Smashing the Bus vs. Rail MythA balanced transportation system is the answer

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politan SEPTEMBER/OCTOBER 1994

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TRO OVES

The MTA has been at the center of aspirited public and legal debate thesedays. When the MTA board approvedits 1994-95 fiscal year budget, part ofthe funds to reduce its $126-million

dollar operating deficit were to be obtainedby raising the bus fares from $1.10 to $1.35.

Set to go into effect an Sept. 1, the fareincrease prompted a lawsuit against theMTA by a coalition of grass-roots organiza-tions who charge that the fare increaseunfairly discriminates against minorities andthe poor.

The complaint, filed in the U.S. FederalCourt an Sept. 1, alleges that the MTA's railconstruction program is too costly and ituses funds that could cover the MTA's opera-tions shortfall. Further, the bus riders'coalition asserts that rail transit serves pri-marily the county's more affluent residents,while the poor and minorities make up thebulk of the bus ridership.

Temporary Restraining OrderU.S. District Judge Terry J. Hatter issued atemporary restraining order, and later a pre-liminary injunction, forbidding the MTA toraise its bus and Blue Line trolley fares. TheMTA was unsuccessful in appealing theinjunction before the U.S. 9th Circuit Courtof Appeals. The bus fare therefore remainsat $1.10 until there is a full hearing an thematter before Judge Hatten A hearing was

scheduled for Oct. 17, but the judge put thematter over again until Oct. 27.

Rail vs. Bus seems to be the real issue here.This article is not in defense of eithertransportation mode; rather, it is a state-ment of the facts concerning the MTA'sresponsibility to the citizens of LosAngeles County.

It's the MTA's j ob to plan, build and maintaina balanced transportation system thatserves the needs of all its constituents — andsuch a system consists of bus, rail and high-way programs. The MTA is working hard toaccomplish this goal.

A Balanced Transportation SystemIt is often said that Los Angeles area resi-dents live in their cars. While this may notbe true for mang who are transit-dependent,more Ulan 30 million passenger trips aretaken daily an Los Angeles' vast freewayand street system.

If L.A.'s population continues growing at itscurrent rate, travel demand will rise 31% bythe year 2015 due to a 33% increase in popu-lation and a 29% increase in employment.With only existing planned improvements,the average rush-hour speed will drop fromthe current 29 mph to only 7 mph by 2015,and street driving will slow to only 4.9 mph.

To help improve traffic flow and increasecommuter options, an integrated Metro

(continued, page 3)

Transit Tokens -The Best Deal inTown!Although the MTA has been pre-vented from implementing its newfare structure — at least until theresults of a hearing in the U.S.Federal Court an Oct. 27 beforeJudge Terry Hatter (see accompany-ing article an Page 1) — thefollowing is a breakdown of the newfare structure, as it compares withthe existing fare structure, and howusing the transit token can alreadybe a cost-saving method.

Choose TokensA 90-cent tokencan be used tocover the Base tran-sit fare an MTAbuses and Blue Linetrains. Using a token is a 20-centsavings when applied to the currentone-way base fare of $1.10

If, and when, the MTA implements anew fare rate of $1.35, using a

token will amount to a sav-ings of 45 cents per trip.In fact, as much as $4.50 aweek can be saved thisway for those who take

one round trip everyweekday.

About 25 mil-lion tokensare availableto the public,and can be pur-chased in bags of10 for $9. Eighty percent of these

(continued, page

CEO TalkBY RANNKLIN WHITE

Facts and Fictions

It seems ironicthat the MTAshould be accusedof racial prejudicein setting fareswhen approxi-mately 75% of ouremployees areminority and vir-tually every busand rail line weoperate serves

minorities. Odder still is the accusation thatthe rail lines under construction are to servewhite communities, when statistics showevery line under construction by the MTAwill serve predominantly minority groups.Here are the facts:

n Minority population in the rail corridorsthat we now serve or in which rail pro-jects are under construction averages81%.

n The Long Beach Blue Line has a two-thirds minority ridership.

n The Pasadena Blue Line, singled out as an

example of preference for wealthy whitesuburbanites, is actually defined by theFederal Transportation Authority as aminority line, with a 63% minority withinits corridor.

n Metrolink, a creation of five counties withits own board of directors, is funded fromseveral local voter passed initiatives, therevenues from which cannot legally be

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used for buses. Total MTA subsidy toMetrolink for fiscal year 1995 is $76 million— 2.6% of MTA's budget.

nTotal cost of MTA's combined rail program,including construction and operations, is29% of MTA's total $2.9 billion budget —not the 79% claimed by the plaintiffs.

The facts regarding who is and will be usingthe rail lines debunk completely the plaintiffs'claims of racial bias. Indeed, the chargesagainst MTA are not about discrimination,but rather about rail disenchantment comingfrom those who oppose rail construction.Their disenchantment is short-sighted.

The Southern California Association ofGovernments predicts by the year 2015 a 31%increase in travel demand arising from a 33%increase in population and a 29% increase inemployment. Notwithstanding the rail lineswe are presently building, with presentbehavior, in 2015 during the peak hour free-way speeds will average 7 mph and streetspeeds 4.9 mph.

Such conditions will destroy the regionaleconomy and make it impossible to meet cleanair mandates. Alternative modes, like rail,which supplement the road system, will clear-ly be needed.

Since the nay-sayers have no responsibilityfor and have failed to examine the future,they oller no solutions. But we, in positions ofresponsibility, recognize that the MTA has atleast two fundamental obligations:

To provide good transportation to today'sriders; and also

to prepare for the transportation demandsof tomorrow.

I believe the MTA Board struck the right bal-ance in pursuit of these two objectives andthat their decision is confirmed by the faredata from other urban centers which clearlydemonstrates L.A.'s proposed fares to befirmly in the mainstream. For example,Philadelphia's fare has been $1.50 for severalyears. It was, after all, the MTA's first fareincrease in six years.

Federal Court is no place for resolution of thisargument. How much riders ought to con-tribute to the costs of transit and where tostrike the Balance between service for todayand preparing for tomorrow are questions ofpublic policy and better left to a board respon-sive to the electorate. Whether rail ought tobe pursued also is a matter for the MTABoard, not the court.

Ironically, the judge's intervention may pro-duce the opposite effect of that sought by theplaintiffs. The new fare structure, if imple-mented on Sept. 1, would have eliminated $31million of our 94-95 deficit. The court's injunc-tion is costing us approximately $110,000 perweekday, or roughly $3.1 million per month.Even if we are successful, as I believe we willbe, balancing the budget may require addi-tional cuts in service.

Raising fares was no easy decision. Given achoice of a fare increase or significant servicecuts, the public preference was to retain theservice. In the end, the plaintiffs' pursuit ofits anti-rail agenda may force us to both raisefares and cut service. ©

("Tokens,"continued)

tokens were newly minted in anticipationof the fare increase. In short, tokens arethe best transit deal in town.

Transfers will continue to cost 25 cents,and only 10 cents for seniors, disabled.Monthly passes will still be available forthe elderly and disabled, and K-12 andvocational students at discounted rates.

"Our Jong-term plan is to have up to 660outlets available where riders may buytokens," said MTA Chief ExecutiveOfficer Franklin White. "I strongly urgeregular cash payers to use the conve-nient tokens."

Benefits When Traveling Between ZonesThere's some good news for those MTAbus and rail patrons who must travelbetween zones on their daily commute.Once the new fare increase is implement-ed, which will raise the base fare ratefrom $1.10 to $1.35, patrons travelingbetween zones can use a a 90-cent tokento cover their initial fare, after that, eachadditional zone traveled costs 50 cents.Before the new fare structure goes intoeffect, zone changes remain at 40 cents.

"Even though our zone rates may go upby a dime," said Franklin White, theMTAs chief executive officer, "when apatron uses a token for the base fare, heor she is ahead of the game by 45 cents."

Bus passengers who ride an MTAexpress bus, with a freeway as part of itsregular route, will be the most affecteuby the zone fare increase. Express busestravel a maximum of five zones. whichcan add as much as $2.50 to the base fare.The new zone fare for seniors, the dis-abled and blind patrons will increasefrom 20 cents to 25 cents.

The new fare structure also assignsthree zones to the Metro Blue Line Sys-tem. One zone boundary is between DelAmo and Artesia Boulevards, and theother one is between the Firestone andFlorence stations. Blue Line ridersentering any portion of the zones, willalso be required to pay an additional 50cents for each zone.

For example, a Blue Line rider boardingin Long Beach intending to go all theway to downtown Los Angeles could usea 90-cent token to pay the base fare($1.35 without a token), plus the addition-al zone charges to pass through twozones (50 cents each), which amounts to$1.00.

Also, northbound Blue Line riders wish-ing to transfer to the Metro Red Linesubway system in downtown LosAngeles, may do so at no additionalcharge. Riders who transfer to the RedLine should keep their northbound BlueLine ticket handy in case of inspection.

The fee to transfer between bus lines willonly cost 25 cents; seniors, disabled andblind passengers will only be charged a 10-cent fee for transfers to other routes. C)

r

Fare Comparison ChartThe following information details the current bus and rail fare structure, and the MTA-approvednew fares, which are subject to a ruling expected in the U.S. Federal Court on Oct. 27:

Cash base fare

Token (valid for base fare)

Zone Changes (per zone)

Transfer Charge

Senior, Disabled & Blind Base Fare

Senior, Disabled & Blind Zone Changes (per zone)

Senior, Disabled & Blind Transfer Charge

Monthly Pass

Express Stamps

Senior, Disabled & Blind Monthly Pass

Students (K-12) pass

CollegeNocational Students

Current New$1.10 $1.35

.90 .90

.40 .50

.25 .25

.45* .45

.20 .25

.10* .10 /use

42.00 none

12.00 none

10.00 12.00

18.00 20.00

25.00 30.00

*blind passengers ride free

How to Get Information About the Fares and Tokensn The MTA has published a series of information brochures explaining the use of tokens

and how they can be purchased. They are available on MTA buses and trains.

n Tokens are available for sale at over 400 outlets throughout the greater Los Angelesarea. For information on the nearest token sales outlet, call (213) 972-6235.

▪ For general information about fares and tokens, or to receive a brochure, patrons cancall 1(800) COMMUTE.

n For a recorded message about routes and fares, call 1(800) 870-OMTA (1-800-870-0682).

(continued, page 5)

("Bus vs. Rail," continued)

transportation plan is being developed thatwill include all available transportation ser-vices. Designed to be user-friendly, theMTA's bus, highway and rail programs con-tinue to expand and improve, making a casefor better mobility as we go.

Meanwhile, the California Department ofTransportation (Caltrans) continues toimprove and expand the state's highways toprovide a safe network of roads.

Proof is in the PuddingThe Northridge earthquake earlier thisyear, tragic as it was, provided the best casefor an integrated transportation system.Buses, trains and emergency freeway car-Pool lanes all worked together to keeppeople moving after the collapse of criticalportions of L.A.'s freeway system.

For example, within three days of the earth-quake, Caltrans had created temporarycarpool lanes on the Santa Monica Freeway,considered a main artery for downtown com-muters. Bus riders and ridesharingmotorists were able to travel in half the timeas those commuters in single-occupant cars.

The MTA and other municipal bus agenciesprovided extra buses, and many commuterstook advantage of them. And, finally, thebiggest boon of all proved to be the inter-county commuter rail network, Metrolink.Additional trains and extended routes wereadded within a few days of the earthquake.

Metrolink carried more than 30,000 dailypassengers during the next two weeks . Themajority of new riders on the Metrolink Sys-tem were from the northern areas of thecounty and beyond, where the earthquaketook its largest toll.

In addition, many of the county's employersjoined the cause by providing company vansat Union Station to pick up their employeeswho had traveled downtown by public tran-sit.

All of these efforts accomplished overnightwhat transportation planners have been try-ing to do for decades.

A similar experience occurred 10 years agoduring the Los Angeles Olympics.Angelenos came together — through stag-gered work hours, use of public transit, ridesharing, etc. — to ease getting around dur-ing a time when many more people thanusual were on our streets and highways.

L.A.'s experience during the Olympics andafter the earthquake disaster proves thattransportation solutions are not simply amatter of bus vs. rail. They are a matter ofthe public's acceptance and use of a varietyof transportation methods and modes.

Ridership NumbersIt has been projected by transportationexperts that when the Metro Rail System iscompleted (around the year 2001), there willbe at least 500,000 daily rail riders. Whenyou add that to the MTA's current bus rider-ship of 1.3 million, clearly both a rail and abus system are necessary to keep LosAngeles moving.

Overall, the MTA's rail systems currentlyrunning have steady ridership. The MetroBlue Line averages almost 40,000 riders aday, and the short Metro Red Line (a 4-milesubway) carries 17,000 daily. AlthoughMetrolink's ridership numbers later leveledoff and is now about 16,000 riders a day,that's an impressive count, considering thissystem is only two years old.

Comparing FaresThe transit fare on the Metro Blue Line isthe same fare a bus passenger pays — 81.10base fare, or $1.35 if the fare increase isimplemented; the current fare on the sub-way is only 25 cents.

Metro patrons can also take advantage ofthe best transit deal in town by using transittokens. At 90 cents apiece, one token coversthe base fare on either a bus or a Metro BlueLine train — a savings of 20 cents under thecurrent fare rate, or a savings of 45 cents ifthe rate increases.

Considering that the trains must travelgreater distances — from such outlyingareas as Santa Clarita and San Bernardino— the fares on Metrolink are appropriatelyhigher than those paid by most MTA bus rid-ers for much shorter commuting distances.

Minorities and Rail TransitThe main impetus of the bus riders' com-plaint against the MTA is a contention thatrail riders are primarily white and affluent.

(For further information about the actual

numbers to the contrary, please see CEO

Franklin White's column on Page 2.)

Stretching DollarsThe MTA oversees most of the money spenton transportation within Los AngelesCounty, which amounts to more than $3.6billion a year.

II 24% comes from taxes collected by thefederal government;

n 17% comes from state-collected taxes; and

n 59% is from local revenues (primarilyPropositions A & C).

In its complaint, the bus riders' coalition con-tends that the MTA can easily transfer itsrail construction funds to cover the opera-tions shortfall — instead of raising the busfare. This is not possible, as the facts bearout:

n Shifting $50 million from the PasadenaLine, as the coalition would have the MTAdo, is not only unfeasible, it is illegal. Theonly possible Blue Line money that couldbe transferred to operations is about $5million, available only if MTA defaults onits bond obligations.

n Metrolink gets no funding from the FTAfor construction or operation of its sys-tem. Funding is from local sources as aresult of several voter-passed initiatives,and cannot be used for buses.

n The total MTA subsidy to Metrolink forfiscal year 1994 is $76 million — which isonly 2.6% of the MTA's budget:

Balanced Budget for a Balanced SystemIn order to build and maintain any transportationsystem, there must be a balanced budget.

3

Briefly Speaking

NEWS ITEMS OF INTEREST

Judith Pierce Hired as CAOJudith Pierce, an attorney with 12 yearssenior-level transit management experience,has been selected as the MTA's ChiefAdministrative Officer. Pierce, who joinedthe MTA on Sept. 19, is responsible for man-aging the day to day operations at the MTA,and is specifically in charge of the adminis-trative and finance functions, including labor

relations, pro-curement and thetransit police.

Pierce wasrecently theAssistantGeneral Managerfor rail opera-tions at theSoutheasternPennsylvaniaTransportation

Authority (SEPTA) in Philadelphia, whereshe also served as Chief AdministrativeOfficer from January, 1990 through the endof 1992.

Before she joined SEPTA in 1990, Piercewas General Manager of the Brooklyn, andlater the Bronx, bus divisions in the twolargest boroughs of New York City. Beforeher transit experience, Pierce served asAssistant United States Attorney for theEastern District of New York.

Pierce earned her Juris Doctorate fromRutgers Law School, Newark, New Jerseyand her Bachelor of Arts in social and politi-cal sciences from The City College, NewYork. •

Metrolink Celebrates 2nd Anniversaryand Opens Cal State L.A. StationOctober 26 marks the second year ofMetrolink's operations. The anniversary cel-ebration is being held on that date at the siteof the Metrolink's newest station, which islocated on the southeastern edge of the CalState Los Angeles campus on StateUniversity Drive next to the I-10 freeway inEast Los Angeles.

During the past 12 months, the SouthernCalifornia commuter train system has grownto 350 miles, with 39 stations and 75 dailytrains. Average ridership exceeds 16,000passengers each weekday, making Metrolinkthe nation's eighth largest commuter trainsystem.

Metrolink's biggest challenge came earlierthis year when the ground shook violentlyon Jan. 17. Within a few days of the 6.6Northridge earthquake, Metrolink hadextended its service by 44 miles toLancaster in the Antelope Valley and deepinto Ventura County. Seven emergency sta-

tions were opened, and ridership nearlytripled as commuters searched for trans-portation alternatives to the quake-damagedfreeways.

In March, Metrolink opened its OrangeCounty Line with eight new stations andservice to Oceanside. In September, thenation's first childcare facility associatedwith a major transportation center openedat Metrolink's Montclair Station. •

MTA Moves Ahead to LandscapeMetrolink's Santa Clarita CorridorOn Sept. 21, the MTA approved a fundingagreement with the non-profit Los AngelesConservation Corps (LACC) to plant trees,native grasses and wildflowers alongMetrolink's Santa Clarita route betweenSylmar and Burbank.

There is no impact on the MTA budget, sincethe agreement is fully funded by state andfederal grants; one from the State ofCalifornia Environmental Enhancement &Mitigation Program (EEMP) in the amountof $183,000; and the other one from the fed-eral Transportation Enhancement Activities(TEA) program for $250,000.

Known as the Northeast San FernandoValley Greenway Project, this demonstra-tion project has been a coordinated effortbetween the MTA, Metrolink and local citiesalong the Santa Clarita right of way. It is theMTA's first large-scale greenway project ona right of way, and it will be a boon to bothMetrolink riders and the businesses and res-idents along the route.

The planting and seeding work will providejob training and experience to local youth, aswell as involvement opportunities for com-munity volunteers. This project also allowsfor future developments along the SantaClarita to Burbank corridor.

The total awarded under both grants is$433,000, including $12,000 for conceptualplanning and design, $292,000 for construc-tion, $14,500 for construction management,and $114,500 for truck watering (using recy-cled water). The LACC will receive the$292,000 amount for the planting and land-scaping.

The project was first brought to the formerLos Angeles County TransportationCommission (LACTC) board in 1992 whenapproval was given to apply for the EEMPfunds. Then, in 1993, after the LACTC and

Southern California Rapid Transit District(SCRTD) merged to become the MTA, theMTA board approved the application forTEA monies. •

MTA Supports Prop. 181

Statewide Initiative Could Generate $500MFor L.A.'s Rail Construction Projects

The MTA has joined state leaders and otherstate agenciesin support ofProposition181, astatewide ini-tiative onthe Novemberballot that, ifapproved,would provide$1 billion ingeneral obliga-tion bonds forfunding of railprojects inCalifornia.

"Passage ofthis proposi-

tion would allow some on-going MTA railprojects to proceed on schedule," saidFranklin White, the MTA's CEO. "Projectsthat could receive funding include the SanFernando Valley East/West rail line and thePasadena Blue Line," he said. •

$165M Federal Funds for Red Lineand $150M for Capital and OperatingNeeds ApprovedPresident Bill Clinton signed the 1995Department of TransportationAppropriations Act on Sept. 30, providingmore than $165 million to continue construc-tion of Segment 3 of the Metro Red Line,and more than $150 million for capital andoperating expenses.

The $165 million for the Red Line is thelargest allocation for any transit project inthe nation, and represents 26% of the totalbudget for new rail projects. The bill alsoprovides:

n More that $150 million in formula fundsfor mass transportation capital and oper-ating expenses to be administered by theFederal Transit Administration.

n $7 million for the continued constructionof the Gateway Intermodal TransitCenter at Union Station, a vital trans-portation hub linking five SouthernCalifornia counties that can eventuallyserve over 100,000 passengers a day.

n $6.5 million for the Advanced TechnologyTransit Bus, commonly referred to as the"Stealth Bus," a new generation bus thatuses lightweight materials and clean, fuel-efficient technology.

Representative Julian Dixon, who wasinstrumental in holding Los Angeles fundsintact throughout the appropriationsprocess, said "I'm pleased that the Congresshas affirmed its support for our region'sefforts to build a modern and efficient trans-portation system. CD

A Strike is Tough on EveryoneBy Arthur LeahyExecutive Director of MTA Operations

Twice in the last three years, as contractswith the MTA's three principal unions drewto a dose, a contingency service plan was inplace so that as many buses as possible couldserve the public if the unions walked out.

In 1991, the MTA and its unions reachedagreements, and a contingency plan was notnecessary. But, on July 25, 1994, the unionswalked for nine days — and an emergencyservice plan was kicked into action.

When the strike started, Los Angeles washit by major trottle jams and commutersfaced lengthy delays in getting to and fromwork. People who depend on public trans-portation were stranded, and many whonormally ride a bus to work, found them-selves driving their cars instead, whichadded to the congestion.

The MTA's first priority is to serve its riders,a strike notwithstanding. Thanks to the ded-ication and skill of the MTA's non-contractemployees (mostly management personnel),the contract bus providers that were com-missioned to provide temporary buses anddrivers, as well as the patience of our riders,we were able to transport more than 1.5 mil-lion passengers during the nine-day walkout.The MTA is literally the first transit proper-ty in recent history to operate bus and railservice during a strike.

The task of coordinating strike operationsfell to MTA Assistant TransportationDirector Ralph Wilson, a veteran of 27 yearsin virtually all aspects of bus operation,including being behind the wheel. Mr.Wilson's experience as a bus driver, divisionmanager and staff assistant over the yearsserved him well in his effort to coordinatethe emergency service plan.

I want to commend the MTA accountants,planners, and other non-representedemployees who suddenly found themselveslearning how to drive 40-foot buses. By thetime the walkout occurred, several hundredof these employees had already received thestate-mandated training for a skill theythought they would never need.

I also want to commend union leaders andcontract employees for their efforts inresolving the issues within a relatively shortspan of time, in a peaceful and cohesive man-ner. Strikes, notoriously, can go on forweeks, even months, and I know that unionemployees were concerned about getting thebuses back on the street in full force to servethe Los Angeles community.

There was a blessing in disguise during thistrying period because it afforded theemployees of this fairly new agency — anagency that was created by last year's merg-er between the former LACTC and the

former RTD — the opportunity to developcloser working relationships. As a result, adeeper sense of teamwork between the twoformer entities has evolved. I think it's alsosafe to say that all of us at the MTA learnednew ways our bus system can be improved. •

APTA Honors MTA'sAnti-Graffiti ProgramThe MTA has won a First Place Ad WheelAward from the American Public TransitAssociation (APTA), the nation's premiertransit advocacy agency. The annual AdWheel award program honors the best intransit marketing, advertising, public rela-tions and communications in the UnitedStates and Canada.

The MTA's winning program, Take Pride-Stop Tag, was developed by the MTA'smarketing department to halt the spread ofgraffiti and vandalism on MTA buses.

In its outreach efforts, the MTA has enlisted

("Bus vs. Rail,"continued)

The fare increase was was one of severalsteps taken this year to achieve a balancedMTA budget. After careful review over aperiod of months, and following two publichearings, the MTA's Board of Directorsvoted in July to raise the base transit fare by25 cents — the first hike in six years, and onethat brings Los Angeles up to par with tran-sit fares in other major U.S. cities.

The board also voted to discontinue the useof monthly transit passes, which riders canuse for unlimited boardings for a flat fee;however, discounted passes for elderly, dis-abled, and student riders were retained.

The board's decision was based on the factsregarding regular monthly pass users.Regular monthly pass users make up only18% of MTA riders. The least affiuent ridercould not afford the $42 pass rate, so by elim-

community support by launching several innov-ative programs. The strategy emphasizesprevention education for students and parents,as well as community involvement. VolunteerMTA employees have reached more than500,000 county residents in presentations tochurches, schools and civic groups, encouragingcommunity action against graffiti and vandal-ism.

The program is active in South Central LosAngeles, Watts, East Los Angeles, Chinatownand the Pico Union area, as wen as in some sub-urban communities throughout Los AngelesCounty. People are taught safe methods forusing cleaning solvents and provided withpaint, brushes, protective gloves and masks forcleaning bus shelters, benches, and surroundingwalls.

Meanwhile, the Transit Police continue to be onthe forefront of the agency's anti-graffiti cam-paign. The Graffiti Habitual OffenderSuppression Team tracks, apprehends, andprosecutes hard-core taggers. In addition, theMTA's Transit Police Department's No TAGprogram helps third and fourth grade school-children develop responsibility and seif-esteemso that they will resist graffiti, vandalism organg involvement.

There is also a partnership program with theschools located in areas where a high degree ofgraffiti on buses has been reported. CalledMETRO-WATCH, school staff ride MTA busesand report student vandalism and other inap-propriate behavior to a school-site coordinator.

When the MTA announced its Zero ToleranceProgram last year, the aim was to make 1,508buses — or 66% of the total bus fleet — graffitifree by the end of this fiscal year— a goal thathas been exceeded! The MTA countywide toll-free number for reporting graffiti activity is800-STOP-TAG.

Students busy at work in theirneighborhood painting over grafittias part of the MTA's Take Pride -Stop Tag program. The programwon a First Place Ad Wheel Awardfrom the American Public TransitAssociation (APTA), honoring thebest in transit marketing andcommunications.

inating the regular monthly pass, fare levelsequalized.

At the same time, the MTA instituted alarge-scale marketing effort to introduce the90-cent token to transit riders who may notbe aware of its cost-saving advantage. Atoken can be used to cover the base transitfare — which is, in effect, a 45-cent savings.

In addition, MTA reduced its staff by 600,cut in half the number of contracts awardedto outside services, endured a 9-day busworkers' strike to reduce labor costs by $20million, reallocated capital funds to makemore monies available for operating costs,and cut back on some bus routes.

None of these decisions were easily made,and at no time did the bus fare increase haveanything to do with the money allocated forrail construction. (Z)

5

tion, replaces McSpedon as the acting execu-tive officer of construction. Adams, who has43 years of construction experience —including 10 years on the Los Angeles railprojects — will manage the activities of theMetro Construction Division. •

Subway Update - MTA's RailProgram to be RevampedFranklin White, the MTA's CEO, hasannounced that an interim constructionmanagement plan aimed at strengtheningthe agency's rail construction program willsoon be put into place.

"Effective immediately, I'm replacingEdward McSpedon as executive officer ofconstruction and president of the RailConstruction Corporation," said White at anews conference on Oct. 11. "I believe achange of leadership and a different manage-ment approach is what is needed at this timein our rail construction program."

The plan also calls for the MTA to assumeimmediate control of construction manage-ment quality control and safety programsfor all construction projects.

"This action will ensure appropriate qualitycontrol measures are in place, and safetystandards are maintained," said White. "Wehope these measures will improve the Per-formance of the construction contractors andconstruction management oversight firm."

Problems IdentifiedOver the Aast few months, a series of prob-lems have been identified around theconstruction of Segment 2 of the Metro RedLine. One leg of Segment 2 is under con-struction from the Metro Rail station atWestlake/MacArthur Park (where the com-pleted Segment 1 ends) along the Wilshirecorridor to a station at Wilshire/Western.The second and Tonger leg extends along theVermont/Hollywood corridor and turnsnorth on Vermont Ave. and west alongHollywood Blvd. It is along this second legthat construction problems have surfaced.

Tunnel construction was halted on Aug. 18followed by ground subsidence alongHollywood Blvd. at Hudson Ave. Earlyexplanations of the sinkage include soft,sandy soil, broken water mains, and possibleearthquake damage.

In addition, it was discovered that the con-tractor, Shea-Kiewit-Kenny, apparentlyunder the oversight of the management firmof Parsons-Dillingham, had used woodwedges of insufficient strength to brace thetunnel. Preliminary tests also indicate thatcontact grout of sufficient quality may nothave been used, nor was it in adequateamounts or in a timely fashion. Thus, tunnelsupport may not have been capable of hold-ing the weight of the soil load above it.

All of these suppositions are currently beinginvestigated by the construction engineer-ing firm of Wiss, Janney, Elstner Associates,hired by CEO White.

"Allegations also have been made by theconstruction manager (Parsons-Dillingham)that the tunnel contractor (Shea-Kiewit-

Kenny) deliberately concealed shoddy work-manship in filling the expansion gaps in thetunnel liner," said White. "These allegationshave also been referred to our inspector gen-eral for investigation."

Local, State and Federal ReviewWhite's announcement about McSpedoncame six days after the Federal TransitAdministration (FTA) suspended futurefunding for subway expänsion, pendingimprovements in the management of L.A.'srail construction program.

White's plan for resuming tunneling alongHollywood Blvd. was forwarded to the FTAon Oct. 17. The Los Angeles City Council hasalso provided a consultant to review the tun-neling problems, and the report will beforwarded to him.

The State of California, which provides sig-nificant funding for the subway project, hasindicated its concern in the matter. SenatorQuentin L. Kopp will chair a committee thatwill meet on Nov. 2 in Los Angeles to reviewthe MTA's rail construction program andproject management. The hearing wasrequested by Senator Tom Hayden, whoheads the state's transportation committee.

Interim and Future PossibilitiesWhite has further stated that, subject toboard approval, the MTA will notifyParsons-Dillingham, the construction over-sight firm for the Red Line, that it will bephased out as construction manager forSegment 3 of the subway project, and herequested that Shea-Kiewit Kenny, the con-struction contractor currently buildingSegment 2, restructure its managementteam before it completes theVermont/Hollywood tunnel contract.

The MTA will determine whether to retainthese firms on the Vermont/Hollywood tun-nel contract based, in part, on a report beingprepared by the Wiss, Janney, Elstnerinspection team.

Meanwhile, a nationwide search will belaunched to find a permanent replacementfor the official responsible for the MTA's railconstruction program. In the interim, JohnAdams, RCC's vice president of construc-

Jerry Baxter Joins MTAIn another move to revamp the rail con-struction program, White engaged Jerry

Baxter, the regional chiefof operations for theCalifornia Department ofTransportation (Caltrans).Baxter left Caltrans inmid-October and hasjoined the MTA as aDeputy for Construction

Management Review. Over the next four tosix months, Baxter will study the MTA's con-struction management activities and makerecommendations regarding organizationaland procedural processes. •

Disband the RCCCEO White recommended to the MTAboard that the RCC be disbanded in favor ofa standing Construction Committee, and aConstruction Division be established tooperate within the MTA. The RCC's boardfunction could be performed by the commit-tee, made up of five MTA board membersand two outside contracting or constructionexperts. White's recommendation wasapproved by the MTA board at its Oct. 26meeting. •

San Diego Metro to Buy MTA'sChange Control SystemThe San Diego Metropolitan TransitDevelopment Board (MTDB) has formallyagreed to purchase the MTA's sought-afterChange Control System (CCS). The MTDB,which operates the San Diego Trolley andother public transit systems, plans to use thesystem to manage several large rail exten-sion contracts. The purchase agreement isexpected to be finalized withing the next fewweeks.

(continued, page 7)

MTA CEO Praises McSpedon'sContribution to Rail Program"Los Angeles owes Ed McSpedon adebt of gratitude for his years of leader-ship of the Los Angeles Metro Railprogram," said Franklin White, theMTA's CEO. "Ed was instrumental inthe design and construction of theMetro Blue Line, and in completion ofthe first segment of the Metro RedLine. He also was responsible fordevelopment of the Metro Green Line,planning for the Pasadena Blue Line,and much of the construction of the sec-ond segment of the Red Line, as well asthe planning and design efforts forSegment 3."

White told news reporters on October11 that he wanted to make it clear thatMcSpedon "has done outstandingwork" for the citizens of the region. ()

Kenneth Navran,Green Line theme linewinner

A Fish Tale: Kids RestockMacArthur Park LakeWith a collective flip of their tails, hundredsof mosquito-eating fish splashed into thelimpid waters of MacArthur Park on Sept.27. The guppy-sized fish were released bystudents from six Los Angeles elementaryschools who raised them in a project spon-sored by the MTA.

Restocking the lake with fish is one of thefinal steps toward full restoration of thesouth side of MacArthur Park, which wasclosed in April, 1991, for construction of theMetro Red Line west of the Westlake sub-way station. The children and their teacherswere joined in the ceremony by officialsfrom the MTA and the Los AngelesDepartment of Parks and Recreation.

The children spent many hours feeding and

caring for the fish, and, in the process, learnedabout biology, ecology and transportationplanning.

In restoring the lake after it had beendrained for subway construction, the MTArebuilt the lake with a new asphalt liner toimprove maintainability, upgraded the lake'saeration system to improve the oxygen sup-ply for aquatic life, provided new lighting,built a new walkway around the lake, pro-vided a new lighted fountain as the lake'scenterpiece, and enlarged the island in thelake's center. CD

Children onhand for therestocking ofMacArthurPark Lake peerinto one of thetanks used inthe classroomto raise the newfish for thelake.

("Working on the Railroad,"continued)This will be the first sale of our system," saidJeff Christiansen, vice president of programmanagement for the Rail ConstructionCorporation (RCC), the MTA's constructionarm. "The CCS fills a major void that existsin the heavy construction industry, andbecause of the level of support it provides,the system is in big demand."

The system, which was initially developedfor the MTA's in-house use, provides defini-tive contract change, claims, and documentsubmittal tracking, generates forms, and hasa mechanism for extensive retrieval of his-torical records. In 1991, the RCCdetermined that no existing software pack-age supported large construction projectswith their stringent federal, state and localfunding regulations.

Implemented in 1992, the CCS has realizednearly a 75% reduction in change prepara-tion time. The system also has beenrecognized as an important element inachieving more than 60% reduction inchange cost on the second segment of theMetro Red Line.

News of the the state-of-the-art system hasspread to other transit agencies and con-struction and engineering managementcompanies, and several firms and agencieshave expressed interest in obtaining the sys-tem. Since MTA board-approval wasobtained in February to market the system,more than 35 demonstration packages havebeen shipped. Further, the system has beeninspected extensively by federal, state,county and internal auditors, who continueto praise the system's effectiveness.

Revenues from CCS software sales will beused to offset the cost of continued mainte-nance of automated systems used by theMTA to manage rail project information.Such revenues will therefore to reduce over-all project costs. •

Metro Green Line ThemeSelected"The World Just Got a Little Bit Greener!"Remember the above words. They will soon

emblazon posters,banners, and pub-lic informationgiveaways atevents plannedaround next year'sopening of theMetro Green Line.

The MTA's mar-keting departmentheld a "name thetheme" contest forMTA employees tosubmit their ideas

for a Green Line theme. TransportationOperations Assistant, Kenneth Navran,came up with the grand prize winner amongthe more than 1,200 entries. For his idea, hewas presented the grand prize of a Saturdaynight stay for two on the Queen Mary, alongwith a champagne brunch, tickets to thePhilharmonie and the Los Angeles CountyFair, and Metro Green Line memorabilia.

Some of the other themes suggested include"Grow With the Green," the first prize win-ner submitted by Thomas McCluskey, anRCC team field office representative, andsecond prize winner "Green All YearRound," submitted by Arthur Martinez, asheet metal worker in the MTA's centralmaintenance facility. •

Metro Green Line CelebratesTrack CompletionSpeaking of the Green Line, the recent com-pletion of the its 20-mile trackway brings thesystem one giant step closer to a summer,1995, opening.

The idea of running a dedicated track along a

freeway median — in conjunction with thefreeway's construction — created somerather unusual design and construction chal-lenges. While Caltrans was responsible forconstruction of the 1-105, Metro Rail con-tractors Morrison Knudsen (MK) andHerzog Contracting Corporation haveinstalled the trackwork.

Though both contracts involved similarwork, each presented different challenges.Herzog's work encompassed the 3.5-mile ElSegundo guideway and Hawthorne Yardsection, and MK completed the 16.5-milefreeway portion.

Herzog's work on the guideway called forinstalling rail onto a concrete surface of anelevated guideway. Trackworkers customar-ily work close to the ground, but here theyfound themselves 30 feet in the air.

For MK, it wasn't a matter of elevation, butof track section availability. The contractrequired installation of traditional railroadtrack elements — concrete ties, rail, railChips, and ballast — on a 35-foot-wide earth-en right-of-way flanked on either side for

(continued, back page)

Green Line Resident Engineer HarrySteelman and Office Engineer JaniceGoodwin inspect completed trackway alongthe 1-105 Freeway.)

7

ROMOVES

MT A BOARD MEMBERS

EDMUND D. EDELMANChair / SupervisorLos Angeles County

MARVIN L. HOLEN, Alt.

RICHARD ALATORRECouncilmemberCity of Los Angeles

NATE HOLDEN, Alt.

MICHAEL D. ANTONOVICHSupervisorLos Angeles County

NICK PATSAOURAS, Alt.

RAUL PEREZCouncilmemberCity of Huntington Park

TOM CLARK, Alt.

YVONNE BRATHWAITE BURKESupervisorLos Angeles County

MAS FUKAI, Alt.

JIM CRAGINCouncilmemberCity of Gardena

HAL CROYTS, Alt.

DEANE DANASupervisorLos Angeles County

ROBERT J. ARTHUR, Alt.

JOHN FASANACouncilmemberCity of Duarte

PHYLLIS PAPEN, Alt.

GLORIA MOLINASupervisorLos Angeles County

VIVIEN C. BONZO, Alt.

RICHARD RIORDANMayorCity of Los Angeles

ZEV YAROSLAVSKY, Alt.

STAN SANDERSRUTH GALANTER, Alt.

DEAN DUNPHYEx-Officio MemberCalifornia Secretary of BusinessTransportation and Housing

JERRY B. BAXTER, Alt.JAMES W. VAN LOBEN SELS, Alt.

MEL WILSONHAL BERNSON, Alt.

LARRY ZARIANVice-ChairlMayorCity of GlendaleJAN HEIDT, Alt.

FRANKLIN E. WHITEMTA Chief Executive Officer

A monthly publicationproduced by the MTA.

Managing EditorWendy Taylor

Art DirectorAnne Roubideaux

Graphic DesignTerry McMahon

Photographers

George GrayWayne Salvatti

Deputy Director, Media RelationsJim Smart

eS1

ellMetro Moves is printedentirely on recycled paper.

("Working on the Railroad,"continued)

some 16 miles by foul- lanes of concrete free-way. The trackway's narrow configuration,coupled with more than 30 freeway over-passes and ramps, created clearance,construction staging and access restrictions.All this became more difficult once the free-way opened to traffic last year. •

MTA Issues Reimbursementsto Hollywood BusinessesBerta Selena , owner of El Golfo de Fonseco,a Salvadorean restaurant, receives one ofthe first reimbursement checks issued bythe MTA in early September to Hollywoodbusiness owners. The check compensatesMs. Selena for loss of business revenues

when her restaurant was closed due toground settlement that occurred duringMetro subway construction in the area.

With Ms. Selena, (in photo, from left) areJoel Sandberg, Metro Red Line Segment 2project manager; Icimar Selena, age 4, andAbdoul Sesay, MTA risk manager for railconstruction.

The MTA has processed and paid a numberof economic loss claims to businesses locatedalong Hollywood Boulevard between Wilcoxand Whitley avenues. The agency is alsoaccepting claims for property damage thatcan be traced to ground settlement. Claimsmay be filed at the MTA's Field Office, 6286Hollywood Blvd. C-4)

FIRST CLASSU.S POSTAGE

PAIDINTERNATIONAL

PROCESSINGSERVICESMETRO

METROPOLITAN TRANSPORTATION AUTHORITY-MTA818 West Seventh Street, Suite 1100Los Angeles, CA 90017213/623-1194

Jim 14alker

P. 0. Box 5416

Glendale CA 91221-5416

8

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