive data
centralized location to be used to better set for service planning and to baseline and
understand travel patterns, levels of access track progress towards Strategic Plan goals.
to key destinations, demographics of mode
> Create a data management position within
share, and user demographic data, including
ITS to help manage the equity data across the
race, gender, income, English proficiency and
enterprise, as well as all other internal data.
ability. This data will be shared within Metro
and with partners across the region. This
will help ensure that Metro’s decisions are
based on the underlying needs and demands
of the LA County residents. To do this,

we recommend that Metro:

Implementation Plan:


Identify what demographic data exists for Metro

services and programs, and for what it is needed.
Create a standard for demographic data collection
(variables) and work with Metro programs to update
their collection processes.
Make a plan to gather demographic data where
there are gaps.



Lead Dept(s)




Staff time

Staff time

Buy travel data through RIITS and include

demographic disaggregation where possible. • •  
through RIITS
Make data available in RIITS for Metro departments
and partners. • Congestion
Part of RIITS
Initiate data sharing pilot with partner agencies.
• • Congestion
through RIITS
Identify a data manager to ensure regular updates
and manage the collection of demographic data. • • • ITS

Leverage ESRI to develop a dashboard and

analytical tools. • ITS, OCEO

28. Share Data and Information
More Openly and Effectively
Summary: Metro data will help stakeholders understand Metro’s
operations and decisions. Third parties will also be
Data is one of the most valuable assets in
able to analyze and remix open data, which can inform
the digital age and is used and generated
Metro and/or our customers.
throughout Metro’s business units. In
order to fulfill our mission of world-class
What are the costs or cost savings?
transportation, Metro needs to be able to
provide transparent, open and accessible Exploring and potentially developing an in-house
data to the public and all staff in an equitable data management software will cost staff time short-
and efficient way to allow data driven studies term, particularly for ITS and RMC, but will likely save
and decision making. Collaboration through costs long term by streamlining and centralizing the

information systems can make Metro’s public process for data sharing and public records requests.

data easy to acquire, analyze and respond Additionally, there are potential cost savings with

to. Additionally, open data practices improve developing and utilizing an in-house software by

information delivery to transit customers. eliminating vendor contract payments.

Why is it needed? Equity Analysis:
Metro produces an immense amount of A rapid equity analysis of this potential
data and information that is often siloed, recommendation indicates that effectively sharing
unstructured and inaccessible to all staff data and information is beneficial to both internal
and the public. As we adopt and deploy new and external stakeholders by providing critical
technologies, these technologies will generate information for informed decision making.
new types of data that will be key to making It is important for data to be made available
effective service delivery decisions. This and be ADA accessible.
recommendation will aid in Metro’s recovery,
equitable economic recovery and advance Which Vision 2028 goals does this
transparency for internal and external users. help implement?
2.2 M
 etro is committed to improving legibility, ease
What are the benefits? of use and trip information on the transit system.
Making data and information more accessible 2.3 M
 etro will improve customer satisfaction at all
builds trust, helps identify disparities, enables customer touch points.
efficiencies and cost savings in the delivery of
Metro services, reduces redundant work, and 3.3 M
 etro is committed to genuine public and
enhances equitable and sustainable outcomes community engagement to achieve better mobility
by promoting collaboration and participation outcomes for the people of LA County.
with citizens and stakeholders. Exploring new 4.1 M
 etro will work with partners to build trust and
technologies and tools for data management, make decisions that support the goals of the
communication and data sharing between Vision 2028 Plan.
staff will enable Metro to plan and deliver
5.3 M
 etro will develop a transparent data management
services better, faster and more effectively.
policy that addresses open data, data storage,
Open data sharing between departments will
and data protections.
empower staff with increased and informed
decision-making authority where appropriate. 5.4 M
 etro will apply prudent commercial business
Sharing data internally in a streamlined practices to create a more effective agency.
process will eliminate delayed actions from
requesting and waiting on information from
other departments. Greater public access to

What are the best practices? Recommendation:
> FTA Open Data Policy Guidelines identifies >D
 evelop/update internal data management
best practices from transit agencies that policy on data access, protection of personally
have implemented open data practices to identifiable information and data generated
improve operational efficiency and increase under Metro contracts.
customer satisfaction.96 •D
 eploy a digital asset management (DAM)
> The City of Los Angeles’ Open Data Web system to publish and organize documents
Site contains significant amounts of and reports to make them easier for staff
data from city departments that can be and the public to utilize.
downloaded and also visualized as maps •D
 evelop an open data policy and data
and charts.97 portal through which the public can access
information with the aim of encouraging
Current Practices:

transparency and innovation.
As required by the California Public Records

 ake Metro data and information more
Act (CPRA), Metro currently identifies and

open and accessible.
makes public documents available for

inspection during regular office hours and >M
 easure completion and adoption of data
management policy.

provides copies upon request per CPRA
standards. Currently, all public records >R
 e-evaluate public records software contract
requests for Metro records are to be with NextRequest to determine possible
forwarded to the Records Management changes/upgrades and review any gaps with
Center (RMC), including requests received the vendor product and Metro’s needs.
by other departments. •D
 etermine data needs to see if we can
At this time, Metro encourages requests manage public records request with an
for public documents can be made online in-house developed software – potential
via the Public Records Request System at cost savings if software can be developed in-house instead of paying vendor.
 mbrace open data as both a policy and
practice across the agency.
 ublish datasets to a central
repository using a standardized,
machine-readable format.
 ublish data used for decision-making.
 ngage with data users to validate and
improve usability.


Implementation Structure
To reinforce existing efforts and examine new
options to pursue transparent, open and
accessible data, Metro could form a working
group to include Information Technology
Services (ITS); Records Management Center
(RMC); and the Board Relations, Policy &
Research departments.

Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget 

2021 2028 or FTE(s)
Convene working group. ITS, RMC ½ FTE to

• convene and


Compile map, timeline and budget of Working group

projects Metro is currently planning/
funding to improve data management

and sharing.

• •
Identify goals and timeline to achieve Working group
key deliverables.  

Determine best path forward with

developing in-house software or
upgrading vendor product.
• •  

Explore new ways to collaboratively Working group

plan and fund in-house development
or vendor upgrades.
• • • •
Develop an internal instruction manual
and online training for software selected. • • • ITS, RMC

Pilot new/updated data management ITS/RMC/select

• • • test users in
other depts.
Implement a mandatory agency-wide
training of software/process. • • • • ITS

Vibrant Future

29. Accelerate Joint Development
and Transit-oriented Communities
Summary: Equity Analysis:
Accelerate Joint Development (JD) on The update to Metro’s Joint Development Policy can
Metro property and partner with LA County help provide transit-oriented housing units at a variety
jurisdictions to increase transit supportive of income levels, including for low-income individuals
plans, policies and programs that capture and marginalized communities.
value created by transit and promote
community stabilization and equitable In addition, partnering with local jurisdictions to
development around Metro stations. increase equitable transit supportive plans through
an array of Metro tools and programs, such as Corridor
Why is it needed? Baselines, grant writing and technical assistance,

will result in equitable outcomes by embedding

The public transportation system expansion equity as a process (deep and ongoing stakeholder
under Measure M can bring positive

engagement, equity criteria to prioritize resources)
change to LA County – especially if land use

and as an outcome (needs-based assessment of
creates synergies with transit and active transit corridor communities’ opportunities to leverage

transportation. Metro must both lead and transit investments and safeguards for protecting
partner with communities across the county vulnerable populations).
to leverage the benefits that come with the
public transportation system, as well as guard Which Vision 2028 goals does this
against potential unintended consequences,
especially within vulnerable communities. help implement?
TOC Acceleration supports Strategic Plan Goal 3.2
What are the benefits? by seeking to catalyze transit-oriented communities
One of the most powerful ways Metro can with affordable housing and helping to stabilize
improve Angelenos’ access to opportunity neighborhoods; Goal 3.4 by playing a leadership
is by leveraging Metro property for housing role in addressing homelessness; Goal 3 Enhance
and other community benefits and pursuing Communities and lives through mobility and access
strategic partnerships with LA County to opportunity; and Goal 4 to transform LA County
jurisdictions to leverage transit investments through regional collaboration and national leadership.
for equitable community development.
Allowing more people to live, work, shop What are the best practices?
and access community services near transit > BART’s 10-year TOD Workplan includes a top priority
can help address the region’s housing crisis; strategy to: “Advance racial and economic equity
grow transit ridership; expand access to by prioritizing housing for lower-income residents
opportunity; and reduce drive alone trips in areas experiencing displacement, and high-
and pollution. opportunity communities in the core of the system.”
BART also has a goal to reach 20,000 homes on its
What are the costs or cost savings? properties by 2040.98
Completion of JD projects ultimately brings >S
 ound Transit gives local governments, housing
revenue to Metro in the form of ground lease authorities and non-profits the first offer to surplus
proceeds and increased ridership. land to construct housing where 80% of the units
are affordable for households below 80% AMI.99


 ee Sound Transit. (2018). Resolution No. R2018-10 Adopting an Equitable Transit

Oriented Development Policy.

> The City of Los Angeles’ Transit-oriented Recommendation:
Communities Policy expands density
1) Adopt updated JD Policy that:
bonuses and reduces parking requirements
near transit, and has resulted in more > Broadens the range of household types
than 20,000 homes, nearly 5,000 of them and incomes served;
deeded affordable, being permitted in the > Prioritizes communities with the deepest
program’s first four years.100 need and expands benefits to support
> Hong Kong MTR owns and manages more economic development;
than 104,000 homes plus a large portfolio > Counteracts displacement and delivers
of commercial properties, helping fund very community benefits;
frequent transit service.101
> Creates a laboratory for exploring and
piloting new methods for delivering housing
Current Practices: quicker, more cost-effectively and more

Metro’s current JD Policy was adopted in equitably; and,

2017. The current policy has a portfolio-wide > Reinvests proceeds from JD projects to

goal that 35% of housing units are affordable invest in an affordable housing trust fund,

to households that earn less than or equal a strategic acquisition fund and in JD

to 60% of the AMI. There is currently no pilot projects.
per site affordability requirement. The policy
> Sets an ambitious but feasible goal for the
also allows for land discounting of up to
number of homes that can be constructed
30% of the market value of the land in order
through JD by 2030 during the build out of
to accommodate affordable units. Metro
capital corridor projects in construction and
currently administers the TOD Planning Grant
planning; and a larger target for 2050, the
Program that funds LA County jurisdictions
agency’s LRTP planning horizon.
to pursue transit supportive planning efforts.
Metro introduced tax increment financing 2) P
 artner with LA County Jurisdictions to
feasibility studies in the fifth round of the increase transit supportive plans, policies
program. In addition, the first round of the and programs that capture value created
WSAB TOD SIP Implementation Program by transit and promote community
was launched in 2020 to support WSAB stabilization and equitable development
jurisdictions to pursue the recommendations around Metro stations:
outlined in the WSAB TOD SIP. > Partner with cities to complete TOC Corridor
Metro has long been a trailblazer in Baseline analyses;
partnering with local jurisdictions to advance > Provide LA County jurisdictions with
transit supportive planning and community assistance in pursuing grant sources to
development initiatives. Transit-supportive fund TOC activities; and,
places are locations near transit where the
use of effective and predictable transit can > Support LA County jurisdictions with annual
be enhanced through appropriate patterns convenings focusing on best practices and
and types of development. Research has training and technical assistance for TOC
shown that the presence or absence of planning activities.
certain physical design features, transit
characteristics and other supportive policies
can reduce driving and increase transit
ridership, walking and biking.


Implementation Plan:
Implementation Structure
> JD Policy Update will be led by Planning/ > TOC Implementation efforts will be led by
TOC and will include internal (Real Planning/TOC and activities will encompass
Estate, Corridor Planning, Community the TOD Planning Grant Program, WSAB
Relations, Equity and Race and the Office TOD SIP, Baselines, and TOC Grant
of Extraordinary Innovation) and external Writing and Technical Assistance Program.
working groups, stakeholder engagement, Collaboration with Corridor Planning,
and technical analyses. Communications, Government Relations,
Office of Extraordinary Innovation, Equity
and Race, and Program Management.

Task/Deliverable Timeline 2021 2022– 2031- Lead Dept(s) Budget 

2020 2030 2050 or FTE(s)

JD Policy Update: Consultant

• •
funding in
Policy paper to facilitate discussion;

FY2021 budget
convening/town hall to gather

external input; updated JD Policy to Board.
TOC Implementation Plan: [plan adopted FY21 work
Oct 2020] funded
TOC convening/town hall to gather
external input; Initiate Baseline solicitation, •  

launch TOC Grant Writing and Technical

Assistance Program.
Launch housing laboratory.

More joint development on Measure M

capital project corridors. •
Increase more joint development.
• •

30. Expand Region’s Broadband Infrastructure
Summary: Which Vision 2028 goal does this
At a time when digital connectivity is more help implement?
important than ever, Metro should partner 1.2 
Optimize speed, reliability and performance
with telecommunications providers to of the existing system by revitalizing and
leverage our existing real estate assets in upgrading Metro’s transit system.
addition to capital project construction
for placement of fiber and above ground 
Improve connectivity to provide
facilities. This partnership should generate seamless journeys.
new revenue, expanded capacity for internal 1.3 I mprove legibility, ease of use and trip
operations and resources to support information on the transit system.

communities with improved WiFi. 3.2 Catalyze transit-oriented communities and

help stabilize neighborhoods where these
Why is it needed?

investments are made.

Given the ongoing need for social distancing,  nhance communities and lives through
affordable and high quality wireless

mobility and access to opportunity;
connections is more important than ever.
Metro can support high need communities 4. T
 ransform LA County through regional
including our riders by offering its facilities collaboration and national leadership.
for co-location of telecommunications
infrastructure in exchange for better service What are the best practices?
for our staff andincreased connectivity In January 2020, BART and SFMTA ratified a
for riders. $243 million, 20-year agreement with Mobilitie
to improve cell phone connectivity and WiFi
What are the benefits? coverage on the system.102 This will help with
A more robust broadband network benefits customer communications and internet usage,
Metro’s critical operations, the riders and and allow agencies to upgrade mobile ticketing
communities that we serve and by leveraging and other services.
our assets we have the potential to generate
significant revenue. Current Practices:
> WiFi for customers with some cellphone providers
What are the costs or cost savings? is available on Metro’s B and D Lines and free WiFi
This partnership has the potential to is available on many Metro buses.
generate significant new revenue for Metro,
and to save money in other services that
Metro might need to procure given existing
network capacity.

Equity Analysis:
Benefits should be prioritized for Equity
Focus Communities. Community outreach
and environmental clearance should be
aggressively inclusive.


Metro should leverage its real estate
assets and construction program with
telecommunications partners to co-locate
infrastructure, including fiber and above-
ground facilities. In exchange for partnering to
build a stronger network, Metro can generate
new revenue, benefit from new capacity
for internal network operations and offer
expanded WiFi access to riders and potentially
other community members.

Implementation Plan:

Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget (in FTE

2021 2028 or dollars)

Assess Metro assets (properties and Operations,
capital projects) and research where
broadband partnerships may make sense. • ITS, Congestion
Planning, OEI
Issue RFP(s) and be open to unsolicited
proposals for partnerships. •  
Planning, ITS, OEI

Evaluate proposals and make Operations,

recommendations to Metro
decision makers. •  • ITS, Congestion
Planning, OEI

31. Create Green Jobs and Green Infrastructure
Create new green jobs by partnering
with utilities and other local agencies
on sustainable energy and water
infrastructure projects.

Why is it needed?
Green infrastructure is needed in order
to meet Board-adopted goals, including
the electrification of our bus fleet and the

implementation of the Moving Beyond

Sustainability plan. As we design and build

these energy and water projects, we will

create new jobs that support the regional
economic recovery.

What are the benefits?
More jobs, better air quality, more reliable
energy and water supplies to address
climate change.

What are the costs or cost savings?

Some of these projects can be structured as
P3s (such as Power Purchase Agreements for
solar arrays), or partially financed through the
State of California’s Cap-and-Trade program.
Other projects can leverage existing funding
for capital projects and attract grant funding.

Equity Analysis:
Projects that provide tangible community
benefits, including improved air quality,
should be prioritized for Equity Focus
Communities in Metro’s service area.

Which Vision 2028 goal does this

help implement?
To lift up local communities, Metro
will create jobs and career pathways
in transportation.
3.2 Metro will leverage its transit investment
to catalyze transit-oriented communities.

What are the best practices? Recommendation:
In May 2020, the Antelope Valley Transit Metro should continue to develop and
Authority purchased 10 parcels of vacant land implement green infrastructure projects. Our
near their headquarters, of which 33 acres diverse real estate assets and historic capital
will be dedicated to solar in a 25-year Power program present a unique opportunity to help
Purchase Agreement with Petaluma-based support the green economy and the regional
REC Solar Commercial Corp.103 economic recovery with strategic investments
In July 2020, WMATA reached a deal worth up that make LA County more resilient to the
to $50 million over 25 years, with SunPower effects of climate change. Employment
Corp. and Goldman Sachs Renewable Power opportunities advanced by these types of
LLC, to install 12.8 megawatts of solar paneled projects can link to Metro career and training
carports or canopies over surface lots and partnerships, and help workers transition to
above parking garages at four rail stations.104 jobs in sustainable industries.

Current Practices:

Metro is currently expanding our green

infrastructure program, including:

> A forthcoming RFP for power purchase
agreements at four maintenance divisions
> Installing the necessary charging
infrastructure for Orange Line bus
> Installing stormwater capture infrastructure
along the Rail to Rail ATP and the Metro
Orange Line
> Developing a Master Plan for EV chargers at
Metro facilities for employee and public use

Implementation Plan:

Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget (in FTE

2021 2028 or dollars)
Assess Metro assets (properties and ECSD,
capital projects) where joint sustainability
projects may make sense.
• Operations,
Issue RFP(s) and be open to unsolicited
proposals for partnerships. • •  • ECSD, OEI

Develop and track targets, data and KPIs

for sustainability projects. • •  • •
Consider how green energy projects can
support goal of bus fleet electrification. • • • • Operations, ECSD



32. Reimagine Destination Discounts
Summary: Equity Analysis:
After Safer-at-Home orders are relaxed, An important objective of this program is to ensure
promote ridership to businesses and that promoted venues are diverse and representative
entertainment venues impacted by COVID-19, of the community, including local small and
by leveraging and building on existing minority-owned businesses, and arts, culture
Communications programs. and entertainment venues, as well as the people
they employ.
Why is it needed?
This helps rebuild Metro ridership and keeps Which Vision 2028 goal does this
areas around Metro stops and stations vibrant help implement?

and healthy, including restaurants, sporting

arenas, arts, culture and entertainment This recommendation is responsive to the following

venues, and fairs and festivals. The safety and Vision 2028 goals:

use of Metro stops and stations is closely tied 3.2 M
 etro will leverage its transit investments to
to the safety and prosperity of surrounding catalyze transit-oriented communities and

neighborhoods. This recommendation also help stabilize neighborhoods where these
complements the NextGen Bus Plan, which investments are made.
is based on data that shows that midday,
evening and weekend ridership have the What are the best practices?
most potential for growth. Bartable is a program that promotes venues,
events and activities accessible by BART services
What are the benefits? and has built a following of over 150,000 subscribers
Promoting ridership to local small businesses, and followers.105
including arts and entertainment venues,
can boost sales, employment and sales Current Practices:
tax revenue. And it can help promote an Metro’s Destination Discounts program (at metro.
equitable economic recovery and increase net/places/destination-discounts) cross-promotes
transit ridership. To make up for the likely exclusive offers and discounts available at
loss of peak period ridership due to continued destinations in LA County that you can get to by
telecommuting after COVID ends, this showing a valid TAP card, Metro Employee ID,
program could help Metro build off-peak or LA County Employee ID. It is currently on pause
ridership to destinations. due to COVID-19 but plans to restart when Safer at
Home orders are relaxed.
What are the costs or cost savings?
Metro’s Eat, Shop, Play program (at metro.
> Public Relations (PR) would require two net/eatshopplay) supports local businesses
additional FTEs. in neighborhoods impacted by rail project
> TBD budget and FTEs for Marketing and construction: Crenshaw, Inglewood, Beverly Hills,
Arts & Design depending on size and scope Century City, Koreatown, Miracle Mile, West LA,
of program. DTLA, Little Tokyo. Businesses who sign up receive
a free personalized profile on the website, print and
digital ads, and social media and email marketing.


Recommendation: 5. C
 ontinue to work with the Operations
Special Events Group to ensure there is
Details and Options
frequent, quality service to large events
1. Build on the Destination Discounts promoted by Metro. Secure sponsorships
program to be ready with a robust, from major venues and events to support
customer centric program that promotes shuttles and/or enhanced services to their
a steady stream of relevant and compelling respective destinations, especially for
discounts, destinations and contests after sports and concert venues.
the pandemic eases.
6. C
 ollaborate with business and travel
2. Review leading event listing services in organizations that support art, culture,
LA, emulate best practices and develop tourism and entertainment to help LA
features that provide Metro with a unique venues recover from the COVID pandemic.
point of difference that makes the program
7. W
 ork interdepartmentally to utilize all
a “go-to” place for event listings for transit-
Metro communication assets, including
oriented Angelenos. Work with County

media relations, advertising campaigns,
Counsel as needed to establish event

partnership programs, web, apps, email,
listings as a legitimate Metro strategy to

social media and digital signs and posters
increase off-peak ridership on the system.
on the Metro system.

3. Conduct focus groups and/or surveys to
8. P
 iggyback on existing Community

test potential new program features and
Relations work in Metro neighborhoods.
determine an optimal path forward after
the COVID-19 pandemic eases. 9. D
 evelop a rider engagement strategy
that encourages riders to recommend
4. When screening potential partners, give
their favorite destinations to other Metro
extra consideration to businesses and
lovers via Destination Discounts and
organizations that have been impacted
share their experiences taking Metro
by the COVID-19 crisis, as well as entities
to featured destinations.
impacted by Metro construction.
10. Continue to promote transit-friendly
destinations and educate riders about
new destinations along Metro system.

Implementation Plan:
The Metro Destinations Program will > Equity and Race
promote ridership and enhance outreach •P
 R will explore alternative tactics to attract local,
strategies by leveraging the promotional small and minority-owned business participation.
channels and assets of external brands > County Counsel
and organizations. Beyond the Destination • PR will explore paths to create an event listing site.
Discounts program, Public Relations will
explore additional programmatic strategies > Marketing & Customer Experience
that allow for a more equitable and diverse •P
 R will work with Customer Insights & Strategy
array of destinations promoted by Metro. team to conduct focus groups/surveys to test
This initiative will be led by Public Relations’ new program features.
Special Events & Partnerships team, in
collaboration with the following departments:

Task/Deliverable fy21 fy22 fy22 fy22 fy22 fy23 Lead Dept(s) Budget 

q4 q1 q2 q3 q4 q1 or FTE(s)

Develop expanded plan to Communications –

relaunch the program when Public Relations
LA County reopens.
Hire full-time employees.
  • Communications –
Public Relations

Rename Destination Discounts

to Metro Destinations.
• Communications –
Public Relations
Redesign the new Metro
Destinations website.
• Communications –
Public Relations
Develop a B2B and B2C strategy.
• • Communications –
Public Relations
Develop an interdepartmental
outreach strategy. • Communications –
Public Relations
Hire FTE to implement programs.
• Communications –
Public Relations

Help Pay for These

33. Study How Metro Can Reduce
Capital Construction Costs
Summary: Which Vision 2028 goals does this
Metro will study our own major capital help implement?
projects and best practices from across the 1.1 Expand the transportation system as responsibly
industry to develop specific recommendations and quickly as possible.
to reduce future costs and gain more
cost-certainty. 1.2 I mprove connectivity to provide seamless journeys.
3.3 C
 ommit to genuine public and community
Why is it needed? engagement to achieve better mobility outcomes
Transportation construction costs are high for the people of LA County.

and rising in the United States. Increasing 4.1 Work with partners to build trust and make

construction project costs coupled with the decisions that support the goals of the
uncertainty of these costs is a serious issue Vision 2028 Plan.

that threatens to slow Metro’s ability to deliver

4.1 Drive mobility agendas, discussion and policies
capital projects. Even if there are no easy at the state, regional and national levels.

answers, identifying recurring cost driving
factors and learning from industry trends and 5.2 E
 xercise good public policy judgment and sound
best practices can help Metro deliver mobility fiscal stewardship.
benefits sooner. 5.4 Apply prudent commercial business practices
to create a more effective agency.
What are the benefits?
Reduction of costs for major capital projects What are the best practices?
would allow Metro to expand the system more Construction costs vary worldwide and some are driven
quickly, thereby increasing accessibility and by location-specific market conditions and policy
service to more customers, achievement of requirements. Construction costs for transportation
greater connectivity and advancement of the projects in the United States are generally high.
agency’s goal of better mobility for all. Metro can learn lessons from its own projects, as well
as from high-cost-of-living regions with lower capital
What are the costs or cost savings? construction costs, such as Stockholm, which has lower
The initial cost is Metro’s staff time, than global average costs and Paris and Tokyo, which
contributed by existing staff, to begin the have close-to-world-average costs.106
process of moving the recommendation
forward. Support staff may eventually
be necessary.

Equity Analysis:
A rapid equity analysis of this
recommendation identified that the
agency should not attempt to cut project
costs by reducing accessibility features like
elevators or tactile wayfinding. It also raised
the possibility that if Metro is able to reduce
capital construction costs, some portion of
the savings could help improve equity by
being reinvested in services or amenities
in Equity Focus Communities.

Current Practices: Recommendation:
Program Management has started taking This recommendation proposes that Metro, led by
steps to identify and reduce costs through Program Management, work to further develop and
the following measures: implement cost reduction and cost certainty measures.
> Implementation of Project Readiness The goal is to identify, explore and implement
Reviews and development of Project cutting-edge cost reductions strategies, which will,
Risk Registers at a minimum, enhance transit expansion and Capital
Program Management by leveraging institutional
> Establishment of a team to collaborate knowledge, peer review, greater fiscal resource
with Planning management and stakeholder partnering (internal and
> Implementation of a Peer Review study external) to deliver a world-class transit system that
> Launch of first formal value engineering serves as an industry model. Cost reduction and cost

study for East San Fernando Valley certainty measures that could be investigated include:

> Doing more advanced utility relocation and

> Re-examination of delivery methods
geotechnical studies

> Ongoing engagement with the City of
Los Angeles at a high level to work > Ensuring master construction contracts are in

through issues, which have substantial place and updated before construction
cost implication on Metro projects > Exploring additional contracting methods, including
> Currently engaged in academic design-bid-build, breaking contracts into smaller
studies on cost and utilizing this components, and more in-house design
info to develop solutions > Pursuing value engineering (that does not negatively
impact safety and customer experience), including
number of stations, station spacing and standard
station designs
> Analyzing feasibility of more cut-and-cover
> Expanding in-house staffing for more in-house
project management and design and potentially
less change orders
> Better integrating planning, program management
and operations across all phases of capital projects
> Exploring ways to expand competition (number of
bidders) in LA market
> Examining regulatory cost drivers
> Allocating risks to maximize benefits to Metro
and reduce construction costs
> Others to be identified

Implementation Plan:
Implementation Structure
Program Management has already begun
substantial work in the identification of factors
contributing to rising capital project costs, as
well as the development and implementation
of strategies to examine and address capital
project cost concerns. It is recommended
that an effort be led by Program Management
with participation of other department
(Planning, Operations, V/CM, OEI).

Task/Deliverable fy21 fy21 fy22 fy22 Lead Dept(s) Budget 

q1–2 q3–4 q1 q2 or FTE(s)
Establish Capital Project Cost Led by Program Management w/
Reduction Strategy Study group.
• Planning, Operations, V/CM, OEI,
other departments as necessary
Analyze Metro projects for lessons
and engage with peer agencies. • •  • Study group

Develop position paper with

recommendations. •  • • Study group

Present position paper and Program Management w/study group

recommendations to CEO, SLT
and Board.

34. Build Staff Capacity
Summary: What are the costs or cost savings?
Pursue savings from using staff for more There are several considerations to hiring more
work, while maintaining use of consultants staff including: market conditions (and associated
for specialized tasks, surges in work or salaries) for professional staff, availability of staff
when there is specific benefit. with approximate qualifications and experience,
staffing procurement lead-in times, Small Business
Why is it needed? Enterprise (SBE)/Disadvantaged Business
Due to the current economic downturn Enterprise (DBE)/Disabled Veteran Business
and fiscal outlook Metro is facing, better Enterprise (DVBE) flexibility of using consultant
utilization of our in-house resources will staff on as-needed basis, long term human

preserve jobs and save money. Throughout resources costs related to Metro staff benefits,

the pandemic crisis, staff have been such as pension, obligations, etc. In February of

challenged to do more with less, leading to 2015, Metro Program Management examined the

the rethinking of tasks and staffing that can cost of outsourcing construction management and
be done or brought in house for less, rather consulting services in a preliminary cost benefit

than soliciting expensive third-party labor. analysis. This analysis identified a cost savings
of 25% if Metro were to hire more staff and fewer
What are the benefits? consultants for the positions studied.
More internal staff capacity can bring Equity Analysis:
improvements to services and programs.
Benefits include overall cost savings, more This recommendation can benefit Metro’s
internal capacity and knowledge, more reliable diverse workforce by providing all employees the
and consistent work, more resources towards opportunity to build skills on projects that would
developing skillsets of in-house labor, lower have otherwise been outsourced to consultants.
per-hour costs, and less administrative This will help to upskill Metro’s team members
work managing contracts, benches and and further our Career Pathways program of
consultants. By building, strengthening and developing the farm-team for the transportation
leveraging internal expertise, Metro will fulfill industry. While building capacity internally, Metro
its vision of creating a first-class workforce. should maintain its commitment to SBEs, DBEs
and DVBEs, minimizing the impacts to them and
continuing to create opportunities for small and
minority-owned businesses within the region.

Which Vision 2028 goal does this

help implement?
5.1 L everage funding and staff resources to
accelerate the achievement of goals and
initiatives prioritized in Vision 2028.

5.4 Apply prudent commercial business practices

to create a more effective agency.

What are the best practices? Recommendation:
> Metro staff examined the cost of > Use staff for core agency functions and hire
outsourcing construction management consultants for occasional, specialized tasks and/or
and consulting services, finding cost for tasks that require unusual surges in effort or
savings of up to 25% from bringing that benefit from consultant instead of staff effort.
certain positions in house rather than > During the annual and mid-year budget process,
utilizing consulting services. 107
adopt a practice of planning annual departmental
> Metro’s Environmental Compliance and needs and determining how best to utilize in-house
Sustainability Department has a business talent for upcoming projects and tasks.
plan that helps advance staff capacity: > Utilize a project employee job class for some tasks
• Focusing on internal succession currently consulted out. Project employees occupy a
planning through promotion from budgeted position to fill personnel needs for projects
within (builds staff capacity, knowledge that have a specific time frame of at least one year
transfer continuity) and up to five years. Project employees are to work

a minimum of 40 hours per week and are eligible

• Recognize short term cost savings by
to enroll/receive benefits.

streamlining consultant use with more of
a focus on specific needs and as needed. > Determine whether to advance agency-wide policy

• Reassess departmental staffing needs to or department by department.

align with recent (within last 12 months) > Co-source more projects and have staff
Board-approved plans/initiatives/ shadow consultant work to help learn and
policies/projects so that staffing level grow internal capacity.
is consistent with work load required in
order to support execution of these plans/ > Honor Metro’s commitments to DBE, SBE and
initiatives/policies/projects. DVBE contractors and propose that DBE/SBE/DVBE
contractors providing professional services remain
Current Practices: as consultants.
During the pandemic and budget constraints,
Metro departments have had to rethink the
way their work is done which has forced
departments to think of ways to do their See

business in a more efficient manner. Construction_Management_and_Consulting_Services.pdf

Implementation Plan:
Key tasks, deliverables, Timeline 2022 2023 Lead Dept(s) Budget
and/or milestones 2021
Perform workload assessment of current All depts supported by N/A
and expected workload: HC&D (skill development
and hiring), OMB

> Current projects/workload
(funding), and
> Projects on horizon – department V/CM (contracting)
and Metro plans and goals
> Cost-saving opportunities
Develop staffing and consultant needs
for annual budget process. • •  • N/A

35. Use Measures M and R Ordinances
Summary: Equity Analysis:
Analyze using amendments within the Impacts on if amendments allow Metro to bring
Measure M + R ordinances to maximize the benefits more rapidly, especially to Equity Focus
benefits of those ordinances by delivering Communities, this recommendation can help
mobility improvements that can help LA improve access to high quality transportation
County during and after the pandemic. and to opportunity.
Amendments could address:
> Subfund definitions to allow more flexibility Which Vision 2028 goal does this
> Local return guidelines
help implement?

1 Provide high quality mobility options that
> Scope and mode of projects to allow
enable people to spend less time traveling.

more rapid expansion of transit system

1.1 To expand the transportation network and
Why is it needed? increase mobility for all users.

The impacts of the COVID-19 pandemic 3 Enhance communities and lives through

have added additional challenges to the mobility and access to opportunity.
rising cost estimates for projects funded by 3.2 Metro will leverage its transit investments
Measures M + R. Fortunately, those measures to catalyze transit-oriented communities and
specifically allow foramendments by the help stabilize neighborhoods where these
Board that can help better calibrate spending investments are made.
on projects and operations.
5 Provide responsive, accountable and trustworthy
What are the benefits? governance within the Metro organization.

Building capital projects and funding 5.2 Metro will exercise good public policy judgment
operations under the measures can enhance and sound fiscal stewardship.
mobility and contribute to economic recovery.
Considering amendments could allow What are the best practices?
some of these benefits to be achieved more In May 2020, the Board initiated a Highway
effectively and rapidly. Reform working group to examine expanding
the type of projects that can be funded under
What are the costs or cost savings? highway subfunds.
Without taking funds from any project,
subfund or subregions, amendments could
lead to savings if the goals of measure M
can be achieved through specific changes.

Current Practices: Recommendation:
The Board has used the procedure within Metro staff, Board offices and regions to will discuss
Measure R for decennial transfers between potential amendments to Measures M + R. This could
subfunds in the same subregion. include examining:*
> Use of subfunds, building upon work
of Highway Reform working group
> Local return guidelines to enable jurisdictions
to more rapidly respond to pandemic with
mobility improvements
> Scope and mode of projects to allow
more rapid expansion of transit system
* Note that some amendments are prohibited
by the Measures:

> No transfer of funds between subregions

> No transfer of funds between subfunds

> No project acceleration that would negatively
impact other projects

Implementation Plan:
Key tasks, deliverables,
and/or milestones
Convene Metro working group.

Assess potential amendments.

Seek input from subregions

and Board staff.

2022 Lead Dept(s)

All depts supported

by HC&D (skill
development and hiring),
OMB (funding), and
V/CM (contracting)
Working group

Working group


Bring promising amendments to Board.

• • Working group

36. Expand Revenue Opportunities
Summary: What are the costs or cost savings?
This recommendation seeks to expand This recommendation is intended to generate
potential commercial revenue opportunities additional revenue, however, it may require initial
by mainly utilizing existing assets capital investment and continuous investment in
and resources. Metro’s staff time to conduct the study, implement,
maintain, monitor and optimize the revenue
Why is it needed? sources that may require periodic adjustments
Metro has fiscal responsibilities to maximize and additional exploration. Upon further RFIs
the utilization of available resources effectively or valuation reports, it may require a capital
and efficiently. Metro is heavily reliant on program(s) to invest in new equipment in

sales taxes and grants. Considering the order to maximize the return for long-term

recent budget shortage Metro is facing due advertising opportunities.

to COVID-19, revenue opportunities are
Equity Analysis:

especially critical and required to recover
from the pandemic. We need to consider This recommendation aims to advance equity in

expanding and exploring revenue sources the LA County by generating additional long-term
and should invest to improve customer revenue Metro could use to fund its operations
experience, as well as advance equity. and improve customer experience.

What are the benefits? Which Vision 2028 goal does this
Diversify and increase long-term commercial help implement?
revenue sources; provide business 2.2 I mprove legibility, ease of use and trip
opportunities through partnership; help information on the transit system.
offset any inconvenience from a greater
commercial presence on system; and create 2.3 I mprove customer satisfaction at all customer
more opportunities to promote small, touch points.
local and minority-owned businesses 5.2 E
 xercise good public policy judgment and
through commercial programs on Metro sound fiscal stewardship.
premises. A well-integrated and sustainable 5.4 Apply prudent commercial business practices
expanded commercial presence should be to create a more effective agency.
undertaken through a holistic and phased
approach that enhances the customer
experience/environment and promotes
community stewardship.

What are the best practices? Current Practices:
Transportation agencies have adopted Communications (Marketing)
various revenue generating programs. > Metro’s Transit Advertising program is projected to
Examples include: generate about $300 million over a 10-year contract
> One thousand Amazon Lockers to be that runs from 2018-2028, which includes bus and rail.
installed at train stations throughout France, This analysis was done pre-pandemic. The revenue
serving travelers and commuters, as well as share Metro receives from the advertising is 55% for
local communities, across the country. 108
years 1-5 and 70% years 6-10.
> Japan utilizes significant amount > Currently, Metro is exploring digital ads on a limited
of available spaces for commercial number of stops, as well as adding to advertising on
advertisement in/outside transportation amenities for customer convenience, such as real-time
vehicles (train/bus), walls and pillars at information. Other initiatives being explored are a
train stations.109 commercial revenue strategy, corporate sponsorships
that would include short-term naming rights and

> NY MTA offers commercial advertising on
brand licensing, while minimizing negative impacts to

Metro Cards110
system wayfinding, legibility and customer experience.

> SF BART offers advertising opportunities
> Future projects include expanding revenue strategies

throughout the system, including more than
2,500 posters in stations and 5,300 posters to add advertising on Metro’s Rights-of-Way (ROW),

on trains.111 exploring expanding digital billboards, and digital bus
stops. Projects being considered would potentially
> Bi-State Development Agency (BSDA) found bring an additional $32 million in revenue annually.
a private company to purchase/install/
maintain fiber-optic cable and generate Countywide Planning & Development (Real Estate)
ROW lease payment over cable.112
> Current short-/long-term lease agreements generate
> Transport for London executes an aggressive approximately $12M/year, including:
commercial real estate and business leasing
program as means for revenue generation • Digital/non-digital billboards
and affordable housing.113 • Underground and overhead facilities for
> Google and TfL sign card-reader utilities, fiber optic communications and
sponsorship deal (two million pounds petroleum pipelines
for one-year sponsorship).114 • Kiosks and retail stores at Union Station,
> Utilizing digital ad infrastructure to heavy traffic areas and larger hub stations
add security features.115 • Temporary lease for food trucks
> Many of Tokyo’s terminal stations host • Expand filming permit program after COVID
small-scale shopping areas where • Other temporary lease for parking, retail, etc.
passengers can shop between catching
trains. These complexes have become > Working with the City of LA and the legislative office
big business by taking advantage of to commercialize additional digital billboards for a
prime locations to offer an array of projected revenue of $40M/year.
goods and services.116 > Considering a policy review pertaining to contract
awards for long haul bus operations to generate
more revenue over lease.

See; https://www.geekwire.

Recommendation: Suggested revenue opportunity studies may
include expansion and exploration of:
Metro should identify potential opportunities
to expand revenue sources by optimizing > Transit advertising with increased capacity
Metro’s existing assets and properties. Metro > Digital billboards; consider developing internal
should partner with the interested businesses capacity for implementation and maintenance
and consider sharing/transferring the cost/ of billboards
investments in building, installing and > Sponsorships
maintaining the facilities and tools as > Lease/license rights of way (ROW) for utilities
much as possible and practical. and communications
Piloting of each new commercial element will > Lease buses and stops for real-time geospatial
be critical and funds generated by increased and roadway data collection
commercial presence should be reinvested > Lease property for 5G towers
by Metro in the customer environment.
> Lease idle/available properties
The study should be led by the departments

•C  ommercial carrier lockers
currently tasked with revenue generation,

(e.g., Amazon, UPS, etc.)
Communications and Countywide Planning &

• Vending machines, retail stores
Development, who should coordinate
and station kiosk

with key stakeholder departments throughout
• Parking

the agency.
• Temporary retail stores
> Expand retail Metro logo items online
> Integrate retail programming at stations
> Lease Gateway building office space
(depending on Telecommute Policy)
> Expand filming permission
> More joint development
> Green infrastructure partnerships

Implementation Plan:
As noted above, we recommend that the
implementation be organized and led by
departments currently tasked with revenue
generation, Communications and Countywide
Planning & Development, in collaboration
with key departments throughout the agency.
Task/Deliverable Timeline 2022 2023 2024– Lead Dept(s) Budget
2021 2028 or FTE(s)
Identify Metro assets/resources and Marketing
potential revenues that can be generated
from them.
• > Real Estate

Use RFIs to test the market for Marketing

commercial partnerships/sponsorships > Real Estate
and identify impactful/significant
revenue opportunities.
•   > Other Key
Dept(s) as
Advance promising revenue generating Key Dept(s)
programs with plans (targets, responsible
department, timelines) and RFPs.
• •
as applicable

Monitor customer reactions to commercial

presence on system. • • • • Marketing

37. Identify Funding for Incentives
to Reduce Car Ownership
Summary: Equity Analysis:
Explore potential progressive revenue This recommendation will focus on progressive
sources, such as federal or state funding, revenue sources that do not disadvantage low-
a vehicle license fee or a tax on commercial income populations. As an example, a vehicle
parking, that could fund needed transit license fee is a very progressive means of raising
operational improvements, as well as revenue, especially if it is based on the value
incentives for households to go car-free of the vehicle, because lower-income people
or car-light. tend to own less expensive cars and fewer cars.
Proceeds from any new fee would go primarily
Why is it needed? towards low-income individuals since it will

be targeting alternatives to driving and giving

LA County residents have been acquiring
vehicles at an unsustainable rate for many money to car-free or car-light households, which

years, and the pandemic could increase that tend to be low income. If desired, low-income

demand if other cities around the world households under a certain threshold could be
exempted from any new fee.

are any indication. We need to fund and
incentivize effective mobility alternatives
to car ownership quickly, and this should Which Vision 2028 goals does this
be done through a revenue source that is help implement?
progressive and/or exempts low-income 1.1 T
 arget infrastructure and service
individuals. In order to do this we need to investments towards those with the
look for new sources of funding, since most greatest mobility needs.
existing sources are dedicated by law to
specific projects. 5.2 E
 xercise good public judgement and
sound fiscal stewardship.
What are the benefits? 5.4 Apply prudent commercial business
This could potentially help shift many practices to create a more effective agency.
Angelenos away from driving as their default
mode, thus enabling a more equitable and What are the best practices?
sustainable transportation system for LA Transportation in the U.S. tends to be funded
County. There would be reductions in traffic through taxes on fuel or other sales taxes.
congestion, pollution, and vehicles deaths Unfortunately, both of these taxes are inherently
and injuries. Buses would move faster and regressive in nature, meaning they are applied
come more frequently, offering a more viable uniformly regardless of income and therefore
alternative for those who must or who choose create a greater burden on low-income families.
to forgo car ownership. Moreover, these taxes are strongly linked to the
economy; when times are good people drive
What are the costs or cost savings? more and buy more stuff. When times are bad,
This depends on the revenue source as they are now, revenues from these taxes fall
selected, but as an example, even a small short, hampering operations, slowing projects
vehicle license fee, based on the value of the and creating deficits. By contrast, as an example,
vehicle, could raise substantial revenues in a vehicle license fee is more progressive because
a very progressive manner. According to the it is based on the value of the vehicle, which
Department of Motor Vehicles, there are over roughly correlates with income. A vehicle license
eight million vehicles registered in LA County, fee is also more recession proof, since vehicle
so even an average fee of $10 could raise over ownership is relatively inelastic and people tend
$80 million annually. to hang on to their cars even during a downturn.

Current Practices: Recommendation:
Metro tends to rely on sales taxes for most of Metro will conduct an internal analysis of
its revenues. Prior to Measure R in 2008 there multiple potential revenue sources to fund an
was some discussion and analysis of other incentive program in LA County, with a specific
potential revenue generators, but ultimately emphasis on progressive sources that do not
the sales tax was selected. There have been impose additional burdens on disadvantaged
other considerations of using vehicle license populations. Considerations will include the
fees or other car ownership related fees in political viability of such an effort, the amount
Metro’s history, but the strategy has never of potential revenue that could be raised, equity
been seriously pursued. impacts, economic impacts and incentives
created by the funding mechanism. The idea is
to recommend a suggested funding mechanism
to the Metro Board and ask the Board to include
such a proposal in Metro’s legislative program

or as a potential ballot measure, as appropriate.

If successful, this idea could raise substantial

revenues for critical operations needs and
incentives for people to switch away from

driving alone.

Implementation Plan:
Implementation Structure
This project will be led by OEI in partnership
with Government Relations, with assistance
from Planning and Operations.


Internal analysis. Research and potential

revenue raising mechanisms for LA County
2022 2023 2024–
Lead Dept(s)

OEI with
or FTE(s)

operational and incentive improvements.

Analyze based on revenue potential,
progressivity, feasibility and other relevant
• Relations,
criteria to identify best option(s).
Polling and outreach. Discuss potential OEI, Government $200,000
options with the public and conduct
polling to determine the best possible
options, if any, that can move forward.
• •  
Recommendation. If an option has been OEI,
selected, develop a recommendation and
bring to Metro decision-makers.
•   Government
Advocacy. If Metro moves forward, seek
political and public support for revenue. • • • Government

We Want Your Input


The task force is seeking public input on our

draft final recommendations. Use the feedback
form at
Comments are due by January 8, 2021.

The Recovery Task Force would like to specifically acknowledge
the many Metro staff who helped the task force develop ideas,
discuss how recommendations could be implemented, share
draft recommendations with the public through reports and
online meetings, and take action to advance recommendations.
Heartfelt thanks are also due to all Metro employees, for working

hard to maintain essential services and prioritize health and

safety during the pandemic, and for positioning Metro to recover.

Aurea Adao, Communications Jeeseong Chung, Countywide Planning & Development
Annelle Albarran, Countywide Planning & Development Rick Clarke, Program Management
Shahrzad Amiri, Congestion Reduction Ken Coleman, Congestion Reduction
Abdollah Ansari, Program Management Carolina Coppolo, Vendor/Contract Management
Jennifer Arndt, Communications Michael Cortez, Communications
Nick Arevelo-Parrish, Human Capital & Development Anthony Crump, Communications
Patrick Astredo, Information and Technology Services Aaron Demirci, Countywide Planning & Development
Debra Avila, Vendor/Contract Management Diane Dominguez, Countywide Planning & Development
Paul Backstrom, Countywide Planning & Development John Downey, Information & Technology Services
Shalonda Baldwin, Management Audit Maya Emsden, Communications
Matthew Barrett, Office of the CEO Lizzette Espinoza, Management Audit
Glen Becerra, Communications Steve Espinoza, Human Capital & Development
John Beck, Countywide Planning & Development Iain Fairweather, Program Management
Linnea Berg, Countywide Planning & Development Michael Flores, Vendor/Contract Management
Jeff Boberg, Countywide Planning & Development Kali Fogel, Congestion Reduction
Nolan Borgman, Office of Extraordinary Innovation Joe Forgiarini, Operations
Brian Boudreau, Program Management Jim Gallagher, Operations
Kimberlee Buck, Communications Maria Garcia, Countywide Planning & Development
Stephanie Burke, Human Capital & Development Britta Geiogue, Communications
Joyce Burrell-Garcia, System Security & Law Enforcement Steve Gota, Program Management
Miguel Cabral, Vendor/Contract Management Susan Gray, Communications
Robert Calix, Communications Robert F. Green, System, Security, and Law Enforcement
Jacquilyne de Camarillo Brooks, Countywide Planning & Development Scott Greene, Operations
Robert Campbell, Congestion Reduction Carl Greenlund, Communications
Elke Campbell, Vendor/Contract Management Giselle Gudino, Communications
Peter Carter, Countywide Planning & Development Paula Guevara, Office of Civil Rights
Elizabeth Carvajal, Countywide Planning & Development Brian Haas, Communications
Denise Charles, Communications Norman Haddock, Information & Technology Services
Ernesto Chaves, Program Management Cassie Halls, Office of Extraordinary Innovation
Anna Chen, Communications Raffi Hamparian, Communications
Stewart Chesler, Operations Christina Harrington, Communications
Conan Cheung, Operations Robert Heavrin, Communications

Ken Hernandez, Risk Management Joanne Peterson, Human Capital & Development
Elba Higueros, Office of the CEO Jamal Polk, Communications
Joni Honor, Communications John Potts, Countywide Planning & Development
Alisha Hornsby, Human Capital & Development Andrew Quinn, Office of Extraordinary Innovation
Craig Hoshijima, Countywide Planning & Development Dolores Ramos, Operations
Jonathan Houck, Information & Technology Services Yvette Rapose, Communications
Don Howey, Human Capital & Development Craig Reiter, Program Management
Steve Hymon, Communications Chris Reyes, Operations
Frances Impert, Countywide Planning & Development Holly Rockwell, Countywide Planning & Development
Nils Jepson, Communications Alfred Rodas, Management Audit
Desarae Jones, Communications Maritza Romero, Office of the CEO
Eric Juhos, Communications Jefferson Isai Rosa, Communications
Tom Kefalas, Program Management Ernie Ruben, Human Capital & Development

Michael Kek, Information & Technology Services Giancarlo Rubio, Communications

Chad Kim, Operations Diana Ruzova, Communications

Matthew Kridler, Countywide Planning & Development Ayda Safaei, Communications

Mehul Kumar, Information & Technology Services Jesse Sanchez, Communications
Alvin Kusumoto, Program Management Sandra Sanchez Blanco, Human Capital & Development

Lan-Chi Lam, Communications Aaron Santos, Office of the CEO
Wells Lawson, Countywide Planning & Development Nicholas Saponara, Countywide Planning & Development
Nadine Lee, Office of the CEO Avital Shavit, Office of Extraordinary Innovation
Michael Lejeune, Communications Georgia Sheridan, Countywide Planning & Development
Cris Liban, Program Management Tashai Smith, Vendor/Contract Management
Jacob Lieb, Countywide Planning & Development Vanessa Smith, Communications
Timothy Lindholm, Program Management Anika Smart, Information & Technology Services
Mark Linsenmayer, Countywide Planning & Development Patricia Soto, Communications
Jody Litvak, Communications Jessica Spearman, Vendor/Contract Management
Ray Lopez, Risk Management Marie Sullivan, Countywide Planning & Development
Jackie Lopez, Communications Vincent Tee, Information & Technology Services
Lily Lopez, Vendor/Contract Management Carl Torres, Operations
Jim de la Loza, Countywide Planning & Development Daniel Tran, Congestion Reduction
Michael Luna, Countywide Planning & Development Alvin Trotter, Program Management
Nick Madanat, Operations Stephen Tu, Operations
Marc Manning, Operations Michael Turner, Communications
Israel Marin, Operations Sidney Urmancheev, Vendor/Contract Management
Lindsay Mason, Human Capital & Development Danielle Valentino, Communications
Patrice McElroy, Human Capital & Development Ana Vallianatos, Communications
Maria Meleandez, Human Capital & Development Jordan Vann, Communications
Shaun Miller, Office of Extraordinary Innovation Wayne Wassell, Operations
Bernadette Mindiola, Communications Andre Wills, Management Audit
Jess Montes, Operations Loree Wilson, Operations
Michelle Navarro, Office of Management & Budget Jonaura Wisdom, Office of Civil Rights
Sharyne Ng, Human Capital & Development Jin Yan, Office of Management & Budget
Ana Oquendo-Perez, Communications Cathy Yates, Risk Management
Brad Owen, Program Management Zipporah Yamamoto, Communications
Ivan Page, Vendor/Contract Management
Liza Parks, Office of Extraordinary Innovation
Bryan Pennington, Program Management
Colin Peppard, Office of Extraordinary Innovation
21-13333bg ©2020 lacmta


Recovery Task Force
Timeline and Progress

> The Recovery Task Force was launched > Task force members divided into small working
by CEO Phil Washington in April 2020. groups to begin developing more detailed
implementation plans for these early action
> SLT members nominated staff to the items in discussion with responsible departments.
task force, and ratified the list of members. These working groups also developed cost
Once it was constituted, task force recommendations for the second set of early
staff and members drafted and signed action items.
a charter identifying goals, structure,
roles and timelines. > To inform its deliberations, the task force heard
presentations on internal resources and programs
> Task force participants quickly identified that could contribute to recovery. These included
more than 100 potential recommendations presentations on equity assessments; results from
that can help Metro achieve its recovery a survey of 1,900 Metro customers surveyed in June;
goals. These ideas were drawn from a summary of interviews Aaron Weinstein and
programs and policies being implemented KeAndra Cylear Dodd conducted with Metro bus

by Metro in response to COVID-19; from operators to get their perception of Metro customer

conversations with Metro staff on additional experiences during the COVID pandemic; a research
recovery options; and from research on

memo summarizing the pandemic’s impacts on
recovery best practices underway around Metro and LA County and lessons from other

the world. disasters; the agency’s unsolicited proposal process;

> The task force established an equity and the Measure M Visionary Seed Fund. The task
subcommittee led by task force member force Chair met regularly with the head of Metro’s
KeAndra Cylear Dodds, the agency’s Incident Management Team to exchange updates.
Executive Officer for Equity & Race. > The task force developed an external and internal
The equity subcommittee used a new outreach plan to share its work with – and gather
equity tool to perform a rapid equity recovery ideas from – the public, stakeholders and
assessment of potential recommendations. Metro employees. Committees and organizations
The purpose of this equity analysis is to that have been briefed by the task force include all
help identify which actions can help Metro Service Councils, Metro’s Policy Advisory
vulnerable customers and communities; Committee, Accessibility Advisory Committee,
reduce disparities;
and mitigate any the general managers and the Streets and Freeways
unintended harms. Sub-Committee of the various municipal operators
> The task force chose an initial list of 12 early within LA County, business organizations,
action recommendations in May 2020, transportation advocacy groups.
based on alignment with Vision 2028 and > The task force held its first virtual public town hall on
equity assessment, as well as on expected July 9, 2020. Over 300 participants logged on to two
recovery benefits, timeliness and financial simultaneous streams conducted in both English and
impacts. The Chair presented these 12 ideas Spanish. The task force shared its goals and outlined
to the SLT and to the Policy and Planning the initial 18 early action items. Members of the
Committee of the Board of Directors. The public were invited to comment on these items and to
task force published its first report with suggest additional problems or solutions that the task
these 12 early actions on June 1, 2020. force could consider. The approximately 50 comments
In June, the task force recommended that we received cover a range of issues. A sample of
an additional six early actions. The task these follow:
force published its second report with
these additional six recommendations
on July 8, 2020.

• How is Metro ensuring social distancing • Doesn’t encouraging more bike riding
and setting maximum vehicle loads? and telecommuting reduce transit use?
• Metro should permanently include equity • Can Metro’s planning process have a less
in decision making. top-down approach?
• Can Metro provide more public restrooms • Metro should partner with LAUSD to build out
on the system? WiFi access points to allow all students to take
• How can Metro make it easier for part in distance learning.
seniors to refill TAP cards without • Can the Traffic Reduction Study be accelerated?
touching machines? • Can Metro let riders determine when their
• How are fares being collected during 7- or 30-day passes start and end?
the pandemic? • Is Metro helping cities repurpose street space
• Can Metro reduce pricing of parking at for walking, bikes and outdoor dining?
Metro stations during the pandemic? • Is the task force learning from how other transit

• Is there a process to receive unsolicited systems are responding?

proposals related to recovery? • Can Metro offer incentives to help encourage

• What first and last mile options are riders to come back?

available for customers who are unable • Will Metro commit to continuing enhanced clean-

to ride bikes? up of trash and elevators even after pandemic?
• Metro should consider increasing the • Will Metro allow greater flex scheduling for staff?
number of people in a car needed to
use HOV lanes. > The task force published its third progress report
• How is Metro planning to enhance on August 12, 2020.
bus stops? > The task force identified two additional early action
> The task force held its first virtual internal recommendations in August 2020 and brought these
town hall for Metro staff on July 23, 2020. to Metro’s SLT.
Staff signed on to hear about the task force > During late summer and fall of 2020, the task force
and to ask questions about its work and began identifying final recommendations. These
to recommend ideas for the task force to are recovery recommendations that are less time-
consider. During the event, 1,177 employees sensitive than early action items, but have potential
watched by livestream and 216 tuned in major upsides in advancing economic recovery,
via webcam. Comments and questions mobility and equity. The task force presented an
touched on a variety of topics, some of initial list of these final recommendations to SLT.
which include child-care and education,
active transportation, ridership, congestion > The task force held its second set of public and staff
pricing, contactless and mobile payments, online town halls on October 1, 2020, to get feedback
safety, cleaning, etc. Among the comments on the list of potential final recommendations. Public
from staff were: comments and questions included:
• Does authorizing more telecommuting • What are the biggest barriers to integrating local
after the pandemic require Metro transit agencies?
Board action? • The biggest frustration with transit is waiting 30
• Metro should release a TAP app with or 40 minutes for a ride. As a solution, Metro
different languages commonly spoken could incentivize riders with a free TNC ride to
in LA County. get them where they need to go once they’ve waited
30 minutes or longer.

• Will you take away safety measures • What kinds of barriers do we have to adding retail
currently in place? businesses to rail stations like they have in Japan
• When Metro considers bus capacity, and Hong Kong?
is it calculating it based upon pre- • What is being done to improve personal experience
COVID-19 capacity or current capacity, in transit and get the same experience you would
which removes a significant portion get in your car, like charging station, WiFi, etc.?
of the front of the bus? • To make the rider experience better, will there be
• Great to see recommendations on a renewed emphasis on problematic passenger
Complete Streets and incentives to conduct (hygiene, food/drink, fighting, loud
reduce car usage and disincentives to car music, etc.)?
ownership. How do you think the fareless • The huge increase in construction costs for transit
system idea might impact that? projects is not entirely unique to LA. Will Metro be
• The Metro Board recently passed the partnering with other agencies across the country
budget and included an amendment or even internationally to investigate the drivers

that asked to staff for an Operations of these cost increases?

Recovery Plan. Will this task force be

working on that? How can we get back > The task force refined the final recommendations

to pre-COVID service and then even and created implementation plans, including which
beyond to restore service? departments would take the lead on advancing final

recommendations, what tasks and deliverables would
• Because this is LA, can we Hollywoodify be, and what a timeline for implementation would
Metro and make it “cool” to ride transit? look like. A modified set of final recommendations
Can we get celebrities with masks was shared with SLT and Board staff in October
randomly riding the buses for selfie and November and with the Executive Management
opportunities and other interactions? Committee of the Board in November 2020.
Staff comments and questions included: > The task force wrote this report to share its
• In addition to incentives to reduce vehicle research and recommendations with the public.
ownership, can Metro take on new
measures to encourage telecommuting,
such as offering free countywide high-
speed broadband access to registered
telecommuters, transit users and low-
income communities?
• With the Board’s interest in the idea of
commercial sponsorships, how can the
agency assure that we maintain and even
improve legibility and brand recognition
for our customers, while also taking
advantage of the monetary potentials?
• Can you guys talk about the efforts on air
filtration/UV-C disinfecting technology?
• Can you talk more about how Metro
might support more affordable housing
near our stations? Even with Board-
adopted targets, this has proven
challenging, and we see more interest in
using our property for short-term housing
for those who are homeless.


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