February 6, 2019 - Agenda - Metro TECHNICAL ADVISORY...

Wednesday, February 6, 2019, 9:30 AM

Agenda REVISED

Los Angeles County Metropolitan Transportation Authority

TECHNICAL ADVISORY COMMITTEE

William Mulholland Conference Room, 15th Floor

1. Call to Order/Roll Call Action (Rena Lum, Brian Lam)

2. Agenda Reports by Standing Committees Information Bus Operations (James Lee) Local Transit Systems (Sebastian Hernandez) Streets and Freeways (Fulgene Asuncion) TDM/Sustainability (Mike Bagheri) Attachment 1: Subcommittee Agendas Attachment 2: Subcommittee Actions 5 min

3. Chairperson’s Report Information 5 min (Rena Lum)

4. Consent Calendar Action

• Approval of Minutes Attachment 3: Draft January 9, 2019 Minutes

5. The Re-Imagining of LA County Possible Action (Twenty-Eight by ’28) (Laurie Lombardi) Attachment 4: Item 43 – The Re-Imaging of LA County Attachment 5: Presentation – The Re-Imagining of LA County Attachment 6: Motion 43.1 – by Butts re: Re-Imagining of LA County Attachment 7: Motion 43.2 – by Solis re: Equity Strategy for Congestion Pricing 30 min

6. Open Streets FY20 Mini-Cycle Information 5 min (Brett Thomas)

7. ATP Update Information 5 min (Shelly Quan)

8. CTC Update Information 5 min (Zoe Unruh)

9. Sepulveda Transit Corridor Information 15 min (Peter Carter)

10. Transit to Parks Strategic Plan Information

15 min (Lauren Grabowski)

11. Legislative Update Information 15 min (Michael Turner/Raffi Hamparian)

12. Goods Movement Strategic Plan Information

15 min (Akiko Yamagami)

13. Other Business

14. Adjournment

TAC Minutes and Agendas can be accessed at: http://www.metro.net/about/tac/ Please call Brian Lam at (213) 922-3077 or e-mail [email protected] with questions regarding the agenda or meeting. The next meeting will be on March 6, 2019 at 9:30 a.m. in the William Mulholland Conference Room on the 15th floor.

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http://www.metro.net/about/tac/

mailto:[email protected]

Attachment 1

Subcommittee Agendas

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NOTE TIME: 1:00 PM Thursday, January 17, 2019,1:00 P.M.

AgendaLos Angeles CountyMetropolitan Transportation Authority

LOCAL TRANSIT SYSTEMS SUBCOMMITTEEMeeting room – 4th Floor – Plaza View Room

Webinar Link:Please join my meeting from your computer,tablet or smartphone.https://global.gotomeeting.com/join/349163797

You can also dial in using your phone.(For supported devices, tap a one-touchnumber below to join instantly.)

United States: +1 (571) 317-3122- One-touch: tel:+15713173122,,349163797

Access Code: 349-163-797

First GoToMeeting? Let's do aquick system check:https://link.gotomeeting.com/system-check

1. Call to Order ActionSebastian Hernandez, Chair

2. Approval of Minutes ActionSebastian Hernandez, Chair

3. LTSS Election (Nominations and Election) ActionSebastian Hernandez, Chair

4. Review of the Bylaws InformationKathryn Engel, Glendale

5. Amend Exhibit A of Bylaws ActionSebastian Hernandez, Chair

6. Access Services: Fixed Route Partner Agency Meetings InformationEric Haack, Metro

7. New Business* TAC update* Plan dates and items for the new year* Agency Presentations dates for the new year

InformationLuz Echavarria, Vice Chair

Metro will validate your Parking ticket for this meeting’s attendance. Take your parking ticketto the 15th floor for validation.

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Thursday, January 17, 2019 9:30 a.m.

Revised Agenda

Los Angeles County Metropolitan Transportation Authority

Streets and Freeways Subcommittee

William Mulholland Conference Room – 15th Floor

1. Call to Order 1 min

Action (Bahman Janka)

2. Approval of Minutes Attachment 1: November 15, 2018 Minutes Attachment 2: Attendance Sheet Attachment 3: 90-Day Rolling Agenda

Action (Subcommittee)

3. Metro Report 5 min

Information (Fulgene Asuncion)

4. LRTP Update 10 min

Information (Paul Backstrom)

5. New Mobility Services 20 min

Information(Rani Narula-Woods)

6. Caltrans Report 5 min

Information (Steve Novotny/Jimmy Shih)

7. CTC Update 10 min

Information (Zoe Unruh)

8. ATP Update 10 min

Information (Shelly Quan)

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9. Crenshaw Northern Extension Update 15 min

Information (Alex Moosavi)

10. Autonomous Vehicles 25 min

Information (Ryan Snyder, Transpo Group)

11. Legislative Update 10 min

Information (Raffi Hamparian/Michael Turner)

12. Adjournment 1 min

The next meeting for the Streets and Freeways Subcommittee will be held on February 21, 2019 at 9:30 a.m. on the 15th floor, William Mulholland Conference Room. Please contact Fulgene Asuncion at (213) 922 – 3025 should you have any questions or comments regarding this or future agendas.

Agendas can be accessed online at: http://www.metro.net/about/sfs/

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http://www.metro.net/about/sfs/

Attachment 2

Disposition of Subcommittee Actions

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Disposition of Subcommittee Actions

January 2018

Bus Operations Subcommittee:

Approved the December 2018 meeting minutes FAP Required Documents

Local Transit Systems Subcommittee:

Approved the November 2018 meeting minutes

LTSS Nominations

Streets and Freeways Subcommittee:

Approved the November 2018 meeting minutes

TDM/Sustainability Subcommittee:

Did not meet in January 2019

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Attachment 3

January 9, 2019 TAC Minutes

January 9, 2019 Sign-In Sheets

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TAC Minutes, January 9, 2019 1

Wednesday, January 9, 2019 9:30 A.M.

Meeting Minutes

Los Angeles CountyMetropolitan Transportation Authority

TECHNICAL ADVISORY COMMITTEE

1. Call to Order/Roll CallRena Lum (Chair) called the meeting to order at 9:35 A.M. Brian Lam (Alternate Chair) tookroll and declared a quorum was present.

2. Agenda Reports by Standing CommitteesBus Operations Subcommittee (BOS)

Subcommittee met on December 4, 2018

Received updates on:o Fiscal Year 19 STA Efficiency testo Fiscal Year 18 Federal Funds Allocationo Section 5310 Fundso NextGen Bus Studyo Access Services

Next meeting is scheduled for January 15, 2019

Local Transit Systems Subcommittee (LTSS)

Subcommittee met on November 29, 2018

Received updates on:o LTSS Bylawso LIFE Operator Reimbursement Policyo NTD reporting for Prop A Incentive Voluntary Reporters


Streets and Freeways Subcommittee

Subcommittee met on November 15, 2018

Received updates on:o 2018 Local Streets and Roads Needs Assessmento Mobility on Demando Next Gen Bus Study

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TDM/Sustainability Subcommittee

Did not meet in November or December 2018

3. Chairperson’s ReportMs. Lum acknowledged TAC committee member updates. For the North County Council ofGovernments (COG), Mike Behan is the primary member and Candice Vander Hyde is thealternate member. For the Gateway Cities COG, Lisa Rapp is the primary member.

Stephanie Wiggins, the former Metro Deputy CEO has resigned and started a new position asthe CEO of Metrolink. Nadine Lee, the OEI Deputy Chief Innovations Officer, is serving as theInterim Metro Chief of Staff.

At the December Board Meeting, the Board approved the “C3 operating plan” for theCrenshaw/LAX and the Green Line, which will allow riders coming from the South Bay to havea one seat ride to the Green Line.

A link to the Twenty-Eight by ‘28 board report is included in the Agenda Packet. A staffpresentation and discussion of Twenty-Eight by ’28 will be scheduled for the February 6, 2019TAC meeting. A request was made to make the item a potential action item on the Agenda.

Over the past year, the Metro Women and Girls Council which is comprised of 60 Metroemployees have been tasked with exploring how to improve Metro service and operations forwomen and girl riders. Read more about the initiative here.https://www.metro.net/about/women-girls-governing-council/

4. Consent CalendarJane Leonard (BOS) requested a correction be made to the November minutes under the BOSreport.

A motion to approve the November 7, 2018 TAC minutes, with the suggested correction, wasmade by Jane Leonard (BOS) and seconded by Lisa Rapp (League of California Cities –Gateway Cities COG). Sebastian Hernandez (LTSS) abstained. The minutes were approved.

5. Transportation School (Pamela Christian)Ms. Christian reported that Metro is looking at the transportation infrastructure industry aspart of the Metro E3 Initiative (Expose, Educate, & Employ the Next Generation). The E3initiative is a response to the global workforce needs in transportation. With the passage ofMeasure M there is a forecasted 778,000 jobs generated over the next 40 years. Within thetransportation industry, over 50% of the workforce will be eligible for retirement within thenext 10 years. Specifically looking at Metro’s workforce needs, an average 2,200 employees arehired annually, of which 69% are over 40 years of age. Currently, 46% of Metro employees willbe eligible for retirement in the next 5 years. To meet the growing work demand, skills-gaps,and looming retirements, Metro must expand and diversify a highly skilled workforce. The E3Initiative is an effort to address the county’s workforce needs.

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The mission is to prepare LA County for career and college pathways in the globaltransportation infrastructure industry by teaching transferable industry skills in science,technology, engineering, arts, and mathematics in a public transportation boarding school. InApril 2017 a framework was developed for a pilot educational and job training programtargeting historically under-served youth in Los Angeles. The transportation school is thecenterpiece of the E3 Initiative model and is scheduled to open in the fall of 2021 with 400students.

The transportation school will be part of a larger mixed-use development located in theVermont-Manchester area of South Los Angeles. In addition to the school, the site will includeretail, affordable housing, access to transit, and a workforce training area providingtransportation-related resources to the area. This is the first school of its kind in the nationthat aims to meet global transportation infrastructure needs. The school will be a publicbenefit charter open to all youth, with an emphasis on inviting underserved opportunity youthto attend. The transportation school is a collaborative effort between the SEED Foundation,LA Charter Academy, and LA Metro. The SEED Foundation is centered on the belief thataccess to quality education and college completion is a solution to urban poverty. Currentlythe SEED Foundation operates schools in underserved communities around the countryincluding, Maryland, D.C., and Atlanta. 94% of SEED Foundation students graduate andenroll into college.

In addition to the transportation school, the E3 Initiative will offer a range of programs thatsupport learning about the global transportation infrastructure industry, such as youth careerexperience, career exposure video, educator exchange and tours, and a teacher externshippilot.

6. Equity Platform (Kalieh Hornish, Metro)Ms. Honish recapped that the Metro Equity Platform was adopted in February 2018 whichincludes four pillars:

- Define and Measure- Listen and Learn- Focus and Deliver- Train and Grow

The Equity Platform Activation Plan outlines the set of activities that Metro is pursuing toimplement the Equity Platform framework. This is an evolving process and as steps are taken,lessons are learned and efforts will be adapted. Ms. Honish provided an overview of effortsthat have been initiated or are in progress for each of the four pillars:

Define and Measure:

Work with the Policy Advisory Council (PAC) to define opportunity gaps and relatedperformance metrics to measure how those gaps can be minimized or closed. Thiswork is being conducted as part of the Long Range Transportation Plan (LRTP) update

Construct and apply equity-driven performance metrics in key Metro initiatives. Anoverall guide will be developed to consistently identify equity concerns, and solutions,

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as a component for internal evaluations. In the meantime, appropriate metrics in bothevaluation and recommendation of major initiatives will be utilized.

Listen and Learn:

Establish new partnerships with Community Based Organizations (CBOs).

The PAC has spearheaded community-driven collaborations on Metro’s TransitOriented Communities (TOC) policy development.

To Equity Advisory avenues, staff is considering assigning PAC an advisory role inEquity Platform implementation or developing a model to draw Equity thought leadersthroughout LA County into a forum to advise staff on specific topics.

Focus and Deliver:

Over the next year, actions and programs will be implemented to carry out the EquityPlatform objectives and principles. These include, but are not limited to: strengtheningthe equity focus of NextGen, continuing the Women and Girls Governing Council,applying equity focus throughout the LRTP, continuing assistance to DisadvantagedBusiness Enterprise/Veterans Business Enterprise firms, furthering Career Pathwayinitiatives, and exploring the potential to establish consultant assistance to resource-challenged local jurisdictions in LA County.

Train and Grow:

Implementing the Equity Platform effectively will require significant commitmentswithin the Metro organization to understand, embrace, and maximize equityadvancements. Commitments include: senior/executive level training programs inracial equity, work with philanthropic foundations on possible training/seminarsgeared to Metro-related focus areas, and hosting workshops on technical bestpractices for equity measurement and analysis among other public agencies andacademic institutions.

A question was asked if the trainings were being operated by Government Alliance on Raceand Equity (G.A.R.E). Ms. Honish responded yes, GARE is managing the equity trainings forthe senior leadership trainings and is currently conducting the executive leadership trainings.

For more information on the Equity Platform, please reach out to Kalieh Honish [email protected].

7. ATP Update (Shelly Quan)Ms. Quan reported that the Statewide Component of ATP Cycle 4 was released on December28, 2018. In LA County, a total of $105.7 million was recommended for 11 projects.Approximately 48% of statewide funding went to LA County projects in Cycle 4. The next stepin ATP Cycle 4 is the Municipal Planning Organization (MPO) component. LA County’s shareof the MPO component is $47.5 million. Metro staff will identify LA County projects forfunding using SCAG Regional ATP Guidelines and the additional 10-point assignmentsadopted by the Metro Board in December 2018.

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There was discussion on whether it would be possible to downscope a project to receivepartial funding. It was noted that downscoping will be decided on a case by case basis and issubject to approval by SCAG. A downscoped project must ensure that the benefits from theoriginal proposed project are maintained in the downscoped project.

8. CTC Update (Zoe Unruh)In December, the CTC held two meetings. One meeting was a joint CTC/ARB meeting whichhighlighted regional complexities and efforts to reach greenhouse gas (GHG) emissionreduction targets. There was also a presentation on the SB 150 report. The report found thatthe sectors contributing to GHG emissions are struggling to meet their targets, specificallythe transportation sector. SB 150 identified opportunities to reach GHG emission goals.

The second meeting held was a CTC meeting. At that meeting, the FHWA recorded that a finalrule has been made for modal exclusions which places FTA, FHWA, and FRA under the samefederal and environmental regulations. The rule went into effect on November 28, 2018. Moreinformation can be found on the FTA website at https://www.transit.dot.gov/regulations-guidance/rulemaking/2018-23286. Another item discussed at the CTC meeting, was the $5million allocation for TAP fare box system which includes upgrades to the nine municipaloperated systems that utilize the TAP fare box technology.

9. LRTP Update (Paul Backstrom)Mr. Backstrom reported that Phase 1 of public outreach has been completed which included35 public events, nearly 30,000 participants in the telephone town hall, 50 CBO connections,PAC networks, social media, and major employer outreach. Based on the Phase 1 outreach,the top things we heard are desire for better transit, less congestion, more affordability,innovative choices, and safer/complete streets.

The LRTP Vision module has been rebranded as the “Mobility Plan to Access Opportunity” toavoid confusion with Metro’s Vision 2028 Strategic Plan. While both plans are aligned toachieve Metro goals, the LRTP has significant distinctions such as being financiallyconstrained, a longer time frame to support Measure M delivery, and meeting federal andstate air quality requirements.

OurNext LA is now in phase 2 public outreach which will allow stakeholders to vote on theirtop priorities using the online tool at https://ournext.la/, which will feed into the developmentof the Values Module framework. Draft baseline conditions and travel patterns will also bedeveloped, followed by running modeling scenarios.

10. Crenshaw North Update (Alex Moosavi)The Crenshaw Northern Extension Project is a Measure M project to extend theCrenshaw/LAX line (currently under construction) northward to connect to the Metro PurpleLine, and the Metro Red Line. This project will create a regional north-south link from the cityof North Hollywood to the South Bay and South Los Angeles communities, and will connectfour Metro rail lines and five of the top ten busiest bus lines. Under Measure M the scheduleincludes fiscal year 2041 groundbreaking and fiscal year 2047 revenue service, and the projectis estimated to cost $2.24 billion in (2015$).

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When the Crenshaw/LAX line was in the planning stages, a light rail transit (LRT) extensionconnecting to the Purple Line at Wilshire Boulevard was being considered. Due to financialconstraints and uncertainty regarding the Purple Line station locations, the LRT segment waseliminated from the locally preferred alternative that moved forward. However, at the timeridership studies shows that there was a great propensity of riders wanting to travel furthernorth and west. When the northern segment was eliminated, an analysis was conducted foran extension connecting to Wilshire Boulevard and La Brea Avenue. The analysis identifiedalignment alternatives that largely formed the basis of Crenshaw north alignmentconsiderations which will connect the Crenshaw/LAX line to the Purple and Red lines.

The study area includes 80% transit-supportive land uses and has high population and jobdensities that exceed the LA County average. The study area also includes a high population oftransit dependent residents. Transit mode share within the study area is substantial, androughly double the percentage of the LA County average.

All of the Crenshaw Northern extension alignment alternatives being considered wouldsubstantially reduce the travel time from end to end. The projected daily ridership boardingsaverage 10,000-15,000 riders per mile and are exceptionally high. The project boardingsoutperform any light rail line across the county and would be on par with heavy rail linesacross the county.

In 2018, the Crenshaw Northern extension feasibility study was completed and presented tothe board. Staff have now been tasked with working on an alternatives screening study whichis currently underway. In 2020, it is expected that the environmental review will be completed,pending board direction.

A question was asked about the Fairfax Alignment, and why the cost was higher for thatalignment although the distance was considerably shorter than the other alignments. Mr.Moosavi responded that the cost is due to the design of the alignment, which would bepredominantly underground, whereas the other alignments are primarily at-grade or aerial.

A question was asked if the Crenshaw Northern Extension project is a Twenty-Eight by ‘28project? Mr. Moosavi responded that the Crenshaw Northern Extension is not a Twenty-Eightby ‘28 project.

11. Legislative Update (Michael Turner/Raffi Hamparian)StateMr. Turner reported that the 2019 legislative session just opened. The proposed Governor’sbudget will be released on January 10, 2019. Read the budget summary at this weblinkhttps://www.gov.ca.gov/2019/01/10/governor-newsom-proposes-2019-20-california-for-all-state-budget/.

The California Air Resources Board (CARB) passed the Innovative Clean Transit Regulationrule, which requires all municipal transit agencies to transition to zero-emission technologieson buses by 2040. Metro has an adopted plan to convert all our buses to zero-emission by

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2030. Metro will be looking at the State funding sources that are available for capital andoperational purposes for this requirement.

There was discussion on the Wayfair Decision which will affect the tax collected on onlinesales. The California Department of Tax and Fee Administration has issued a notice that theywill be implementing the Wayfair Decision under the existing revenue and tax code. Moreinformation can be found online here: https://www.cdtfa.ca.gov/news/18-59.htm.

FederalMr. Hamparian reported that the federal government is currently partially shutdown. A reporton the operations during a lapse in annual appropriations for the Federal TransportationAdministration was distributed. A handout of the Rebuilding America initiative wasdistributed which summarizes Metro’s stance on future federal funding and financing forAmerica’s transportation infrastructure.

12. AdjournmentMs. Lum adjourned the meeting and reported the next scheduled TAC meeting is February 6,2019 in the William Mulholland Conference Room on the 15th floor at 9:30 am. If you havequestions regarding the next meeting, please contact Brian Lam at (213)922-3077 or [email protected].

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Attachment 4

Item 43 – The Re-Imagining of LA County

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Metro

Board Report

Los Angeles CountyMetropolitan Transportation

AuthorityOne Gateway Plaza

3rd Floor Board RoomLos Angeles, CA

File #: 2019-0011, File Type: Policy Agenda Number: 43.

REGULAR BOARD MEETINGJANUARY 24, 2019

SUBJECT: THE RE-IMAGINING OF LA COUNTY: MOBILITY, EQUITY, AND THEENVIRONMENT (TWENTY-EIGHT BY ’28 MOTION RESPONSE)

ACTION: APPROVE RECOMMENDATIONS

RECOMMENDATIONS

APPROVE:

A. the baseline assumptions and priorities (proposed sacred items) for the funding/financing planused to deliver Twenty-Eight by ’28 as described in Attachment A and listed as follows:

1. NextGen - The results of the NextGen Bus Service Study must not be compromised toadvance capital investments;

2. State of Good Repair (SGR) - To guard against increased maintenance and operations costsand deterioration in service reliability, customer experience, and safety performance, Metromust commit to preserving annual State of Good Repair allocations as a baseline assumption.This will ensure the capital funding level of $475 million per annum for State of Good Repair;

3. Propositions A and C - Maintain the current debt limits for Propositions A and C. Prop A andProp C revenues are a primary funding source for Operations. The budget committed one-third of Prop A and C revenues to Operations for FY18 and FY19 and the commitment isexpected to increase over the next decade as state of good repair expenses rise;

4. Protect Metro’s debt covenants - Ensure the funding plan protects Metro’s debt covenants toavoid impairing or adversely affecting the rights of bondholders. Issuing large sums of debtsignificantly increases repayment risk to bondholders;

5. Unfunded Ancillary Efforts - Ensure funding for the following projects needed to both supportimplementation of Twenty-Eight by ‘28 and uphold the integrity of existing Metro transportationsystem:

a. Division 20 ($699 M) - Division 20 expansion will provide the overnight storage andmaintenance space for the additional subway cars being acquired for the Purple Lineextension;

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b. Combined Rail Operations Center (ROC)/Bus Operations Center (BOC) ($190 M) - anew ROC/BOC is essential for the safe and effective operations of the transit system;

c. Maintenance & Material Management System-M3 ($50 M) - the new M3 is imperativefor the effective management of the state of good repair program;

d. Train radio for existing subway system ($75 M) - a new train radio system is essentialfor the safe and effective operations of the expanded rail network;

e. I-210 Barrier Wall ($200 M) - the intrusion problem on I-210 along the Gold Line mustbe solved for the long-term safety and reliability of the system;

B. The commitment to convert to an all-electric bus fleet by 2030 as a baseline assumption andpriority (sacred item) for funding/financing plan used to deliver Twenty-Eight by ’28;

C. Pursuit of the creation of a White House Task Force for the 2028 Olympics; and

RECEIVE AND FILE the Staff Recommendations on Strategies to Pursue “The Re-Imagining of LACounty” (formerly Twenty-Eight by ’28) (Attachment B).

ISSUE

At its September 2018 meeting, the Board approved Motion 4.1 (Attachment C) by Directors Solis,Garcetti, Hahn, and Butts which directed the CEO to adopt and approve as policy the Twenty-Eightby ’28 Initiative. The Motion also directed a report back on a financial and funding plan in February2019, with an update on the development in December 2018. This Board item also responds to theMotion by requesting approval of the baseline assumptions (proposed sacred items) for thefunding/financial plan and the pursuit of creation of a White House Task Force for the 2028 OlympicGames. More importantly, this response goes beyond the request made in the original Motion byproposing solutions for the eradication of congestion in LA County, drastically reducing the region’scarbon footprint and combatting climate change, increasing transit frequency and capacity, realizingequity, and being in a position to be the first major region in the world that could offer free transitservices. So, staff chooses to think bigger than the original Motion and rebrand our endeavor as “TheRe-imagining of LA County: Mobility, Equity, and the Environment.” This item also asks the Board toconsider staff recommendations on strategies to pursue the “Re-imagining of LA County” (AttachmentB).

BACKGROUND

The Metro Board approved the Twenty-Eight by ‘28 Initiative project list in January 2018, whichincludes 28 highway and transit projects totaling $42.9 billion (YOE) in infrastructure investment, withthe goal of completing the projects in time for the 2028 Olympic and Paralympic Games. Eight of the28 projects are currently slated for completion outside the 2028 timeframe. In September 2018,Board Motion 4.1 (Solis, Garcetti, Hahn, Butts) directed the CEO to develop a Twenty-Eight by ‘28





Funding Plan.

In December 2018, Metro CEO Phillip Washington responded to Motion 4.1 by presenting anoverview of the status of Measure M, parameters of the Measure M Ordinance that govern scheduleacceleration, and an initial framework for developing a Twenty-Eight by ‘28 ProgramFinancing/Funding Plan. The agency is currently meeting or exceeding the Measure M schedule onall projects while also moving forward on additional projects not included in Measure M, such as LinkUS, MicroTransit, the aerial tram to Dodger Stadium and the environmental process on behalf of theCity of Los Angeles for the Arts District Station for the Red/Purple Line subway.

In an effort to proactively and responsibly manage project delivery, the Board adopted two separatepolicies to guide delivery of the Measure M program. The Board approved an Early Project DeliveryPolicy in November 2017 with categories to evaluate whether a project is a good candidate foracceleration. The Board also adopted a Cost Management Policy in July 2018 to establish costcontrols to successfully deliver projects.

To deliver the projects included in the Twenty-Eight by ‘28 Initiative, the agency must identify $26.2billion for the planning, design, construction, operations and maintenance of the eight projects thatare currently outside the 2028 schedule. During his December 2018 report to the Board, CEOWashington outlined several items that should be considered core baseline assumptions that will notbe compromised for any future financing/funding plan to accelerate the eight projects. Those “sacreditems” include the NextGen Bus Plan, State of Good Repair projects, maintaining current debt limitson Propositions A & C, honoring covenants with bondholders, and projects of systemwideimportance, specifically Division 20, a combined rail/bus operations center, a new M3 system, a newtrain radio for the subway system, and the I-210 Barrier Replacement Project.

Staff identified a number of potential funding and financing strategies for the Board’s consideration toidentify the $26.2 billion needed to complete the projects in the Twenty-Eight by ‘28 Initiative. Eachitem was assigned a risk level of high, medium or low and the amount of revenue or financinganticipated in the 10-year timeframe through 2028. These strategies, documented in the Twenty-Eight by ‘28 Program Financing/Funding Plan White Paper (Attachment A), fall into four majorcategories:

1. Debt2. Increase Revenues from Existing Sources3. Reduced Expenditures4. Generate Revenue from New Sources

DISCUSSION

Baseline assumptions and priorities (proposed sacred items) for the package of strategiesused to deliver Twenty-Eight by ’28.The above listed recommended baseline assumptions and priorities (proposed sacred items) werealso described in the Twenty-Eight by ’28 White Paper (Attachment A). These investments must bepreserved for the integrity of the future system.

Conversion to All-Electric bus fleet by 2030 as a Baseline Assumption and Priority for Twenty-





Eight by ‘28Staff acknowledges the Metro Board’s commitment to improving air quality in southern Californiaregion by converting to an all-electric bus fleet by 2030. To support this commitment, staffrecommends approval from the Board to include this investment as a baseline assumption andpriority for any financing/funding plan to deliver the projects in the Twenty-Eight by ’28 initiative.

White House Task Force for the 2028 OlympicsIn December 2018, Metro staff proposed pursuing the creation of a White House Task Force on the2028 Olympic and Paralympic Summer Games. Similar efforts in the past resulted in the federalgovernment providing $1.4 billion for highway and transit infrastructure projects to support theOlympic Games held in the United States: 1984 Summer Olympics in Los Angeles, 1996 SummerOlympics in Atlanta, and the 2002 Winter Olympics in Salt Lake City.

We recommend that Metro prepare an infrastructure package in the range of $1.5-2 billion that wouldenhance our highway and transit systems to serve the region during the 2028 Games. Whenindexing for inflation, this request is consistent with the funds granted to Salt Lake City when it hostedthe 2002 Winter Games.

Strategies to Pursue “The Re-Imagining of LA County” (formerly Twenty-Eight by ‘28)(Attachment B)The matrix in Attachment B provides additional information on the timing of earliest revenue/costsavings realization for each strategy. It also describes for Board consideration, the Metro Staffrecommendations for each strategy. Detailed explanations and rationale are provided below.

1. Change debt policy - Not recommendedTwenty-Eight by ‘28 faces a funding issue, not a financing issue. Issuing additional debt forTwenty-Eight by ‘28 will encumber future revenue sources to service that debt. This mayprohibit Metro from delivering remaining projects in Measure M on schedule, as mandated bystatute. Metro should continue to issue debt as anticipated in our capital plan and on a project-by-project basis, when dedicated funding sources are available for the project and when actualprojects costs are to be incurred (during construction). Issuing debt too far in advance ofconstruction can violate IRS rules, putting Metro’s tax-exempt status in jeopardy andpotentially incurring substantial costs for non-compliance.

2. Increase Revenues from Existing Sourcesa. Increase fares - Not recommended

Fare right-sizing is not recommended as a funding mechanism for the 8 acceleratedprojects. Metro is currently engaged in a study to simplify and right-size our fare structure.Staff will return to the board in June 2019 with results of the study.

b. Advertising - Recommend to pursueStaff recommends moving forward with advertising and corporate sponsorships togenerate additional revenue. This will require the adoption of a policy on corporatesponsorships.

c. Toll Revenues (ExpressLanes) - Recommend to pursue





This proposal aims to withdraw or lend available fund balance from existing ExpressLanesenterprise fund for capital and/or operating costs. Future ExpressLanes revenue could alsobe leveraged. Available amount is dependent on future toll revenue and operating costgrowth and potential competing uses. May be restricted to uses within the I-10 and I-110corridors.

Projected toll revenues, including debt financing, in excess of new ExpressLanes capitaland operating cost. Funding will be used for other projects in the ExpressLanes networkcorridor. Projected toll revenues are based on increased occupancy requirements and duallanes.

d. Local, State and Federal FundingMulti-Year Subregional Program - Recommend to pursueThe Multi-Year Subregional Programs (MSP) carry a 10-year total of $846.4M in funding forthe subregions that have Twenty-Eight by ‘28 projects: Central City, Gateway Cities, SouthBay, San Gabriel Valley and Westside. This proposal asks the subregions to agree toallocate their MSP funding to accelerate projects in their areas.

Local return - Recommend to pursueThis proposal asks local jurisdictions to use their Local Return funding to accelerateprojects that have shortfalls. This proposal affects cities and unincorporated county areathat directly benefit from the projects and requires agreements with each.

Federal funding assumptions - Recommend to pursueThis strategy proposes a more aggressive approach to securing additional federal fundingparticipation. While there is limited additional capacity to draw upon for future Federal grantopportunities, this assumes maximizing the $400M annual draw down amount through2027. As new grant opportunities are announced, Metro would pursue additional funds,where applicable to advance the Twenty-Eight by ‘28 program.

State funding assumptions - Recommend to pursueThis strategy proposes a more aggressive approach to securing additional state fundingparticipation. Timeline of funds are based on the State's grant programs cycles. This wouldrequire reconfiguring of existing SB 1 programs to generate more funds for Los AngelesCounty. Many of the SB 1 programs are discretionary. Attaching formulas beneficial to LosAngeles would ensure a larger proportion of funds to Los Angeles.

3. Reduced Expendituresa. Transit Operations - Electric bus - conform to state mandate of 2040 rather than 2030 -

Not recommendedThis strategy would slow down the bus fleet electrification effort to meet the 2040 deadlinerather than accelerate it to 2030. While this is not recommended to offset costs for Twenty-Eight by ‘28, staff recommends holding to the 2030 timeline and moving this initiative tobaseline assumptions list, as this is a critical strategy to meet our broader environmentaland sustainability goals.





b. BikeShare Program - Not recommendedMetro considered transferring the management, oversight, and expansion of the BikeShareprogram to the City of LA to free up cash flow for accelerating the Twenty-Eight by ‘28projects. Transferring this program to LADOT would not necessarily eliminate the cost toMetro.

c. P3 Opportunities - Recommend to pursueMetro is already pursuing public-private partnership opportunities on three of the eightprojects identified for potential acceleration. While P3 project delivery has the potential todeliver savings on project costs, the more compelling value is in the cost and schedulecertainty, which allows for more predictability in the annual budget process.

4. Generate Revenue from New Sourcesa. Legislative Strategies

White House Task force - Recommend to pursueSee description above.

b. Value Capture - Recommend to pursueValue capture can add new local revenues to help accelerate the projects through thecreation of taxing districts around and adjacent to the stations (on West Santa Ana Branch,Sepulveda Transit Corridor, and Eastside Extension). The property owners could approve anew tax or assessment that would be paid over time and leveraged with debt financing tofund the project acceleration cost. Alternatively, the local governmental entities couldapprove a tax increment district that would divert incremental property and potentially otherlocal taxes to the new district, and this tax increment could support a debt financing(subject to voter approval) to fund project acceleration, or fund accelerated operating costs.

c. Congestion Pricing - Recommend to pursue all concepts/modelsThis strategy proposes to investigate the feasibility and framework for conductingcongestion pricing pilots with the intent to expand the program in the most traffic-cloggedparts of LA County. Three different models would be explored as part of the study: cordonpricing, corridor pricing, and vehicle miles traveled (VMT) pricing. The study will includeextensive outreach, including the creation of an Advisory Council. Congestion pricing offersa compelling mobility solution that can also generate substantial revenues that can be usedfor transit operations and capital construction. When implemented thoughtfully, it can alsosignificantly improve equity by providing more frequent and reliable mobility options for themost disadvantaged citizens in LA County.

d. New Mobility Fees - Recommend to pursue both conceptsThe shared mobility device strategy proposes to impose fees on devices, such as scooters,for the use of public rights-of-way.

Staff also proposes to explore the levying of fees for Transportation Networking Company(TNC) trips originating in Los Angeles County as a mechanism for managing demand onour streets and highways.





Both of these proposals would require building support throughout the state for transferringregulatory and taxation authority from the California Public Utilities Commission (CPUC) toMetro.

DETERMINATION OF SAFETY IMPACT

This motion response has no direct impact on safety at this time. However, the approval of thebaseline assumptions and priorities, as recommended for approval, will support safe and reliableoperations of the transit system in the long-term.

FINANCIAL IMPACT

Approval of the recommended baseline assumptions and priorities will ensure funding for those itemsin Metro’s annual budgets and their inclusion in long-term financial forecasts.

The creation of a White House Task Force for the 2028 Olympic and Paralympic Summer Games willresult in additional financial resources to help deliver projects and services for the region.

IMPLEMENTATION OF STRATEGIC PLAN GOALS

These baseline priorities for funding are consistent with the goals of Metro, as stated in the 10-yearVision 2028 Strategic Plan. Vision 2028 made an explicit commitment to prioritize significantinvestments to improve bus service. It goes on to say that, when revenue projections are short ofexpectations, existing service continuity and state of good repair must take precedence over otherinvestments.

Vision 2028 also describes a desire to seek state and federal funding to help us accelerate projectsand commits to improving mobility in ways that can raise revenue, such as congestion pricing andTNC regulation.

Implementation of Equity PlatformThe Re-imagining initiative, as it is more broadly defined beyond Twenty-Eight by ‘28, explicitlyaddresses approaches and priorities that would advance the mobility needs of the County’s mostvulnerable riders. The “sacred items,” particularly those addressing Next Gen recommendations,State of Good Repair, and protections on Propositions A and C, ensure that the foundation of LAMetro’s transit system, upon which many of our most underserved community members depend, isnot compromised to accelerate construction. In addition, the potential for a significantly more robustfunding source through strategies such as congestion pricing can enable benefits, such as freetransit, to these same underserved communities in ways unimaginable with traditional approaches.The Metro staff and Board must remain committed to Equity as a key evaluative lens as we considerall potential strategies for delivering Twenty-Eight by ‘28.

ALTERNATIVES CONSIDERED

The Metro Board of Directors may decide not to approve the baseline assumptions and priorities for afinancing/funding plan to pursue the Re-imagining of LA County. This is not recommended, as this





would cause the funding for these items to be discretionary, potentially causing uncertainty or delaysin initiatives that are needed to uphold the safety, integrity, and effectiveness of the transit system.

The Metro Board of Directors may decide not to approve the pursuit of a White House Task Force forthe 2028 Olympic and Paralympic Games. This is not recommended, as the additional funding isnecessary to advance mobility improvements ahead of the Games.

NEXT STEPS

Metro staff will hold individual meetings with board members to more fully explain staffrecommendations. Staff will return to Board during the February 2019 board cycle with a request foraction.

ATTACHMENTS

Attachment A - Twenty-Eight by ’28 Program Financing/Funding Plan White PaperAttachment B - Re-imagining of LA County Mobility Equity & the EnvironmentAttachment C - Motion 4.1

Prepared by:Phillip A. Washington, Chief Executive Officer, (213) 922-7555Nadine Lee, Interim Chief of Staff, (213) 922-7950Therese McMillan, Chief Planning Officer, (213) 922-7077

Reviewed by:Phillip A. Washington, Chief Executive Officer, (213) 922-7555




Attachment 5

Presentation – The Re-Imagining of LA County

33

Re‐Im

agining LA

Cou

nty

Janu

ary 24, 2019

34

Pres

enta

tion

Con

tent

s•Ba

ckgrou

nd•Staff R

ecom

men

datio

ns•Strategies fo

r Re‐Im

agining LA

Cou

nty

•Timeline and Next S

teps

•Final Tho

ughts

2

35

Bac

kgro

und

•The Metro Board app

roved the Tw

enty‐Eight by ‘28

Initiative in Ja

nuary 20

18–28

highw

ay and

transit projects totaling $42.9 billion

(YOE)

–Set g

oal to complete by 2028 Olympic and Paralympic

Gam

es•20

projects a

re alre

ady sla

ted for com

pletion by 202

8•$2

6.2 billion

is neede

d to accelerate de

livery of th

e othe

r eight p

rojects b

y 20

28

•Motion 4.1 (Solis, Garcetti, Ha

hn, B

utts) in Septem

ber

2018

dire

cted

develop

ment o

f a Twenty‐Eight by ‘28

fund

ing plan

3

36

Bac

kgro

und

•In re

spon

se to

Motion 4.1, staff issue

d the Tw

enty‐Eight

by ‘28 Program Financing

/Fun

ding

White Paper

•White Paper re

commen

ded ite

ms that sho

uld be

treated

as baseline assumptions and

prio

rities

•White Paper introd

uced

potentia

l strategies to close the

fund

ing/fin

ancing

gap

for d

elivering program

4

37

Re-

Imag

inin

g L

A C

ount

y

Re‐Im

agining LA

Cou

nty: M

obility, Equ

ity, and

the Environm

ent

The initiative’s o

bjectives, and

propo

sed strategies to

achieve them

, go well beyon

d Tw


•Dram

atically im

prove eq

uity th

rough mob

ility

•Eradicate congestio

n in LA Co

unty

•Re

duce th

e region

’s carbon

footprint a

nd com

bat

clim

ate change

5

38

Staf

f Rec

omm

enda

tions

A.Re

commen

d to app

rove baseline assumptions and

priorities (sacred

item

s) fo

r the

financing/fund

ing

plan

to delivery Tw


1.Ensure fu

nding to im

plem

ent results of N

extGen

2.Preserve ann

ual State of G

ood Re

pair allocatio

ns3.

Maintain current d

ebt lim

its fo

r Propo

sitions A

and C

4.Protect M

etro’s de

bt coven

ants

5.Ensure fu

nding for a

ncillary projects of

system

wide im

portance

6

39

Staf

f Rec

omm

enda

tions

B.Re

commen

d to app

rove com

mitm

ent to convert to

all‐e

lectric

bus fleet b

y 20

30 as a

baseline

assumption and priority for fun

ding

/financing

plan

to deliver Twenty‐Eight by ’28

C.Re

commen

d to app

rove pursuit of creation of

White Hou

se Task Force for the

202

8 Olympics

D.Re

ceive and File Strategies to Pu

rsue

“The Re

‐Im

agining of LA Co

unty” (fo

rmerly Twenty‐Eight by

‘28)

7

40

Stra

tegi

es fo

r R

e-Im

agin

ing

LA

Cou

nty

Strategies fo

r Re‐Im

agining LA

Cou

nty fall into th

ree

categorie

s:•Standard to

olkit

•Th

e bi

g “N

o’s”

•Tr

ansf

orm

atio

nal i

nitia

tives

8

41

Stan

dard

Too

lkit

Stan

dard Too

lkit –Re

commen

d pu

rsuing

•Ad

vertising

and

corpo

rate sp

onsorships

•Toll revenu

e from

existing and expand

ed ExpressLane

sne

twork

•Multi‐year Sub

region

alProgram and

Local Return

•Fede

ral and

state fund

ing assumptions

•Pu

blic‐priv

ate partne

rship op

portun

ities

•Value capture

9

42

The

Big

“N

o’s”

Chan

ge deb

t policy –Not re

commen

ded

•Increases b

orrowed

mon

ey th

at m

ust b

e repaid

•Increasin

g de

bt encum

bers fu

ture re

venu

es•Proh

ibits on‐sche

dule delivery of other M

easure M

projects

Increase fa

res –Not re

commen

ded

•Not re

commen

ded as a fu

nding mechanism

to

accelerate project con

struction

•Cu

rrently

engaged

in stud

y to simplify

and

right‐size

fares

10

43

Tran

sfor

mat

iona

l Ini

tiativ

es•Strategies to

dep

loy for transform

ational change

•Co

ngestio

n pricing (all mod

els)

•Levy fees on shared

devices (e

.g. scooters)

•Levy fees on transportatio

n ne

twork companies (T

NCs)

11

44

Tran

sfor

mat

iona

l Ini

tiativ

esCo

ngestio

n Pricing –Re

commen

d pu

rsuing

•Feasibility stud

y for three

pricing concep

ts (cordon

, VMT,

and corridor) w

ith intent to

pilot

•Will includ

e extensive ou

treach and

creation of

Advisory Cou

ncil

•Will includ

e critical transit system

and

service

improvem

ents re

quire

d as part o

f any con

gestion

pricing plan

•Prod

uces a new

revenu

e stream

•Pricing can dram

atically im

prove eq

uity, m

obility, and

air

quality

12

45

Tran

sfor

mat

iona

l Ini

tiativ

esLevy fe

e on

Sha

red Devices –Re

commen

d pu

rsuing

•Im

pose fees on de

vices p

rofiting from

free

use of p

ublic

infrastructure

•Re

gulates o

perators to

improve access to

more op

tions

Levy fe

e on

Transpo

rtation Network Co

mpa

nies –

Recommen

d pu

rsuing

•Im

pose fees on Ube

r/Lyft‐type services th

at increase

vehicle use, causin

g more congestio

n•Re

gulates o

perators to

make services available to

everyone

and

provide

s mechanism

for m

anaging

demand on

streets a

nd highw

ays

13

46

Tim

elin

e an

d N

ext S

teps

14

•Janu

ary 20

19–Re

quest B

oard app

roval on baseline assumptions

and priorities to proceed with

a Re‐Im

agining LA

Co

unty financing/fund

ing plan

–Re

quest B

oard app

roval to includ

e conversio

n to all‐

electric bus fleet b

y 20

30 as a

baseline assumption

and priority for fun

ding

/financing

plan

–Re

quest B

oard app

roval to pu

rsue

creation of W

hite

House Task Force on the 20

28 Olympic and

Paralympic Summer Gam

es

47

Tim

elin

e an

d N

ext S

teps

15

•Februa

ry 201

9–Re

quest B

oard action on

the staff recom

men

datio

ns

for strategies to pu

rsue

the Re

‐Imagining of LA

Coun

ty

48

Fina

l Tho

ught

s –R

e-Im

agin

ing

LA

Cou

nty

16

These bo

ld actions position

the agen

cy to

deliver

unpreced

ented region

al ben

efits

and

outcomes:

•Dram

atically im

prove equity th

roug

h mob

ility

•Eradicate congestio

n in LA Co

unty

•Re

duce th

e region

’s carbon

footprint a

nd

combat clim

ate change

•Increase transit freq

uency and capacity

•Offe

r free transit

•De

liver a fu

ture LA Co

unty th

at ben

efits

everyone

49

Discussion

17

50

Attachment 6

Motion 43.1 – by Butts re: The Re-Imagining of LACounty

51

Metro

Board Report




File #: 2019-0033, File Type: Motion / Motion Response Agenda Number:


Motion by:

BUTTS

Related to Item 43:The Re-Imagining of LA County: Mobility, Equity, and the Environment (Twenty-Eight by ’28 Motion Response)

I have a number of questions related to the Board report and several instructions pertinent to theIssues before us and would like to amend Item 43 and would like to have staff return to the Boardwith their responses to the Questions in their February Report.

Questions

1. On Attachment B of the Board report, it states that the earliest any revenue realization can happen

is 12 to 24 months. Can you further explain in detail the planning and development process for this?

2. Normally a plan like this requires careful planning, analysis and thorough outreach? Is this element

part of your 12 to 24 month process?

3. Is it an accurate assumption that you would want to hire consultant experts to lead a study of this

magnitude - is the procurement process included as part of the 12 to 24 month process?

a) Instruct the CEO to bring forward a schedule on the program approach that details the tasks

to be performed during the 12-24 months?

4. In Attachment B you propose that a ten-year estimate can generate up to $134 billion in revenues

if you add up all the congestion pricing options. How did you arrive at the estimate for these

revenues?

5. In the same attachment you state you can realize savings by exploring Public-Private-Partnership

opportunities. What other alternatives have you examined besides Public-Private Partnerships as a

means to save project costs?

6. Will the Feasibility Studies include exploring new technology, such as monorail or other technology

that can significantly reduce project costs and timelines compared to traditional 100 year-old




File #: 2019-0033, File Type: Motion / Motion Response Agenda Number:

technology like underground heavy rail or light rail? AND

7. How will the NexGen Program fit into the scenarios described in Item 43?

Instructions

A. Direct Metro Staff to return to the Board with information pertaining to the Scope, the proposed

Budget and Study Timeline prior to conducting the Feasibility Studies for a Congestion Pricing

Pilot strategy;

B. The CEO shall bring forward a schedule on the program approach that details the tasks to be

performed during the 12-24 months?

C. Monitor the State’s Road Charge Program for potential synergistic opportunities and monitor

the City of San Francisco’s Congestion Pricing projects for potential lessons learned.

D. The proposed “Sacred Items” for Approval before are subject to future Review and Revision if

circumstances arise where the Board feels such Review and Revision is warranted; and

I, Therefore, Move that the Board submit these questions and approve the list of Instructions to the

CEO and prepare specific responses to the questions for incorporation in their Report at the

Executive Management Committee in February.




Attachment 7

Motion 43.2 – by Solis re: Equity Strategy forCongestion Pricing

54

Metro

Board Report




File #: 2019-0034, File Type: Informational Report Agenda Number:


Motion by:

Solis, Garcetti, Dupont-Walker, Butts, and Hahn

Related to Item 43:Equity Strategy for Congestion Pricing

In response to the Twenty-Eight by ’28 Motion 4.1 from the September 2018 meeting, Metro staff hasdeveloped the “Re-Imagining of LA County” initiative, which proposes various funding/financingmechanisms to help construct all projects on the Twenty-Eight by ’28 project list by the 2028 SummerOlympics and Paralympics. The most impactful proposal in this initiative is the pursuit of a congestionpricing pilot, which would target traffic-clogged communities to implement demand-based pricing onroads and/or freeways along certain corridors or within specific areas in LA County.

Congestion pricing has been used in other parts of the world, including London, Stockholm, andSingapore, and has been shown to help relieve traffic and increase vehicle speeds. Congestionpricing also helps improve transit services as buses also benefit from increased vehicle speeds.However, despite improving transit that largely serves low-income residents, low-income driverswould be affected more by congestion pricing than households of other income levels. Low-incomehouseholds already spend a greater proportion of their incomes on transportation and have lessflexible work schedules as compared to other households. A congestion pricing pilot may improvetraffic but could exacerbate problems for our poorest communities by forcing them to spend evenmore on transportation. It may also have effects on small and family-owned businesses in fields suchas construction and landscaping which rely on vehicles for work.

To address this, equity should be made a cornerstone of the congestion pricing framework. It iscrucial that the economic impacts of congestion pricing on low-income drivers be identified andanalyzed in order to minimize hardship. Congestion pricing will generate significant revenues, someof which should be directed towards ensuring that low-income drivers are not disproportionatelyaffected.

WE THEREFORE MOVE that the Board direct the CEO to:

A. Develop an Equity Strategy that considers reinvesting congestion pricing revenue as a keysource of funds to minimize economic impacts to low-income drivers;

B. In partnership with the Board of Directors, nominate subject matter experts in equity asmembers of the Advisory Council. The final number of subject matter experts would be




File #: 2019-0034, File Type: Informational Report Agenda Number:

members of the Advisory Council. The final number of subject matter experts would bedependent on the size of the Advisory Council and subject to approval of the Board;

C. Engage academia, community-based organizations, cities, subregions, and Los AngelesCounty during the development of the Equity Strategy and consider the effects of congestionpricing on drivers that rely on their vehicles for their livelihood;

D. Defer inclusion of congestion pricing revenue in any project acceleration financial plan until thecompletion of the congestion pricing feasibility study and Equity Strategy;

E. Revise the congestion pricing recommendation language contained in the Board Report toinclude the directives in this Motion for approval at the February 2019 Board of Directorsmeeting;

F. Report back on proposed components of the Equity Strategy at the February 2019 Board ofDirectors meeting.




February 6, 2019 - Agenda - Metro TECHNICAL ADVISORY...

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