MetropolitanTransportation

METRO Authority

March 1996

0 0

driee

Special Feature MTAVictoly Over Graffiti

InsideGo-abead for Pasatlena Line

Smart Comdor Program

Red Line extension to Wilshire opensfuly

MTA Board asks Congress for $158.8 million

Ridership on MTA rad hnes up 23%

MTA to launcb new marketing campen

2

A fter years of fighting the blight ofgraffiti on Metro buses, bus stops

and terminals, the MTA is claimingvictory in one battle of the war againstgraffiti vandalism bus exteriors. Thesuccess of the program has created arenewed sense of pride and ownershipamong employees and communities.

lt began with a very simple idea:Remove graffiti from Metro busesimmediately and, over time, that willdiscourage tagging.

Simple, but significant, because by the

late 1980s and early 1990s, graffiti hadbecome rampant in Los Angeles. Gangsmarked their territories with thescrawled symbols of defiance. Metrobuses, heavily marked with graffiti,became traveling billboards for taggerswho competed to tag the most buses asthey passed through certain areas ofthe county.

In January 1991, the MTA launched theEnhanced Graffiti Abatement Program,targeting a single inner-city bus line asa test and assigning a mobile cleaning

crew to attack graffiti as quickly as itappeared. The MTA Board, at theurging of Antonio Villaraigosa, thenthe Board alternate to Supervisor GloriaMolina and now the 45th District stateassemblyman, gave the program itsardent blessing and $1 million in seedmoney.

The Zero Tolerance Program

Today, the program — known as ZeroTolerance has been integrated intoevery operating division and hasvirtually wiped out graffiti on all Metrobuses.

"Strong action was needed to break thechain of graffiti" remembers Antonio

continuecl onpage 6

Commitment to Higher Standards, ConsistentClean Up and Board Support, Key Elements ofMTA Victory Over GraffitiBy Biß Heard

Coun0; Pro bation

crew renzoves

gragiti from

bus interior

Page 2

Metro Red Line

Work Resumes on Hollywood/Vermont Tunnels

es,

MTA Review is prinledenarely on recycled paper

MTA Board Members

Ulm ZarianChairCouncilmember, City of GlendaleJan Heidt, Alt.

Richard Riordanist Vice ChairMayor, City of Los AngelesHal Bernson, Alt.

Yvonne Brathwaite Burke2nd Vice ChairSupervisor, Los Angeles CountyMichael Bohlke, Alt.

Richard AlatorreCouncilmembet; City of Los AngelesNate Holden, Alt.

Michael D. AntonovichSupervisor, Los Angeles CountyNick Patsaouras, Alt.

James CraginCouncilmembei; City of GardenaJoseph Dawidziak, Alt.

Deane DanaSupervisor, Los Angeles CountyRobertj Arthur, Alt.

John FasanaCouncilmember, City of DuarteBeatrice La Pisto-Kirtley, Alt.

Gloria MolinaSupervisor, Los Angeles CountyVivien C. Bonzo, Alt.

Raut PerezCouncilmemberCity of Huntington ParkThomas Clark, Alt.

Carol E. SchatzPresident, Central City AssociationRichard Alarcon, Alt.

Mel WilsonRealtorJackie Goldberg, All.

Zev YaroslavskySupervisoi; Los Angeles CountyRobert Abernethy, Alt.

Dean DunphyEx-Officio Member;California Secretary of BusinessTransportation and HousingKen Steele, Alt.

Joseph E. DrezvInterim Chief Executive Officer

-N 4 TA contractors have resumed

work on the Hollywood Boulevard

and Vermont Avenue tunnels of theMetro Red Line Segment Two. Work in

the tunnels had ceased after the lead

tunnel contractor, Shea-Kiewit-Kenny(SKK), was fired last July.

Two joint venture construction firms,Tutor-Saliba-Perini and Kajima-Ray

Wilson, who are already working on

Segment 3vo subway stations, wereawarded the work. The project includescompletion of the final tunnel linersand repair of the sinkhole that collapsed

an estimated 80 feet of one of the twintunnels adjacent to Barnsdall Park.

Kajima will be responsible for theHollywood Boulevard section,including repair of the sinkhole, at a

cost of $47.8 million. Tutor willcomplete the Vermont Avenue portion

for $15.4 million.

The MTA hopes to recoup all or most ofthe $66.7-million cost associated with

the sinkhole and termination of SKKthrough litigation.

The sinkhole is being repaired using

the cut and cover method. lt is thesame technique used to build subway

stations, and involves excavating atrench 106 feet long, 28 feet wide, and

90 feet deep. Vertical steel beams calledsoldier piles will be driven into the

earth around the perimeter of the

excavation to support the surroundingsoil. A soundwall will be erected on threesides of the perimeter of the area toberepaired, and will not intrude into the

two lanes of traffic that are now open.

Engineers will construct a concrete box

structure enclosing the collapsedtunnel section. The open cut will thenbe filled, and utilities and the street

surface restored to their originalcondition. The sinkhole work is

expected tobe complete by the end ofthe year, and will cost between $5 and$7 million.

Work on the Vermont Avenue tunnels,which was further along than that on

Hollywood Boulevard tunnels at thetime of SKK's termination, will be

completed this fall. HollywoodBoulevard tunnels will be completed in

the spring of 1997.

The Vermont/Hollywood portions of

Segment Wo are expected to open forpassenger service in the winter of 1998. nn

The Board Report MTA Board Activities in February

MTA Board Approves Aggressive CostContainment Measures and GivesGo-Ahead for Pasadena Blue Line

Metro ViewBy Joseph E. DrewMTA interimChief Executive Officer

etro bus operators don't

get enough credit. As ourprinciple service deliverers, they

have the most contact with our

patrons. They cany our nameand logo, and day after day

build our reputation, onecourtesy at a time. If they dotheir jobs well, we fulfill our

mandate.

lt is sad to acknowleuge theydon't always get treated with the

dignity, respect and courtesythey deserve. Theirs is not aneasy job. While behind the

wheel, they are exposed to many

risks and occasionalunwarranted criticisms.Sometimes they are threatened

and even injured by the verypeople they are trying to serve.

In spite of it, the Metro operatorsare asked to wear a smile, offer akind word and be as helpful as

possible to our riding public.

The assault on Metro BusOperator Donald DeBoe a fewmonths ago created both anger

and sadness among MTA

employees. Many people nowask how the agency can demandcourtesy and friendliness from

continued on page 4

The MTA board on Feb. 28, 1996

1 adopted key cost containmentrecommendations for the Pasadena

Blue Line, reducing the project budget

by more than $190 million and setting

the stage for resumption of

construction. The project is tobecompleted in 2001 — one year earlierthan originally scheduled.

In reaffirming its commitment to openthe 13.7 mile light rau l line, the boardapproved a new estimated budget of$803.9 million. The board also directed

that agency staff report back quarterly

on cost reduction efforts and scheduleforecasts.

The adopted plan also sets the June

board meeting as the deadline for anyadditional design changes to thePasadena Blue Line.

Last year, confronting continuing

project increases and fundingshortfalls, the board directed staff toperform a cost containment analysis on

the project. A multi-unit MTA task forceevaluated recommendations and

impacts of several key studies andreports, including :

• A value engineering studyby Fluor Daniel;

• A Pasadena Blue Line Peer Reviewpanel study and Operations PeerReview Committee report;

• A turnkey implementation analysisprepared by Booz-Allen Hamilton.

Acting on staff's recommendation, theboard also voted not to implement theturnkey concept, believing the potentialrisk to the MTA outweighs the potential

benefits of this approach to

construction. However, in a combined

motion put forward by Supervisors

Michael Antonovich, Gloria Molina,

City Councilman Richard Alatorre andDuarte City Councilman John Fasana,the board instructed MTA staff to reportback to them at the April costcontainment committee meeting withpossible turnkey options within theproject including specific stations, the

yard and shop, train control system,system equipment and systemelectrification.

"The millions in savings center largelyon design features and will not affect

the Operation or safety of the system,"said Joe Drew, MTNs interim CEO.

"Only one station previously underconsideration at Avenue 51 in LosAngeles will be eliminated."

Plans call for the Pasadena line toextend from Union Station to theeastern area of Pasadena. Thirteen

stations are planned. The line will serveresidential, light industrial and retailcommunities in the city of Los Angeles,the community of Highland Park andthe cities of South Pasadena and

Pasadena.

Stations will be located at UnionStation, Chinatown, Avenue 26, FrenchStreet, Southwest Museum, Avenue 57,

Mission Street, Fillmore Street, Del MarAvenue, Memorial Park, Lake Avenue,Allen Avenue and Sierra Madre Villa.

The line will be funded in part throughthe 1996 State ImprovementTransportation Program (STIP)

contributing $387.8 million. The fundswere awarded to the agency as capital

continued on page

"Metro View,"(continued from page 3)

bus operators if they do not feel safeon the job.

As interim GEO I feel responsible for the

safety of our operators. Their security isand will continue tobe one of theoverriding considerations guiding MTA

policy. The MTA Bus Improvement Plan

must include strategies to make eachbus and rail Operator feel more secure

in order for them to serve the public inthe best manner possible.

The Future of the Transit PoliceWe have received a joint proposal from

the Los Angeles Police Department andthe L.A. County Sheriff's Departmentoffering to take over law enforcementresponsibilities for the MTA. Under theproposal the MTA transit police would

be merged into these two departments,and both LAPD officers and sheriff's

deputies would patrol the bus and raulsystem.

Proponents believe that together thetwo agencies could provide more

officers to monitor the bus and rad

lines than we have now, at less cost.

This would be a significant policychange, but one that our board is

analyzing very carefully through aspecial Transit Law Enforcement

Subcommittee.

The fact that this evaluation isunderway should not detract from theperformance of our present lawenforcement structure. The MTA has an

outstanding police department.Nevertheless, the board's goal is todeternnine how to achieve the best

possible security for our patrons, transitoperators and facilities. We are listening

to the experts. If we determine there is abetter mousetrap, we should use it.

MTA to Purchase Morethan ZOO New BusesIn Februaly the board approved a bidrequest for at least 200 new Compressed

Natural Gas (CNG) buses. The board alsodirected the staff to get a bid for 50 more

buses, should we identify funds to pay forthem. This decision will enable us to

retire hundreds of 15-year-old buses thathave completed their life cycle.

The new bus purchase represents a$70 million investment in passenger

service, economy of Operation and in acleaner environment. Our riding publicwill enjoy brand new, state-of-the-art

vehicles equipped with wheelchair lifts.The motorists who share the road withus and those along the way will benefit

from the cleaner exhaust.

This purchase of new buses was inkeeping with the board's long stated

commitment to alternative-fuelvehicles. The MTA will continue tobethe national leader in operating clean,

alternative-fuel buses. We are proudthat today we operate the largest cleanair fleet in the world. By 1998, whenthese new buses arrive, the MTA will

have more than 40% of its fleet —850 clean alternative-fuel buses —in Operation.

Home Buyer Workshopfor Nei ghbors of Red LineEast Side ExtensionOn February 24, the MTA sponsored thefirst in a series of home ownership

workshops for the East Los Angelescommunity. The workshops are the

outgrowth of the authorization by theFederal Transit Administration to payrelocation benefits in a lump-sum to

families who will be moved from their

residences as a result of Red Lineconstruction in East Los Angeles.

The hope is that the lump-sumpayments will become the down-

payment for families now renting whowant to become home owners. Eachworkshop will provide the information

necessary to hell) famil ies make thistransition.

MTA Assists PassengersAffected by Laidlaw StrikeMetro bus operators and theirsupervisors are to be commended for

their efforts and good will in helpingthousands of Foothill Transitpassengers who were left without

transportation by the strike of

Laidlaw operators.

As soon as the work stoppage,affecting half of Foothill's service, wasannounced, the MTA began honoringFoothill Transit monthly passes on allMetro Bus lines serving the San Gabriel

Valley. Within hours, the MTAexperienced a significant increase in

ridership, particularly on the linesserving the El Monte station.

The assistance provided to the Foothill

Transit passengers underscores thepartnership we have formed with other

transit operators to ensure the ridingpublic is served. We all can be proudthat we and the municipal transit

operators take every opportunity toreinforce this framework of mutualassistance.

New Board Members WelcomedI want to conclude by recognizing andwelcoming the MTA's newest alternate

board members, Beatrice LaPisto-Kirtley, from the City of Bradbury, and

Joseph Dawidziak, from RedondoBeach. They are serving as alternates toboard members John Fasana and

James Cragin, respectively. We wishthem every success as they join theMTAs fine group of policy makers.

Joe Drew

MTA Extends Bicycle Locker Rental Program

rr he MTA's Metro Rail system isbecoming more accessible to bike

riders. New, high security bike racksand enclosed bike locker spaces havebeen installed at four stations of the

Red Line subway.

A total of 26 locker spaces are availablefor lease. A total of 32 free racks alsoare available on a first-come basis.

Bicycle storage facilities have been

installed at street level at UnionStation, Civic Center, Pershing Square

and Westlake/MacArthur Park.

Locker spaces are available: $25 for athree-month lease, $45 for six months,

and $70 for one year.

"Recent surveys tell us that one fourth

of all drive-alone commuters wouldconsider cycling as an alternative,"said MTA Chairman and Glendale CityCouncilman Larry Zarian. "We hopethese facilities will make our growing

rau l system more accessible to cyclists,

and encourage more people, especiallythose driving alone, to consider bicyclecommuting."

The leased locker spaces at each station

provide a completely enclosed and

reserved storage space for bicycles.Racks are designed for maximum

protection against theft, and allow thecyclist to place a lock in acompartment inaccessible to boltcutters. Included is a small, securedstorage compartment for bike helmetsor other accessories.

racks and lockers are thecontinuation of a program that will

eventually extend to most stations in

the Metro Rail system," said Joe Drew,MTA's interim CEO. "Our plans call foreach station of the Red Line segments

now under construction to have bikefacilities."

Cyclists who wish to lease a locker

should call MTA's Cycle Express line at(213) 922-3777, and request a LockerAgreement. The completed form and asecurity deposit of $25 should bereturned to the MTA. tim

Dr Jesse Simon, MTA

.Slaff and bicycle

enthusiast

demonstrates MTA

bicycle racks at the

Metro Red Line, Civic

Center Station.

Long Beach Creates Commuter Bike Station

atering to biking commuters, avid

cyclists and leisure riders alike, the

Bikestation, a full service bicyclestorage and rental facility, opens Mardi

29 in downtown Long Beach.

Eunded by a grant from the Intermodal

Surface Transportation Efficiency Actand matching funds from the MTA, the

Bikestation is part of an 18 monthdemonstration project to encouragebicycle usage and transit ridership.

Bikestation services include:

• Enclosed, guarded bicycle parkingfor $1 per day;

• Bicycle rentals;

• Repairs and maintenancetune-ups at market prices; and

• A commuter bike club which offers

special perks and discounts forregular patrons.

The facility also provides restrooms,changing areas and an outdoor patiofor refreshments from a Euro-styled

coffee bar. There is also a retail areawhere cyclists can purchase the latestin bicycle gear and accessories.

Located at the Long Beach Transit Mall

— First Street and the Promenade —

the Bikestation is expected toencourage bikers to continue their tripson the Metro Blue Line, Long BeachTransit, Orange County Transit or the

Runabout free shuttle.

Two Class-I bike paths extending morethan 33 miles, including 3.1 miles of

scenic shoreline also connect to theBikestation.

Designed by architect FernandoVazquez, the facility was built of

corrugated metal, galvanized steeland fiberglass.

LA CountD)Probation

crews prepare to

clean bus at MTA's

Regional Rebuikl

Center parking.

MPI's Gateway

Building in

background.

Special FeatureMTA Victory Over Graffiti,(continued from page 1)

Chavira, chair of the Zero Tolerance

committee and the MTAs EasternRegion General Manager. "Ridership

had fallen and, although a number of

factors were cited, graffiti created the

impression that Metro buses weredangerous."

Zero Tolerance ProgramHelps MTA Save $5 Milliona Year in Cleaning CostsThe success of the Zero ToleranceProgram has cut graffiti and other bus

fleet cleanup costs from approximately$21 million in 1993 to $16 millionannually.

"Our anti-graffiti efforts are paying off

both in reduced maintenance costs and

in favorable response from our riders,"says Arthur Leahy, MTA ExecutiveOfficer, Operations. "Not only do our

customers deserve the best conditionswe can provide, but improving the

appearance of the fleet will help the

MTA stay competitive with other transit

agencies in the region."

The program is organized into four

broad areas:

• mitigation

• education and community outreach

• vandalism mediation

and restitution

• improving the general

cleanliness of the fleet.

The Zero Tolerance Program is aimed

at "capturing graffiti in its infancy,"

according to Chavira. "If you let it go

one day, the next day it's twice as bad."

Primary targets of the Zero ToleranceProgram are bus exteriors, windows,

seats, interior surfaces and insect

control. Exteriors are considered to he

at 100 percent Zero Tolerance levels

now, although the immediate-removal

program is on daily alert.

By the end of March, 1996, MTA

maintenance crews will have installed573 complete sets of new bus windows

since July, 1995, and 1200 additional

sets are on order. The sets include

"sacrificial" plastic window inserts thatprotect the glass from etching by

vandals. When the new buses enteringthe fleet are taken into consideration, all

windows in the fleet will be graffiti free.

A mid-1995 inspection of the MTA's busfleet identified 68,000 seats among a

total of 144,000 that required cleaningor replacement. To date, some 12,000

seats have been renovated and 4,000

new seats remain tobe installed. Bynext summer, all 68,000 seats will have

been refurbished.

MTA Develops Rating System toMeasure Cleanliness on BusesThe bus cleanup program includes arating system benchmarked on a surveyconducted in june 1995, that rated the

cleanliness of seats, floors, interiorpanels, windows and exteriors. Monthly

inspections at each operating divisionhave shown incremental improvements

in all areas during the last seven

months.

"Our bus operators are seeing theimprovement and our service

attendants who clean the buses areexcited about our success," says John

Roberts, vice chair of the Zero

Tolerance Program and service

operations manager at MTA Division

15. "Our self-esteem is growing and

that will make us better competitors

with other transit fleets."

An element of the new self-esteem is the

work of 10 Division Advisory

Committees (DAC) led by Bill Gay,

senior communications officer incharge of the vandalism abatement

program and also a vice chair of the

Zero Tolerance Program. Some 175MTA operations personnel have

volunteered for the program. Thesemen and women make an average of

six presentations each week at area

schools and are involved in community

cleanup events somewhere in LosAngeles almost every weekend.

DAC volunteers work with youngmembers of such organizations as the

YMCA, Boys and Girls Clubs, church

groups and the Brotherhood Crusade,

making over a million anti-graffiticontacts a year. The youngsters

concentrate on cleaning transportationequipment, bus stops, terminals andsurrounding areas.

"Our goal is to create a pleasant

environment around bus stops for nurpassengers," says Gay. "I believe we've

achieved a high level of success inexterior cleanliness. We've also

delivered a message to the taggers that

we do not tolerate graffiti."

Taggers are Sentencedto Clean Graffiti onMTA Buses and FacilitiesAn area of growing importance in theanti-graffiti effort is that of involving

the taggers themselves in the cleanupeffort. Three programs address this

strategy: Los Angeles County's youthful

offender probation program, the

Juvenile Alternate Work Services (JAWS)program and the MTA's own Mediation

continued on page 7

N1€NPage 6

MTA to Save $4.5 Million Annuallyin Contracting Out Seven Bus Linesto Private Operators

Special FeatureMTA Victory Over Graffiti,(continued from page 1)

and Restitution Services (MARS)

program.

The courts sentence young offenders

and some adults to the probation or

JAWS programs to work on crewsassigned to clean MTA buses and otherfacilities scarred with graffiti. MTA

Transit Police arrested 143 juveniles for

vandalism between July 1 andDecember 1, 1995, and referred more

than 65 of those cases to the MARS

program.

The crews are able to clean about 75

percent of more than 150 buses that

transit the area daily. MTA Transit

Police, other police departments and

the judicial courts refer youngsterscharged with graffiti and vandalism

directly to the MARS program. Some

are apprehended as a result of thealmost 150 calls made each week to theMTA's 1-800-STOP-TAG phone line by

people reporting vandalisrn.

Presented with the cost of the damage

they've caused, many offenders chooseto work off their debts which are

computed at a rate of 24 hours of

community service for every $100 of

damage. Since March, 1995, MARScrews have cleaned some 11,000 busesand have worked more than 6,500community service hours.

"We've made tremendous progress in

improving the appearance of our buses

and the morale of our people with theZero Tolerance program," says Joseph

E. Drew, MTA interim chief executive

officer. "We've proven that with a

concentrated effort it's possible to erasegraffiti and curb vandalism. Our

employees along with the community

deserve tremendous credit for thegenuine comMitment they've shown

working so hard to whip this

widespread problem."

ffective February, bus service on

Line 205 (Willowbrook-Harbor

City-San Pedro) became the third

Metro bus line this year to be

contracted out to ATE Management

& Service Co., Inc. The change ispart of an ongoing effort to provide

public transit at the lowest cost

possible.

contracting out of this bus

service, as negotiated with ourunions, is good business and

benefits all riders," said MTA Board

Chairman Larry Zarian. "These

contracts will reduce the cost to thetaxpayer for these services and the

savings will be used to continue our

commitment to improving trans-portation throughout the county."

MTA estimates that once seven buslines have been contracted with ATE

Management & Service Co., Inc., a

savings of approximately $4.5

million a year will be realized.

Los Angeles Marathon runners andspectators traveled for free on the

Metro Blue Line, Green Line and RedLine to both the start and finish lines as

a result of a joint effort of AmericanHonda and the MTA.

"The Los Angeles Marathon was

accessible to the residents of LosAngeles County and other adjacent

communities through the Red and

Blue ihres," said MTA interirn ChiefExecutive Officer Joe Drew. "Since

vehicular traffic, as well as several

Metro bus lines, were interrupted or

MTA presently already has

contracted with ATE Management &

Service Co., Inc. to provide bus

service on Line 130 (Artesia Blvd.)

and Line 125 (Rosecrans Ave.).

Metro bus lines 225/226 (Aviation

Blvd.- Palos Verdes Peninsula); 232

(Long Beach-LAX); 270 (Monrovia-

El Monte-Cerritos) and 266(Lakewood Blvd.-Rosemead Blvd.)

are expected tobe turned over to thefirm this spring.

"ATE Management & Service Co.,Inc. was awarded a three year

contract to operate these services

based on a competitive proposalthat offered the highest potential

cost savings to the MTA," said MTAinterim Chief Executive Officer

Joseph E. Drew. " We believe theyprovide an outstanding

management and operating team.

They have a national reputation forquality performance."

rerouted during the marathon, the railsystem actually was the easiest way to

reach the start and finish lines."

Discounted 50-cent bus fares also were

available on Metro buses throughout

the county on the race day.

"The MTA is pleased to have joined

American Honda in a promotion thatincreased the awareness of publictransportation," said MTA Chairman

Lany Zarian. "lt was a great opportunityfor thousands of people to experiencethe convenience, safety and cleanlinessof Metro trains and buses."

MTA and Honda Joined Forces toOffer Free Rides to the L. A. Marathon

MTA ManagementThis chart reflects the current managemet structure at the MTi

oo

REVIEWPage 8

Stanley PhernambucqExecutive Officer,

Construction

L.A. KimballExecutive Officer,Administration

David SieversDeputy Executive Officer,

Green Line, Pasadena Blue Line andVehicle Acquisition Project

Michael GonzalezDeputy Executive Officer,

Corporate Affairs

Jim BrainerdDeputy Executive Officer,Chief Information Officer,

Information & Technology Services (ITS)

Steve Polechronis Rodney Dawson Art KlmballDeputy Executive Officer,

Red Line, Segment 2Deputy Executive OffKer,

Metro ConstructionDeputy Executive Officer,

Maledel Management

Charles StarkDeputy Executive Officer,

Red Line - Segment 3

Al ThiedeDeputy Executive Officer,

Engineering

Shirley MaimoniDeputy Executive Officer,

OrganizationNorth Hollywood Planning & Development

John AdamsDepuly Executive Officer,

Construdis

Joel SandbergDeputy Executive Officer,

Red Line - Segment 3

Brian Soto*Director,

General ServicesMid-City, Eastside

Jeff ChristiansenDepuly Executive Officer,

Program ManagementVelma Marshall

Director,Real Estate

VacantDeputy Executive Officer,

Human Resources

Rae JamesExecutive Officer,

MTA Communications

Maya EmsdenAssistant Director,

Metro Art

Scott MugfordAssistant Director,

Customer Relations

Phyllis TuckerAssistant Director,

Internat Communications

Warren MorseAssistant Director,Marketing Affairs

Jim SmartAssistant Director,Media Relations

Lupe ValdezAssistant Director,

Public Affairs

Gary ClarkAssistant Director,

Government Relations

Board of f

County Counsel(David Kelsey)

General Counsel

Helen BaienBoard Secretary

Arthur Sinailnspector General

Sharon PapaTransit Police Chief

Linda BeDeputy Chief E

Gail CharlesDirector,

Equal Opportune

Joseph EChief Execut

Ray IngeDirector,

Human Resources

Raman RajDirector,

Employee Relations

Organization ChartPage 9

since Joseph E. Drew became Interim Chief Executive Officer

ectors

Drew*live Officer

Board Member Alternate

1. L. Zarian, Chair 1. J. Heidt

2. R. Riordan, First Vice Chair 2. H. Bernson3. Y. Brathwaite-Burke, 2nd Vice Chair 3. M. Bohlke4. R. Alatorre 4. N. Holden

5. M. Antonoyich 5. N. Patsaouras

6. J. Cragin 6. J. Dawidziak

7. D. Dana 7. R. Arthur

8. J. Fasana 8. 13. LaPisto-Kirtley

9. G. Molina 9. V. Bonze10. R. Perez 10. T. Clark

11. C. Schatz 11. R. Alarcon

12. M. Wilson 12. J. Goldberg

13. Z. Yaroslaysky 13.8. Abernethy

14. D. Dunphy, Ex Officio 14. K. Steele

Judy SchwartzeBoard Liaison

thlinger*ixecutive Officer

Anthony PadillaDirector,

Internal Audit

Ronny GoldsmithChief Financial

Officer

Jim McLaughlinBus Sys. Imp. Plan/Muni Operator

Coordination

Art LeahyExecutive Officer,

Operations Pat McLaughlin"

Executive Officer,Planning and Programming

Larry Conn*Director,

Office of Budget & Management

VacantController

Agapito DiazDirector,Revenue

Richard Bunt*Deputy Executive Officer,

Operations and Administration

Ed Vandeventer"Regional General Manager,

Rail Operations

Shaker SawiresDeputy Executive Officer,

Technical Support

Ralph de la CruzDeputy Executive Officer,

Rau l Operations &Service Delivery Support

Frank Flores*Deputy Executive Officer,

Capital Planning

Keith KilloughDeputy Executive Officer,

Countywide Planning

Jon Hillmer*Regional General Manager,

Northern Region

Antonio Chavira*Regional General Manager,

Eastern Region James de la Loza*

Deputy Executive Officer,Mulitimodal Planning

Victor Mendez*Director,

Risk Managemenl-Construction Ellen Levine*

Regional General Manager,Western Region

Ralph Wilson"Regional General Manager,

Southern Region Dann Woodbury

Deputy Executive Officer,Operations Planning and Scheduling

Barbara AndersonDirector,

Risk Management-Operations " acting

Leslie FetterTreasurer

Criteria for organization chart inclusion:

Primary: Units that are one level below the Executive Officer levet.

Secondary: Units that are en the second level below the Executive Officer or DEO level units.

AS OF MARCH 1996

Western Normandie Vermont Westlake/MacArthur Park

71b Slreet/Melro Cente

Civic Center .

07"Union Station

Pershing Spare

Rau Construction Outlook

Page 10

Countdown to Grand Opening ofRed Line Extension to Wilshire and Western

xcitement is building as the MTA

completes plans for the grandopening of the Wilshire branch of the

Metro Red Line, July 13, 1996.

Heading west from the MacArthur ParkStation, the Metro Red Line subway is

expanding two miles and three stations

along Wilshire Boulevard.

The extension, which began construc-

tion in June 1991, will bring the length

of the Red Line to 6.4 miles, and add

stations on Wilshire Boulevard at

Vermont, Normandie and Westernavenues.

"We expect that this segment will boostridership throughout the Metro Rail

system," said Joe Drew, MTA's interimchief executive officer. "When we

opened the Green Line last summer,

ridership jumped on the Blue and RedLines. Overall, we saw a 23 per cent

increase in rau l ridership last year,and I predict we'llsee continued

improvement this year with theopening of the Wilshire corridor."

A comprehensive bus-rail interface

plan is being developed to ensure easy

access to each of the stations fromnearby communities and more distant

locations. Three community meetings

and a public hearing were conducted togather public comments and concerns.

"Our bus patrons who transfer to raul

along the Wilshire corridor will see asignificant reduction in their traveltimes," said Drew. "From the Western

Station to Pershing Square, the RedLine beats the bus by 12 minutes. And

for those passengers who have

destinations between our stations, we're

continuing to provide frequent, reliable

bus service that will stop at all locationsalong Wilshire Boulevard."

The plan envisions the Western Station

becoming a prominent transit hub,

with an initial 4,000 bus riders per day

estimated to transfer to the rau l line,

with several thousand more

transferring to local bus services.

The bus/rail interface plan will largelybe implemented when the Red Line

service is extended this summer. Total

system changes will be completed bythe Fall of 1996.

Construction of the Red Line along theWilshire corridor includes $3.4 million

for improvements to sidewalks, treeplantings and amenities such as bus

benches and information kiosks.

Known as "streetscape," the intent of

this program is to revitalize an areaand make it more attractive and

accessible to pedestrians.

"Streetscape is part of our commitment

to leave an area better than we found

it," said Drew.

Construction of the Wilshire corridor

overcame many challenges. The pond

conlinued on page 11

Metro Rail Progress (stalus by end January 1996)

Design Construction Progress Revenue Operation Date

Metro Red Line Segment 2

Wilshire Corridor 100% 86% Summer 1996

VermontlHollvwood Corridor 99% 53% 1998

Metro Red Line Segment 3North Hollywood Extension 89.3% 17.6% 2000

Mid-City Extension 0 0 TBD

Eastern Extension 8.5% 0 2003

Metro Pasadena Blue Line 79.6% 4.9% 2001

MTA Board Asks Congress for$158.8 Million for Metro Rail Construction REVIEW

Page 11

Rad Construction Oullook(continued from page 10)

at MacArthur Park was drained to allow

excavation of an access shaft for thetunnel boring machines. The tunnel

machines successfully mined through

both hard and soft ground conditions

without significant subsidenceproblems.

The station at Vermont Avenue is the

deepest so far in the Red Line system,

and features a unique, two-level

passenger platform to accommodateboth the tunnels that continue west to

Western Avenue and the tunnels that

turn north along Vermont.

"We're particularly proud of ourimprovement in safety while building

the Wilshire corridor," said MTAs

Executive Officer, Construction Stanley

Phernambucq. "We achieved more

than a 50 per cent reduction in lost

time accidents, and brought the rate

down to less than the national

average."

The two miles of the Wilshire corridor

puts the total mileage of the Metro

Rail system at 48, or just past thehalfway point of the 95 miles projected

under the MTA's Long Range

Transportation Plan.

The Wilshire corridor is the first

extension of the Metro Red Line since itopened in January 1993, and the first

portion of Segment 2 to open for

passenger service. Segment 2 will also

include three stations along Vermont

Avenue and two stations on HollywoodBoulevard. The Vermont/Hollywood

portion of Segment 2 is projected to

open during winter, 1998.

The Wilshire corridor will operate with

the same Breda rad cars currently in

service between Union Station and

MacArthur Park. Additional cars have

beeil ordered, and will enter service

with the opening of the Vermont/

Hollywood corridor.

-N TA officials testified on Feb. 27

before the House Appropriations

Committee to request $158.8 million tocontinue design and construction of

Metro Red Line extensions to the SanFemando Volley, East Los Angeles and

Mid-Cities area.

The officials also requested an

additional $40 million for bus and rail

operating and capital improvement

and funds for three other local transit-related projects.

Four MTA directors — Los AngelesMayor Richard J. Riordan, City

Councilrnan Richard Alatorre, Duarte

Councilmember John Fasana andCentral City Association GEO Carol E.

Schatz — joined MTA interim GEO

Joseph E. Drew in testimony before the

House Appropriations Committee.

Adding support in bi-partisan

representation before the committee

were Republican Representatives David

Drier, Jerry Lewis and Steve Horn; andDemocratic Representatives Julian

Dixon, Esteban Torres and Jane

Harman.

"The federal government's continued

support for public transportation in LosAngeles is a cornerstone of the local,

state and federal partnership toimprove nur region's public

transportation system, air quality andeconomy," Joseph E. Drew, MTA interim

Chief Executive Officer told thecommittee, noting that Los Angeles

taxpayers voted to provide 45 percent ofthe cost of constructing the Red Line.

Drew said one day of Metro Rail

construction means an economic

impact of $3 million to the U.S.

economy, mostly in Southern

California. About $650,000 of thatgoes to minority or women-owned

businesses. In 1995, he said, rail

construction created more than 15,000

jobs and expects to have created morethan 100,000 jobs by the time the

project is completed.

Drew also called on Congress to

continue ISTEA Section 9 funding forthe operation and capital costs of the

MTA's fleet of 2,050 buses, which he

said serve 95 percent of all transit ridersin Los Angeles. He said the 48 percentreduction in FY 1996 Section 9 funds"was a serious blow to the residents andeconomy" of the city.

MTA is also requesting $3 million to

continue the successful Los Angeles

Neighborhood Initiative (LANI) projectstarted in 1994. Federal Transit

Administrator Gordon Linton recently

visited three LANI sites, calling them"national models to demonstrate how

transportation seed funding can help

empower neighborhoods to turnthemselves around."

The MTA also asked for the final$22 million of the federal government's

commitment to the Advanced

Technology Transit Bus (ATTB), also

known os the "Stealth Bus." The bus

currently is in the design and fabrica-tion phase at Northrup Grumman

Corp. in El Segundo, with the first

prototype bus to roll out in October.

Six ATTB prototypes, scheduled for

cornpletion by the end of 1998, will be

tested in Los Angeles and other cities

involved in the national developmentproject.

Drew told the committee $15 million infederal funding is needed to match

$27.5 million in local funds for the

Santa Monica Boulevard Transit

Parkway. This project will reconfigure

a 2.5 mile segment of State Route 2between the San Diego Freeway and

Century City/Beverly Hills beginningin 1998. •

MrwPage 12

The Plannin Perspective — Lookin Ahead

MTA to Launch County-Wide Telecommuting NewsletterThe presses soon will roll on a new

MTA county-wide telecommutingand alternative workplace newsletter.The publication will address thecommon challenges facingorganizations and individualsattempting to implement alternativeworkplace strategies.

The newsletter, tobe calledThe Workplace Wire, will discussnew developments in telecommuting,os well as the experiences of private andpublic sector pioneers in the use ofsatellite offices, office hoteling andtelework centers.

The newsletter is part of an MTAoutreach project that includes two othercomponents: Professional seminars ontypical issues facing businessesimplementing alternative workplacestrategies; and a manual forimplementation of telecommutingprograms.

MTA's telecommuting and alternativeworkplace project is part of theTelecommunications Cluster of theSouthem California EconomicPartnership—a public-private

initiative to achieve regional air qualityand mobility goals without govemmentregulation.

Funding for the project is provided bythe California Department ofTransportation. The MTA is responsiblefor implementing the outreachprogram on behalf of theTelecommunications Cluster.

For more information about theprogram, please call the MTATelecommuting Hotline(213) 922-2811.

Santa Monica Freeway Smart Corridor Program Slated for Inauguration

A s the rest of Southern Californiaslows into traffic gridlock,

motorists driving between DowntownLos Angeles and Santa Monica willsoon enjoy the benefits of an innovativeprogram to improve the flow of trafficand decrease congestion and delays.

The Santa Monica Freeway SmartCorridor Program is designed tooptimize communication betweendrivers and agencies responsible fortraffic coordination, road emergencyassistance and law enforcement.

The project promises to increase by15 percent the average freeway speedand to produce even greater gains onsurface streets.

The Smart Corridor extends from SantaMonica to Downtown Los Angeles alongthe Santa Monica Freeway, andincludes Washington, Venice, Pico,Olympic and Adams boulevardsrunning parallel to the freeway.

The project combines new technologiesand sophisticated computerprogramming to monitor minute-by-minute traffic conditions and directdrivers to the best routes to byp asstraffic problems.

Elements of the Smart Corridorproject include:

• Electronic sensors embedded in theroadway to monitor traffic flow.

• MTA's Freeway Service Patrol--roving tow trucks that aid strandedmotorists.

• Changeable message signboards onthe freeway and surface streetsproviding up-to-the-minute trofftinformation and detour messages.

• Directional "trailblazer" signs onsurface streets and majorintersections to route traffic off andon the freeway.

• Screened-off accident investigationsites along the freeway to minimizegawker's block.

• On-ramp meters synchronized bycomputer and surface street signallights to smooth traffic flow on andoff the freeway.

• Radio broadcasts of current trafficand directional information everyhalf mile along the corridor.

• Closed-circuit television monitoringthe corridor roadways.

• Highway advisory telephone lineand personal computer dial-up linkproviding up-to-the-minutecorridor highway conditions.

The project, estimated to costapproximately $48 tnillion, is beingfunded through federal, state and localsources.

Development and Operation of theSmart Corridor is shared by the FederalHighway Administration, Caltrans, theCalifornia Highway Patrol, the MTA,the Los Angeles City Department ofTransportation, the LAPD, and the citiesof Culver City, Santa Monica andBeverly Hills. •

oo

REVIEWRidership on MTA Lines Up 23%Page 13

As it marked the third anniversaryof the Metro Red Line, the MTA

announced that ridership on its threeraul lines totaled 20.5 million in 1995,a 23 percent increase over theprevious year.

In the three years since opening day,Januaty 30, 1993, Red Line dailyboardings have risen from about14,000 to an average of 21,500 eachweek day. The line gained almost ahalf-million riders from 1994,averaging 485,975 boardings a monthin 1995.

Following the opening of the GreenLine in August, 1995, daily boardingson the Blue Line spurted upward by8,000. The Red Line showed anincrease of 2,000 daily boardings.

"The opening of the Green Line and itseffect on the Blue and Red Lillesdemonstrates that as the MTA improvesregional access by adding new raul

segments, ridership increasesdramatically," said Larry Zarian,MTA board chairman and GlendaleCity councilman. "These increases inridership have proven the wisdom ofbuilding an efficient mass transitsystem."

The Red Line currently serves fivestations between Union Station on theeast and MacArthur Park on the west.Three additional stations will be addedat Vermont, Normandie and Westernavenues when the MTA opens the2.1-mile Wilshire corridor this summer.

Looking Individuallyat the MTA's Rail Lines:• The Metro Blue Line recorded

12.65 million boardings in 1995,an 11.1 percent increase over 1994,when there were 11.4 millionboardings. The Blue Line, whichopened in July, 1990, averages

41,500 boardings each week day.

• The Metro Red Line experienced6.3 million boardings in 1995, a17.7 percent increase over 1994,when there were 5.3 millionboardings. The Red Line averages21,500 boardings each week day.

• The Metro Green Line, whichrecorded a total of 1.6 millionboardings in 1995, averaged 12,400boardings each week day during itsfirst five months of Operation.

"All these numbers add up toimportant conclusions," said JosephE. Drew, MTA interim chief executiveofficer. "More people are riding ourtrains because they are fast, safe andclean and because they can makeconvenient connections with our bussystem. That's the idea behind theIntegrated transit system we're buildingin Los Angeles County." •

MTA Opens MetroInformation Officein East L.A.

T he MTA has opened a new fieldoffice in East Los Angeles to

provide information related to theconstruction of the Metro Red LineEast Side Project.

The new field office is located atMariachi Plaza, near First Streetand Boyle Avenue. Mariachi Plazawill be the location of the second ofseven subway portals planned forEast Los Angeles.

"This field office is a symbol ofMTA's commitment to the EastSide," said MTA interim ChiefExecutive Officer Joseph E. Drew

"The community is encouraged tocome and receive informationabout construction activities, maps,brochures and fact sheets, as well asschedules on Metro bus and raulservices."

The Metro Red Line extension intoEast Los Angeles will span 6.8 milesfrom Union Station to AtlanticBoulevard. The project will be builtin two phases. The first phase isplanned to open in 2003.

The first four stations will be locatedat Little Tokyo/Arts District at SantaFe Avenue and Third Street,Mariachi Plaza at First Street and.Boyle Avenue, Cesar Chavez Avenueand Soto Street, and First Street andLorena Street. am

Board Report,Continued from page 3

project grants on an annual basis, asrequired for construction. These fundscannot be used for bus Operation orcapital expenditures.

In Addition, Local Fundi ligfor this Project Consists of• $68.4 million Proposition C

40% Discretionaly funds

• $194.7 million Proposition A35% Rail funds

• $152.9 million Proposition C25% Highway funds.

The line is expected to safely carry32,500 daily boardings and will havean hourly capacity of at least 3,700passengers in each direction.

Page 14

Linda Boblinger

Kim Kimball

MTA Sta on the Move

Linda Bohlinger NamedInterim Deputy CEO

TA Interim GEO Joseph E. DrewLV1 appointed as interim DeputyChief Executive Officer, LindaBohlinger, an executive with 20 years ofexperience in transportation planningand programming. For much of thepast six years, Bohlinger hos beenresponsible for directing rau l transit,bus and highway capital planning,programming, grants management,benefit assessment district programsand long-range financial planningactivities in her role as deputy executiveofficer of capital planning. She hadrecently been appointed MTA'sexecutive officer for planning andprogramming. Before joining the MTA,Bohlinger was deputy director fortransit development for the CaliforniaTransportation Commission inSacramento. In that capacity, her

Patricia V McLaughlin responsibilities included state funding

for such projects os Bay Area RapidTransit (BART), the San Diego Trolley,Sacramento Light Rail and Los AngelesMetro Rail.

Kim Kimball Appointed NewChief Administrative OfficerKim Kimball brings to his new positionas Chief Administrative Officer morethan 30 years of public transportationexperience from around the nation.Kimb all joined the MTA at its inceptionin April 1993, and served previously asa special assistant to the chief executiveofficer. Before joining the MTA, he wasgeneral manager of the MetropolitanSuburban Bus Authority in Garden City,N.Y., a subsidiary of New York CitysMTA.. From 1964 to 1974, Kimb all wasassistant general manager ofadministration for BART. After hisBART tenure, he served as adminis-trator for the Mass Transit Authority inBaltimore; executive director/general

manager for the RegionalTransportation District in Denver;general manager for the AlamedaContra Costa County Transit Districtin Oakland; and chief transportationofficer of surface operations for theNew York City Transit Authority.

Patricia V McLaughlinAppointed Interim ExecutiveOfficer for Planning andProgrammingAs new Interim executive officer fbrplanning and programming, PatriciaMcLaughlin is filling the positionvacated by Linda Bohlinger. She beganher transportation career working forthe former Southern California RapidTransit District in 1975. Then she washired by the former Los Angeles CountyTransportation Commission where sheworked as manager of transitprograms, manager of local assistanceand later was promoted to director ofthe San Fernand° Valley/ North

Rae James Seeking to Improve MTA's Credibility

Rae James, Executive Officer,Communications

R ae James is wearing a different hatin transportation—and the fit

appears to be perfect. Until December1995 she was the Deputy Mayor for theCity of Los Angeles, overseeingtransportation, planning,redevelopment and housing. Today sheis MTA's executive officer forcommunications.

Why would she leave a prominentposition at the most powerful office inLos Angeles?

"People talk about grabbingopportunities, but when opportunityknocks they complain about thenoise," James said. She had planned to

stay through the mayor's first term, butopportunity did knock, and shegrabbed it.

The communications department shenow heads faces many challenges andopportunities. lt includes more than200 professionals responsible forbringing the MTA's message to amyriad of audiences and distinctivepublics. Some are working to reassuredisgruntled residents and businessowners impacted by Metro Railconstruction. Others are dealingdirectly with an adversarial press,elected officials, or with MTA's 1 milliondaily customers.

James de la Loza

Steve' Polechronis

Ted Lewis

11A15Page 1)

County area team. Since May 1993,McLaughlin has served as MTNs deputyexecutive officer for multimodalplanning.

James de la Loza AppointedInterim Deputy ExecutiveOfficer for Multi-ModalProgrammingIn his new position, Jim de la Lozafills the vacancy left by PatriciaMcLaughlin. De la Loza has been withthe MTA in various capacities sinceJune 1991, most recently as director ofthe Central Area Team, responsible forMTA planning in the central area of LosAngeles County. He has also served asproject manager for the EastsideCorridor, the Metro Blue LineDowntown connector, and theExposition Park Branch Extension ofthe Metro Blue Line.

Prior to joining the MTA, Jim de la Lozaserved for six years as a projectarchitect with the Community

Redevelopment Agency of the City ofLos Angeles. He also worked for GruenAssociates and Sedway/Cooke from1082 to 1985.

Steve J. PolechronisNamed Red Line Segment 2Project ManagerAs the new project manager for theMetro Red Line SegmentlWo,Steve J. Polechronis overseescompletion of the Vermont Avenue andHollywood Boulevard portions of theMetro Red Line. He relieved CharlesStark, who had been acting projectmanager of Segment 'Am in addition toEis regular duties as project managerof Metro Red Line Segment Three.Polechronis has more than 10 years oftransportation project managementexperience in the public and privatesectots, and most recently worked atFluor Daniel, Inc. in Los Angeles. AtFluor Daniel, he directed systemwideproject management oversight for the

MTA, supervising a staff of 26.Polechronis was appointed by StanleyG. Phemambucq, MTAs ExecutiveOfficer for Construction.

Ted Lewis NamedMTA Director of EngineeringTed Lewis who was acting director, isnow permanent director ofengineering. He is responsible forstandards and specifications for theMetro Rail project. As the EastsideExtension of the Metro Red LineSegment Three moves ahead, Lewisand bis team will ensure allbackground documentation iscomplete when the section designersbegin final design work. Lewis hadbeen with MTA's predecessor agenciesfor more than eight years, and hasworked on all three segments of the RedLine, the Blue Line and the Green Line.Previously, Lewis was the lead commun-ications engineer for the Los AngelesCounty Sheriff's Department.

"It's not the challenges that weshould fear, but what matters is howwe respond to them," she said. "Wemust keep our commitments,follow-through with our word andbe truthful."

James said the image of the MTArests largely on those who havedirect contact with the public. Shestresses to her staff that first andforemost they have to be credible.

But she understands the magnitudeof the challenge ahead. "There isno magic bullet," she said."Earning credibility will take time."

She believes, however, that the wayin which the agency is perceived isalready changing. "We arebecoming more sensitive to theneeds of our customers and each

other. I believe in the MTA and in theemployees who are trying to respondto our many publics," she said.

Her vision?"I look forward to the day when thepress looks to our technical staff foreducational articles ontransportation and good quotes;when federal and state funders lookat the MTA as a high priority fortheir limited dollars; whencommunities know that we willtreat them fairly and humanely—without resorting to legalintervention."

"Finally, and most important," shesaid, "I cannot wait to hear ouremployees telling their friends andfamily what a great place this is to

work -- what a great role the agencyplays in the lives of our customers."

Before joining Mayor RichardRiordan's office, James worked forthree years in the Office of the ChiefLegislative Analyst for the city of LosAngeles, and prior to that she servedas assistant to the Administrator ofthe Community RedevelopmentAgency. She has also worked forWorld Airways, Cetus Corporationand the State of California,Department of Finance.

James holds a B.A. in IndustrialPsychology from the University ofCalifornia, Berkeley; and an M.P.A.in Public Finance from CaliforniaState University, Hayward.

Agency's new slogan, "Travel Smart.. .Take Metro."

MTA Launches New Marketing CampaignPage 16

UTA Review

monthly publication3roduced by the MTA.

Clara Potes-FellowEdllor

Anne RoubideauxArt Director

MTA Graphics DeptGraphic Design

Al MooreManager,Printing Services

Steve JostPholographer

Jim SmartDeputy Director,Media Relations

RaeJamesExecutive Officer,Communications

The MTA has launched a major newmarketing effort designed to

strengthen the identity of the MetroSystem and elevate perceptions andacceptance of the use of public transit.

The campaign includes a new slogan:"Travel Smart. ‚Take Metro."

The slogan was officially introduced innewspaper ads on February 20, and isnow being displayed prominently on allbuses and trains. lt also will become astandard element on all of the system'spromotional materials and printedcommunications.

This promotion will be furthersupported with an on-going advertisingcampaign on TV, radio and billboardspromoting the benefits of using Metrorail and Metro buses.

In conjunction with this effort, it is now

agency-wide policy to use only theterms "Metro," "the Metro System"and their derivatives (Metro Bus,Metro Rail, Metro Green Line, etc.)when identifying passenger services.Metropolitan Transportation Authorityand the term MTA will be reserved forbroader identification of the overallagency.

For the public lt is hoped that "TravelSmart...Take Metro" will come tosymbolize the wisdom of using publictransportation in Southern California.Internally, it is hoped the slogan willserve as a reminder of the agency'sresponsibility to keep the Metro Systemappealing to customers.

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