2conlinued on page 2

neighboring counties, by accommodating 100 buses every hour and

more than 114,000 transit passengers daily. The Intermodal Center

will provide easy connections for commuters using Metro Rad, Amtrak,

Metrolink, the future Los Angeles-to-Pasadena light rail line, the El

Monte Busway, regional and local bus service, and vanpool, carpooland taxi services.

MetropolitanTransportationAuthority

Inside-mg Green Line Grand Opening

1995-96 MTA Budget Approved

Doiiig Business with the MTA

Cost Containment Plan Launched

CNG Buses Roll Out

Vermont/Hollywood Tunnel Update

August 1995

MTA Reacts to Senate's Proposed Cuts -page 11

ezeieulat;liere•

The Gateway to L.A.'s FutureD owntown Los Angeles is about to be transformed into Southem

California's commercial and transportation hub for the next century.

Scheduled to open in late 1995, the Gateway Intermodal Transit Center athistoric Union Station will connect Los Angeles County with its four

Page 2

The Gateway to L.A.'s future

MTA Board Members

Larry ZarianChairCouncilmembet; City of GlendaleJan Heidt, Alt.

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

Yvonne Brathwaite Burke2nd Vice ChairSupervisor, Los Angeles CountyMas Fukai, Alt.

Richard AlatorreCouncilmember, City of Los AngelesNate Holden, Alt.

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

James CraginCouncilmember, City of GardenaHal Croyts, Alt.

Deane DanaSupervisor, Los Angeles CountyRobert]. Arthur, Alt.

John FasanaCouncilmember, City of DuartePhyllis Papen, 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 WilsonReallorJackie Goldberg, Alt.

Zev YaroslavskyStoervisor, Los Angeles CountyRobert Abernethy, Alt.

Dean DunphyEx-Officio Member,California Secretary of BusinessTransportation and HousingJack Hallin, Alt.

Franklin E. WhiteMTA Chief Executive Officer

Cover Story

Some say lt started with one man's

foresight. Nick Patsaouras, chairman

of the board of the Union Station

Gateway Project, the nonprofit

corporation spearheading and

supervising construction of the transit

center on behalf of the Los Angeles

County Metropolitan Transportation

Authority (MTA), touted the idea of an

intermodal transit center several years

ago when he was a board member of

the MTA's two predecessor agencies

(the Los Angeles County

Transportation Commission and the

Southern California Rapid Transit

District).

At that time, Patsaouras said that-

such a center could become L,A.'s

fundamental urban/regional public-

transit structure for the next 100

years. Still confident in his vision,

he now predicts that by 2015, some

250,000 passengers a day will come

and go through this giant complex.

Nelson C. Rising, the chief executive

officer of the Catellus Development

Corporation, has joined Patsaouras

in his dream. The Gateway project is

a joint development, public-private

partnership between the MTA and

Catellus.

Patsaouras and Rising are two of the

six-member board that is overseeing

the project. Also on the board are

Richard Alatorre, a Los Angeles City

Councilmember and MTA board

member; Vivien C. Bonzo, an MTA

board member; Ted Tanner, the vice

president of Catellus, Los Angeles

office, and Robert Vogel, the Gateway

project manager.

In addition to the federally-supported

transit center, the project also includes

a new 26-floor high rise that will serve

as the MTA's headquarters. According

to Franklin E. White, the MTA's chief

executive officer, the office building

will house some 1,700 MTA employees

who have beeil, until now, located at

13 other sites. This means a

substantial savings in operating costs

over the long haul, as well as

providing the financial advantage of

property ownership over renting.

In addition, the Gateway project is

expected to stimulate economic

revitalization of the east side of

downtown Los Angeles, as well as

provide a catalyst for expanding

economic markets at El Pueblo

(Olvera Street), Little Tokyo and

Chinatown.

In many ways, the economic payoffshave already begun. Whenconstruction on the $295-millionproject began in Janue, 1993, morethan 350 jobs were immediatelycreated . By the time it's finished, theproject will have created at least 4,000construction jobs over a three-yearperiod, with more than 2,500permanent Job opportunitiesbecoming available in its offices, retailstores and other on-site businesses.

Blueprint for the FutureThere's a lot of talk these days abouttransportation funding. With thepassage of the Intermodal SurfaceTransportation Efficiency Act (ISTEA)a new era for transportation wascreated. While ISTEA provides a bold,innovative blueprint for the future offederal transportation programs, its

conlinued on page 4

es,

MTA Review is prinledenlirely on recycled paper

The Board Report MTA Board Activities —Je 26 Meeting

$3.1 Billion FY 1996 Budget Approved

Metro ViewBy Frank/in E. White, MTA CE0

BusinessOpportun itiesStill Plentiful at theMTA

T t's been a little more than two

1 years since the birth of the Los

Angeles County Metropolitan

Transportation Authority (MTA).

Like many other organizations in this

decade, the MTA is facing its share of

economic problems. Still,

opportunity remains the watchword

for those wishing to participate in our

recently-adopted 20-year long range

plan.

The MTA has a dedicated staff and

board of directors. Regardless of the

recent economic and construction-

related setbacks, I predict there is fair

weather ahead — and along with

that prediction comes plentiful

opportunities for the business

community.

MTA has a well-defined vision for

transportation in the next two

decades. Business owners and

entrepreneurs are necessary to help

us achieve our goals.

The 20-Year Plan

Before I discuss the nuts and bolts of

continued on page 6

he MTA Board of Directorsapproved a $3.1 billion FY 1996

budget that calls for maintaining thepresent level of bus and train service,proposes no fare increase andeliminates a projected operatingshortf all of $108 million anticipatedduring FY 1996. The proposed budgetwas first presented at the May 24 boardmeeting, and was held over for finalconsideration at the July 26 meeting.

MTA began the FY 1996 budget processwith the potential for a $108-millionoperating deficit. Net reductionsone-time and discretionary revenues of$38 million and $61 millionincreased expenses driven primarily byinflationary impacts, including higherfuel costs and a 1.6% salary increase foremployees, contributed to the operatingdeficit.

Further, in an effort to improve theMTA's financial management, $9million was set aside to reduce aportion of the accumulated $27 million

operating deficit over a three-yearperiod.

The FY 1996 budget includes areduction of more than 600 positions,which accounts for a savings of about$43 million; most of the layoffs havealready occurred. Re-engineeringbusiness processes, improving costeffectiveness, and challenging MTAstaff man agers to do more with lessalso contributed to the savings.

The budget is divided into three

sections:

• Operating budget totals $947.9million and reflects a decrease of$9.6 million from last year's budget.

• Capital budget totals $1.1 billion, adecrease of $36.8 million.

• Funds programmed to otheragencies, through the MTA, accountfor just over $1 billion, an increaseof $191.6 million.

The largest single operational costreduction in the FY 1996 budget is thenew single-manager and regionalreorganization of bus operations. Theplan, now in force, integratestransportation and in aintenancemanagement control at the operatingdivision level, reduces reporting levelsand decentralizes the decision-makingprocess. This change alone isestimated to save $28.9 million a year,while lt also fosters improved busoperations management and makesother cost-saving initiatives possible.

New operational activities planned forFY 1996 include:

• An aggressive campaign to upgradethe appearance and condition of theinteriors of buses. This will be anaddition to the Zero ToleranceProgram, MTA's ongoing anti-graffiti effort.

• Deployment of 196 new compressednatural gas (CNG) buses.

• Opening of the Metro Green Line onAugust 12.

• Opening of the intermodal GatewayTransit Center and MTAHeadquarters building.

• Institute new market research andincrease the levet of training incustomer service.

• Reorganize support services in thearea of revenue control, materiel,information systems, finance andhuman resources.

continued on next page 10

"In many

ways, the

economic

payoffs have

already

begun."

Cover Story, continued

funding levels have not been fullyrealized.

This and future years bring manychallenges for the MTA, from loomingbudget cuts to the proposed restructuringof the Department of Transportation, tothe $5 billion shortf all in the StateTransportation Improvement Program(STIP). In short, transit funding is at acritical turning point.

In the end, whether funding is abundantor not, the MTA is still responsible fordeveloping an integrated Metro systemfor the County of Los Angeles thatincludes rail transit, commuter rail,extensive bus and paratransit services,carpool and bus lanes, an improvedstreet, highway, freeway and HighOccupancy Vehicle network, state-of-the-ad trottle management techniques andincreased employer-based programs toreduce commuter trips.

As the MTA continues to move LosAngeles into the 21st century, it'simportant to note that public transitmakes social and economic sense, cutsacross political party lines and is a wiseinvestment, returning benefits to localcommunities. These benefits include:access to jobs, services and schools formillions every day; retail and housingdevelopment; and relief from trafficcongestion that delays people and goodsand creates air pollution. The MTA lastyear provided over 15,000 jobs throughMetro Rail construction while providingtransportation services to millions ofSouthern Californians.

Alternative Funding: a "Turnkey"

Project

Ihrnkey" describes a unique type ofpublic-private business partnership,which is sanctioned by the FederalTransit Administration (FTA). Theconcept is that a government agency canenter into a contract with a privatebuilder, who then oversees the entireconstruction project, including any

subcontracts. The completed project isthen "turned over" to the government agency.

The Gateway project is what is known asa turnkey project. FTA research hasfound that this process is more effectiveand efficient than conventional fundingmethods when it comes to handlingsuch matters as change order control,scheduling, risk allocation andmanagement, private sector financing,cash flow management andsubcontracting.

The FTA is following the Gateway projectclosely to learn how their capitalprogram procedures can best be appliedand what modifications might benecessary. The MTA is working with theFTA to identify problems and helping toachieve the full intent of the ISTEAprovisions.

The Metro Core

Meanwhile, others are joining theGateway bandwagon. With transport-ation and the Metro System as its core,the transit center has attracted theinterest of the Metropolitan WaterDistrict (MWD), which has committed tobuild a 4,000-person administrativecomplex at Union Station. In addition,there's talk about building a Sportsarena over the train sheds, along thelines of Madison Square Garden.

Development of the "Alameda District"— the 50 acres surrounding UnionStation — is also under consideration,as well as a proposal to turn the 18 acressurrounding the adjacent Terminal PostOffice Annex into a landscaped complexthat would combine Union Station, theannex (which is to become agovernment center) and the historicPlaza District into one integrated,pedestrian-oriented downtown zone.

The MTA and Catellus are counting onthe Gateway Center to become thesuitable public realm that will helpunite Los Angeles. The new MTAheadquarters, with its mix of Moorish-Spanish, Art Deco and Moderne, itschandeliers and tue mosaics, imitates

—Union Station, and, as such, carries onthe architectural tradition expressedL.A.'s earlier times. Built in 1939,Union Station was the last great publictrain station in the United States, and itfollowed the American tradition ofproviding the traveling public with thehighest possible presentation of art andarchitecture.

The Gateway center, says Patsaouras,can du the same. Patterned Englishbrick is being used for the roadways, ahundred great palm trees, purchaseden masse and trucked tree by tree fromthe Southwest, will grace the grounds.The East Portal Pavilion will compareto Grand Central Station, or the greattrain terminals of Europe. A giantmural will cover the Western wall,depicting the multiethnic faces of LosAngeles. There will also be an indooraquarium and a column-fountain offalling water.

Come September, when the initialstages of Gateway are completed —and we at the MTA move into our newheadquarters — we think it will be thedawning of a new perception andmindset about transportation inSouthern California. We're particularlyproud of the role we're playing in therenaissance of Los Angeles. ab

arwPage 4

Gatewa Transit Plaza

A First-Rate TransitCenter is in the WorksThe Gateway Transit Plaza is the cruxof the Union Station Gateway Projectand will serve as the major focal pointfor all of the project's other elements(see cover story). Located just east ofthe historic Union Station andadjacent to its passenger tracks, theGateway project includes the new MTAheadquarters building, the GatewayTransit Plaza, and a multi-levelparking structure. Futuredevelopment will include office towers,retail shops and eatingestablishments.

The transit plaza is a multi-modalfacility designed to integrate publictransportation services (bus and rau)while offering park and ride choicesfor auto users. The bus facilityincludes eight bus bays for boarding

Tatrons, along with three areasdesignated for discharging patrons.

Patrons arriving at the plaza will haveeasy access to Metrolink, Metro RedLine, the future Metro Pasadena BlueLine, and Amtrak rail services via aconnecting passenger walkway. Otherbus services provided by municipaloperatm will also operate out of theplaza. Finally, there will also be directaccess 'to the MTA headquartersbuilding, future area shops, officebuildings and restaurants.

October OpeningThe Gateway Transit Plaza is currendyscheduled to open in October. Buseswill access the transit plaza from theVignes Street entrance, and continue ina clockwise direction to designatedboarding areas. In the future, buseswill be able to enter and exit fromalternative roadways currently underconstruction. These facilities includethe eastbound El Monte Buswayconnector, the Ramirez Street ramp,and a proposed upper-level roadway. Asthese access points are completed,additional bus service will be added.

Bus Service LevelsOn opening da)', eleven MTA Lines (72buses) will be rerouted to serve some2,000 patrons a day through the transitplaza. The second phase of the accessplan will take place in December, whenfour more MTA bus routes will beincorporated, bring,ing the totalpatronage in and out of the plaza toabout 3,000 a day.

Other transit providers also areexpected to serve the transit plaza. Todate, LADOT has committed to servingthe plaza on opening day, and FoothillTransit, Gardena Bus Lilles andTorrance Transit are reviewing theirroutes to determine their best transitplaza options. Santa MonicaMunicipal Bus Lines has inclicated thatthey will maintain their existing serviceon Alameda Street near Union Station.

A Predicted 115,000 Patrons aDayThe transit patronage through thetransit plaza is expected to grow to115,000 a day by the year 2000. Thenumbers, per transit mode, are brokendown as follows:

No. ofPassengers

Metro Red Line 35,000

Metro Blue Line 30,000

Metrolink 14,000

Amtrak 12,500

MTA local bus service 10,000

MTA express bus service 5,000

Caipools and Vanpools 8,000

Daily Patronage by 2000 114,500

Impact on RidersMTA riders using the bus routesproviding direct transit plaza servicewill realize a significant improvementin accessing other bus and rail services.Further, as the development of theUnion Gateway Project progresses,riders will have access to retail shops,food services and employmentopportunities at the site and nearby.

Below is a list of all the benefits thetransit-riding public can expect fromthe Gateway Transit Center:

• Major multi-modal bus/railinterface

• Kiss and Ride facilities

• Park and Ride facilities

• Major regional bus terminal

• El Monte Busway connection

• Roadway realignments andimprovements

• Hollywood Freeway rampimprovements

• Bicycle access and parking

• Disabled and senior-citizen accessand parking

• Job and revenue generation

• Commuter-serving retail stores

• Community, cultural and historicamenities.

Page 6

Metro View, continued

our training programs and contractingprocedures, it's a good idea to becomefamiliar with the 20-year plan, becauseit's what all of our activities will bebased on in the coming years.

The budget vise is squeezing the MTAhard. When govemment subsidiesseemed limitless back in the 1980s, LosAngeles County was given a $183 billiontransportation plan that covered 30years. Elected officials all around thecounty were happy, because it seemed tooffer something for everyone. Then the1990s arrived, and the government helpwe had counted on gave way, forcing usto find other ways to prop ourselves up.

The MTA now faces a monumental task,one it has been grappling with eversince lt was created. We must streamlineourselves to spend taxpayer dollarswisely. At the same time, we mustcontinue nur mandate to build atransportation network for the citizensand workers of our county. We don'thave the luxury of deciding to do one orthe other; we must achieve both.

In February, the MTA Board took itsmost courageous and significant actionso far. lt set aside partisan squabblesand regional interests long enough toapprove a fiscally responsible,achievable long-range transportationplan that is in the best interest of thecounty as a whole.

Can't please everyoneThe plan isn't perfect. lt doesn't pleaseeverybody — especially those whothought they were getting new bus ortrain service, only to have it postponalfor a while. What lt does do is put forthan integrated, multimodaltransportation system meant to serve themost people — period. lt does notsuggest building new rail systemsbecause we think they're glamorous,and it doesn't suggest flooding our

System with buses just because somethink rail systems are ton expensive.

The new plan calls for spending ofabout $72 bi llion over 20 years. Thismay sound like a lot of money, and it is.But it's a lot less than $183 billion theoriginal 30-year plan called for. Therelatively lean amount of $72 billionwill require judicious moneymanagement, with a keen eye alwaysfocused on the bottom line.

Key elements

Some of the things the plan calls for inthe coming years:

• lt recommends adding 300 busesregionwide.

• In addition to the rail lines we'realready committed to building, wewill build an east-west San Fern andoValley line, and Red Line extensionsto Westwood and eastward to AtlanticBoulevard.

• Wellexpand the high occupancyvehicle (HOV) lane network,including one on the busy GoldenState Freeway between Route 134and the San Bernardino Freeway.

These are the key bus and rail elementsof the plan. But there's much more youmay not be aware of, much of whichwill require the help of outsidecontractors:

• We want to alleviate crowding onsome of our most heavily-used buslines. We will do this by taking busesfrom low-ridership lines and puttingthem on our heaviest lines. This willhelp lines such as our WilshireBoulevard line that carries nearly60,000 riders every day. This one linehas some of the highest ridership inthe country.

• Recognizing the community's needfor specialized transportation service,we will provide shuttle service,subscription service, shared-ride

taxis and jitneys where appropriate.

• We'll eliminate bus lines that followthe same essential route of rau l lines,and put those buses instead oncrowded lines that need them, andon routes that connect with raillines.

• We're going to add 130 miles ofarterial bus lanes on major surfacestreets just for buses.

• We're going to better synchronizeour signals along majorthoroughfares so that the string ofsignals stays greener longer..

• We also intend to continue ourcommitment to the AlamedaCorridor Project. This project iscrucial to the economic well-beingof Los Angeles County. lt will bringnew life to the freight rau l corridorstretching from the ports of LosAngeles and Long Beach to all majorcenters of commerce in the county,not to mention the rest of thecountry.

We need the best in many fields

Our railconstruction projects havealready done wonders for our localeconomy. Ever since we broke groundfor the Metro Red Line subway systemback in 1986, tens of thousands havebeen kept on the job performing thehuge variety of tasks that are needed forsuch a complex project.

If you're wondering about opportunity,a partial list of the kind of skills we willbe seeking in the next two decadesincludes engineers, urban planners,designers, artists, archaeologists,architects, tunnel diggers, cementpourers, welders, mechanics of all kinds,police officers, computer technici ans,and computer programmers. We willhave an especially high demand forengineers. All our major constructionprojects are dependent upon the best

continued on page 12

Special EventPage 7

The Metro Green Line is Here!

L os Angeles County's growingtransportation system got a little bit

greener on August 12. lt was a day ofcelebration for communities stretchingfrom the South Bay communities of ElSegundo, Lennox and Hawthorne to thegrowing cities of southeastem LosAngeles County such as Paramount,Bellflower and Norwalk.

After more than 10 years of planning,designing and construction, the MetroGreen Line officially began carryingpassengers on its 20-mile east-westroute, most of it down the median of the1-105 Century, Freeway, giving arearesidents a new transportation choice.

Aerospace industry employees now canboard a train and find themselveswhisked in minutes to the front door ofmost major aerospace corporations inthe region. Those who work indowntown Los Angeles now can transfer

to the Metro Blue Line instead of havingto pay expensive parking fees.

When Caltrans first conceived of theCentury Freeway, it was thought fromthe beginning that some form oftransitway would be included in themedian of the structure. lt took severalyears, however, to agree on whether itshould be a bus lane or a track bed for alight rau l system. In June 1984, it wasfinally decided that a light rau l systemwould be built, tobe completed at thesame time the freeway opened.

There were other considerations as well.Should the trains be driverless, or wouldthey have operators? What kind of raulcars would be used? How would theSystem interact with the Metro BlueLine, another light rad system that willhave been operating already for fiveyears?

White technological advances couldchange the configuration of the GreenLine and MTA's other raul lines in thefuture, it was decided that Green Linetrains would be operated by drivers, andthat the rau l cars would be virtuallyidentical to the Metro Blue Line cars,purchased six years earlier.

"The Green Line has been an extremelysuccessful construction project from its

inception," notes Franklin E. White,MTA's chief executive officer. "White we

have had to adjust to economic andlogistical realities over the years, wehave stayed within our budget of $717.8million. The communities lt now serveshave looked forward to its opening withgreat anticipation. We are pleased tobeable to welcome them aboard."

Passengers boarding on the westem endof the line will be greeted by a teal bluecanopy, reminiscent of the wavesbreaking on the sands of nearbycommunities such as Redondo Beach,Hermosa Beach and El Segundo. Theline then travels north to serve industriessuch as Northrop-GrummanCorporation, Hughes Aircraft, TRW, andMattet Toys before making a sharp tum

east on its way to Norwalk. The AviationBoulevard station will serve Los AngelesInternational Airport. Express shuttlebuses operated by LAX will be availableto carry passengers at no charge fromthe Aviation Station to the airportterminal.

Green Line passengers can then settleback and take in the gallery of publicartworks present at each of the 14

stations as they travel through thecommunities of Lawndale, Westchester,

Inglewood, Gardena, Watts, Compton,Willowbrook, Lynwood, South Gate,Paramount, Bellflower and Downeybefore arriving at Norwalk.

When they get off the train at Norwalk,they will be greeted by a hugebumblebee with a wingspan of 17 feet,one of the innovative public art projectsalong the Green Line. The bee is inhonor of the Sejat Indians, one-timeresidents of the area who referred totheir home as "The Place of the Bees."

Following the opening weekend whenriding the Green Line was free foreveryone, the one-way fare will only be

continued on lasi page

Passengers line up stör

the Green Line at the

grand opening

cerenzony held at the

Inzperial/Wilmington

Station. More than

65,000 riders enjoyed

jive rides on opening

weekend. Cover inset

photo shows one of

the Mexican dancers

perfoming at the

event.

Operation Overview

Page 8

First CompressedNatural Gas BusesRoll Out

MTA has placed into service the

Mfirst 10 of an eventual fleet of

nearly 300 new buses powered by

clean-burning compressed natural gas

(CNG) that will not only help improve

Los Angeles County's air quality, but

provide riders with a brighter, newly-designed interior.

The 10 buses are the first to arrive on

MTA property as part of a $64.4 million

order of 196 buses approved in July,

1994, by the MTA's Board of Directors.

The buses will be run on the 18 San

Fernando Valley lines operated out of

MTA's Sun Valley operating division,

with buses to be periodically added into

the system as they arrive in Southern

California through the end of the year.

"These beautiful new buses are the

latest evidence of MTA's longtime

commitment to improving our

environment," said Franklin E. White,

the MTA's CEO. "We invite our riders to

bring a friend or relative to experience

the new interior design. At the same

time, we intend to continue our

commitment to alternative fuelsresearch."

The MTA performed extensive tests on a

fleet of 10 CNG-powered buses over a

five-year period before ordering some

for the regular fleet.

"Fuel technology is constantly

changing and improving, and our

alternative fuels team is second to none

in the nation in staying abreast of those

changes," said White. "After carefulanalysis of all existing alternative fuels,

we believe CNG is a good, clean and

economical alternative fuel."

"Each new natural gas-powered bus

going into service will reduce by nearly

two tons per year the amount of

pollutants entering Southern

California's already smoggy skies," said

John Weber general manager of

transportation for Southern California

Gas Company, which providedfinancial assistance toward the

purchase of the buses. "MTA also is

helping to reduce our country's

reliance of foreign oil by powering its

buses with safe, economical and

domestically produced natural gas."

Improved Interior Design

For passengers, the new buses' most

striking features are a gray interior thatprovides a fighte'', airy atmosphere, as

well as a new stainless-steel seatingdesign that is very similar to those now

on the Metro Blue Line. Anti-graffiti

features include specially coated roofpanels and windows to ease graffiti

A Metro CNG bus hits the road, above.

Right, new CNG buses are brighter

inside, too.

removal.

The original contract with busmanufacturer Neoplan USA

Corporation provided for an option to

purchase 98 additional CNG buses,which the MTA Board exercised earlier

this year at a cost of $32.7 million. By

the end of 1996, MTA is scheduled to

have all 294 CNG buses in service,

making MTA the largest Operator of

CNG buses in North America.

New City Connector Bus LineJoins So. Central with WHollywoodOn July 26, a new bus line began

service between South Central Los

Angeles and West Hollywood undercontract with ATE Management/Ryder,

announced the MTA.

City Connector Line 305 operates every

30 minutes Monday through Friday

between the hours of 6-9 am. and 3-6

p.m. The regular cash fare is $1.35 and

all MTA monthly passes will be valid.Discount tokens worth 90 cents may be

used in place of the regular cash fare.

The new service is provided by ATEManagement/Ryder under contract to

the MTA; lt provides much needed

service for the residents of South

Central Los Angeles to destinations on

the Westside, as well as serve as a

connector to many MTA bus lines.

"This line is a result of arecommendation that came from the

Inner City Needs Assessment Study thatidentified the need for direct access for

inner city residents to major

destinations within the inner and mid-

city areas, as well as Westside

employment areas," said Franklin

White, the MTA's CEO. "This new bus

service does just that."

The new City Connector Line 305 buses

are painted purple and travel to such

places as the Los Angeles County

Museum of Art, Cedars Sinai-Medical

Center, Will Rogers Park, West Los

Angeles Transit Center, Baldwin

Park/Crenshaw Mail, Vermont/Slauson

Shopping Center, Beverly Center,

Martin Luther King Jr. Shopping Center,Wilshire District, Kenneth Hahn

Shopping Center, Fairfax District,

Martin Luther King Jr. Hospital, Metro

Blue and Green Line.

"The bus route has been designed to

take residents from the Metro Blue and

Green Line station at Wilmington/

Imperial to key destination and activity

centers as well os employment centers

in West Hollywood. Patrons can expect

to save between 15 to 30 minutes off

their normal commuting time byutilizing this new service," said White.

White noted that funding for the

project will come out of the $5 million

set aside by the MTA Board of Directorsduring last year's budget process to be

used to provide additional publictransit service for the inner city. The

new service will cost approximately

$800,000 a year and will be operatedfor a two year period as a

demonstration project. The new line

will be evaluated every six months.

Continued funding beyond that period

will be contingent upon the line'sperformance.

Additional information on the City

Connector's route or schedule can

be obtained by calling (213) 626-

4455, (310) 273-0910 or (310) 639-6800. •

Arcadia

Claremont

Commerce

Culver City

Foothill Transit

Gardena

La Mirada

Long Beach

Montebello

Norwalk

Redondo Beach

Santa Monica

Torrance

$501,391

$143,360

$264,892

$3.8 million

$17.17 million

$3.9 million

$236,162

$19.39 million

$5.45 million

$1.4 million

$78,404

$17.48 million

$5.03 million

FIA14)[Page 10

Board Report, continued

▪ Add quality control and safety

personnel within the construction

unit to better control and more

efficiently implement raulconstruction.

The FY 1996 capital budget represents

an ambitious and integrated

construction and service improvement

agenda. Highlights of major capital

expenditures include:

• Close-out of all current Green Line

contracts.

• Complete construction of Red Line

Wilshire Corridor facilities onSegment 2.

• Start construction of Universal Citystation for Red Line Segment 3.

• Start construction of Eastern

Extension of Red Line Segment 3.

• Finish major design and bridge

construction on Pasadena Blue

Line.

• Continue development of theAdvanced Technology Transit Bus.

• Upgrade bus facilities to

accommodate new compressed

natural gas buses.

• Initiate the bus interior cleaningand bus upgrade campaign.

• Improve grade crossing safety alongthe Blue Line; install four-quad gatecrossing systems at selectedintersections.

• Provide up-to-date communications

equipment to support the Transit

Police Department.

• Develop an improved materiel

management system to effectivelymonitor inventory.

• Build an integrated human

resources information system.

Four amendments to the budget were

also approved:

(1) Supervisor Deane Dana

introduced a motion, seconded by

James Cragin, to complete a Green Line

station at Douglas Street and Imperial

Highway in El Segundo, to be known

as the El Segundo/del Norte station.

Dana's motion called for the

reallocation of $5.9 million within the

Green Line construction budget to

complete the work, providal that the

project is completed with surplus

funding of at least that amount, and

contingent upon approval of theCalifornia Transportation

Commission. The station would bring

the total number of Green Line stationsto 15.

(2) A motion by Director Jan Heidt

established a contingency fund for

surplus revenue or savings after MTA

operating and construction expenses.Distribution of money from the

Contingency Fund requires board

approval.

(3) Director John Fasana moved

that interest that accrues onProposition A and C transportation

funds shall not be disbursed or

encumbered until the MunicipalOperator Committee for Prop A and C

interest returns to the MTA Board with

its recommendations.

(4) A joint motion by Fasana and

Supervisor Michael Antonovich

commits $53 million in state Funds

and local funds programmed for thePasadena Blue Line to the Pasadena

Blue Line project, assuring that the

funds in future years remainearmarked for that project.

The MTA also serves as the regionaltransportation planning entity for LosAngeles County. As such, the MTA isresponsible for programming funds to

support transit, highway andmultimodal programs to various citiesand agencies throughout the county.The FY 1996 budget includes $74.9

million in operating funds for the

following transit operators:

In addition, the budget calls for theallocation of $25.1 million in federalSection 9 capital funds to various citieswithin the county to use for busreplacement, facility rehabilitation andother related transit projects.

'the following higidights additionalprograms in which funds areprogrammed to other agencies:

Southem California Regional RailAuthority Metrolinkservices $44.5 million

Transportation ImprovementProgram $215.5 million

State HighwayProgram

$42.1 million

Local Program for roadwayreconstruction, rehab, safetyimprovements, etc. $309.2 million

Paratransitservices

$17.7 million

Other Board Actions

Creative Solution forCompletingVermO nt/HollywoodTunnel WorkTo expedite completion of theVennont/liollywood tunneling(Segment 2) of the Metro Red Lineproject, the MTA Board has approved amethod that will reorganize therecently-tenninated contract into eightindividual work packages.

As reported last month, the MTAterminated the services ofShea/Kiewit/Kenny, its primarycontractor for the Vermont/Hollywoodtunnel of Segment 2 of the Metro RedLine. The contractor was terminateddue to a series of unexpected problemsthat caused the MTA to lose confidencein the tunneling contractor.

The MTA would restrict the work tocontractors who are already doingconstruction work on the Red Line,including Tutor-Saliba-Perini,Kajima/Ray Wilson, and TraylorBrothers. All three contractors arealready working on jobs adjacent tothe areas identified in the workpackages, and so change orders can bemade to facilitate their cornpletion ofthe Vermont/Hollywood tunnel work.

Five of the eight contracts will benegotiated directly withTutor/Saliba/Perini and one of themwill be negotiated directly withKajima/Ray Wilson. The tworemaining contracts will becompetitively bid among all threecontractors.

"This means we can get theVermont/Hollywood tunnels back ontrack in only about three months, asopposed to at least six months if wewent out for new contracts," saidFranklin E. White, the MTA's CEO. "ltwill also save the MTA substantially incosts by using the change-ordermethod. These contractors can bemobilized quickly due to their ongoingfamiliarity with the project."

Busway ElevatorRefurbishnient ApprovedThe MTA Board has approved a$191,931 time and materials contractwith Montgomery Elevator Company ofGardena to refurbish three MTA buswayelevators.

The contract covers refurbishment oftwo busway elevators at Cal StateUniversity, Los Angeles, and one at theUSC Medical Center. The MTA isresponsible for maintenance of theseelevators, which were installed about20 years ago. Increased usage over theyears and ongoing vandalism hascreated frequent breakdowns andinconvenience to busway patrons.

The recommended refurbishmentincludes features that will heueraccommodate the needs of wheelchair-bound and elderly patrons. Thechanges will bring the elevators incompliance with ADA requirements.The installation of vandal-resistantcomponents will not only upgrade theequipment, but will also decrease thecurrent vandalism problems.

The non-competitive bid was awardedto Montgomery Elevator Companybecause (1) the company is theoriginal equipment manufacturer ofthe three elevators and is currentlyunder contract to maintain them; (2)proprietary components are necessary;(3) the coinpany can perform the workwithout invalidating the warranty oncomponents that do not needreplacing; (4) the work can beginimmediately; and (5) two alternateelevator maintenance vendors declinedthe MTA's requests for proposals.

Finally, the refurbishment will reducethe MTA's monthly maintenanceexpenses for these elevators, and will,in fact, eliminate the current $600monthly maintenance cost under afirst-year warranty.

MTA Reacts to Senate'sProposed Cuts toConstruction Funds

On August 10, the full Senate

approved an earlier SenateAppropriations Transportation Sub-

Committee recommendation that the

MTA receive only a fraction of what

the MTA has requested in federaldollars for Segment 3 of the MetroRed Line.

Last mond.) the House passed the FY1995 Transportation Bill, which

included only $125 million in federalassistance for Segment 3.

Segment 3 of the subway is slated to ran6.3 miles from Hollywood and Vine to

North Hollywood, 2.3 miles to the Mid-

City, and 3 miles to East Las Angeles.

"We strongly believe that Congressmust honor its commitment to the

people of Los Angeles who have twicevoted to tax themselves by the

passage of Propositions A and C,"said Franklin E. White, the MTA'sCEO. "We remain optimistic thatonce a conference committee is heldby both the House and the Senate,

that the House recommendation willprevail," said Stanley Phernambucq,

the MTA's chief construction officer."Hopefully, the result will be that LosAngeles receives its fair share offederal dollars that are vitally neededto complete this important publicworks project."

The MTA is also concemed that boththe House and Senate

recommendations inclucle cuts to

federal operating assist2ince by 44%nationwide. "The MTA's recently-approved budget only projected a30% cut in federal operating

assistance," said White. "1f Congresssustains this level of cutbacks, ltcould seriously affect nur servicelevels or require us to face the painfulpossibility of increasing fares."

Metro View, continuedPage 12

engineering knowledge available.

A lot of the initial engineering workfor our rau l construction program isdone by a consortium of firmscal led the EngineeringManagement Consultant, or EMC.These firms do all the geotechnical,right-of-way, architectural,mechanical and design work on therail system. They have an outreachprogram of their own which theycall the "STEPS" program.

Bidding for Projects

And the rail projects aren't the onlyones needing expertise. Businessowners interested in bidding on MTAprojects should be on the MTA's bidlist if you specialize inenvironmental work, for example.Our contracts office issues a bid listeach month that lists contractsavailable for bids. Your first callshould be to Cary Peck in ourVendor Relations office at (213)972-5130. He will answer yourquestions, and see that you receive anewsletter that details contracts weexpect in the coming months, evenbefore they are formally opened forbid.

Badding TransportationProfessionals

We're also concemed with where thenext generation of skilled workerswill come from; however, there's avast manpower potential nowattending Los Angeles Countyschools. MTA realizes that thispotential exists. We want to do ourpart to provide talented youngpeople an opportunity to learn moreabout what MTA is all about, andhow they might participate in thefuture.

Called the Career Development andTraining Center, our HumanResources staff offers severalprograms designed to give highschool and college students, andeven teachers, a chance for hands-on instruction in transportationindustry skills.

For college and university students,we have the AdministrativeIntemship Program. This is meantto help recruit, train and developcollege students' skills to preparethem for a professional job at theentry level. There are some wies thestudent has to follow, and they haveto keep their grades up toparticipate. But for students whoare serious about their career paths,MTA can provide them with anexcellent opportunity.

One of our newer programs that hasproven successful so far is theTransportation Careers AcademyProgram, or T-CAP This program isa "school within a school." At themoment, there are three highschools participating from the LosAngeles Unified School District,which is helping MTA sponsor theprogram.

The T-CAP program is important,not only for the career training itcan provide, but for the strongmessage it delivers to high schoolstudents. Our message is: if youwant tobe successful, stay in school.If you do, then MTA can help youfind a higher education path andstay on it.

Another program that helps studentsfind a transportation industryvocation is the TransportationOccupations Program, or TOP This

successful program has beenproviding job training to hundredsof students over the past nine years—some of whom now work full-time for the MTA.

TOP students do more than just goto dass. Wherever possible, we helpget them placed in summerintemships with contractors,consultants or in our offices wherethey can get a feel for what it's liketo use their skills in a professionalsetting.

To support these programs, we alsoformed our transportation teachinginstitute. We welcome theparticipation of any professional inthe institute, which is a group ofindustry professionals whovolunteer their time and service tocareer development programs.

Helping the teaching institutedoesn't have to mean a big timeinvestment. lt can he as simple asproviding a resource telephonenumber, a tour idea, or a businesscontact. This kind of "networking"can't help but pay dividends in thelong run.

These are just a few of the manyprogram the MTA has going for thefuture of transporation in LosAngeles. Im confident that 20 yearsfrom now — and well beyond that— the MTA's transportation systemwill be the centeeece of a city thatcan — and should — be lookedupon with envy. Those whoparticipate will know they helpedmake it that way.

Photo by Ken Karagozian

Rauf Construction OutlOok

Water-proofing

Segment 2:

Metro Rad

construction workers

install a hydrocarbon-

resistant membrane

(HDPE) and a grid of

reinförcing steel

(rebar) between the

initial concrete

tunnel liner and the

.final

Quality AssuranceReview OK's VermontTunnel WallsThe results of a quality assurancereview of the Vermont Avenue Metro

Rail final tunnel liner completed so far

was released on Aug. 4. According to

Stanley G. Phemambucq, the MTA's

new executive officer for raul

construction, the review shows that the

concrete walls are safe and meet orexceed earthquake design standards.

"As a result of the planning and work

that went into construction of the

Vermont tunnels, I believe the tunnels

will withstand well in excess of any

anticipated stresses," saidPhernambucq. "To say that the

Vermont tunnels are safe is tounderstate just how safe they really

are."

"The actual areas or spots where walls

are less than 12 inches thick constitute

less than 1.2% of the 1.3-millionsquare feet of surface area in the

tunnels," said Franklin E. White, the

MTA's CEO. "I can reassure the publicthat appropriate measures were takenin each instance to ensure the strength

and integrity of the tunnels."

"The goal was to build concrete tunnel

walls that would be 12 inches thick, as

required by the contract," saidPhernambucq. "Where it was not

possible to provide that thickness, due

to the need to maintain proper tunnel

alignment, walls of 10 to 12 incheswere permitted. If that thickness could

not be ach ieved, the contractor wasordered to install — at its own expense

— double steel reinforcement in wallsthat would be inne to 10 inches thick,

or the area had to be remined to ensure

the necessary thickness."

Engineers mapping out the concrete

pouring plan required double steelreinforcements in 724 feet of tunnel

wall that would be between nine and 10inches thick. The contractor was

required to remine about 398 feet of the

Vermont tunnels. The qualityassurance review confirmed that a total

of 2,781 feet of the 23,698 feet of

concrete liner — or 11% — wasplanned to be less than 12 inches thick

in order to maintain the alignment.

Monito ring and adjusting the

structural strength of tunnel walls

during construction is routine and

normal for the industry. Similar

construction techniques were used in

constructing the Washington, D.C.,

Metro system.

The process for determining howconcrete tunnel walls are to beconstructed begins with an engineering

survey of the newly-dug tunnel andinitial liner. Survey data is fed into a

computer to help determine the final

liner design, including where walls will

be thicker or thinner, and by howmuch, where extra reinforcing will be

necessary, and where remining will be

required. According to the experts who

examined Segment 1 (the CordingPanel), the 12-inch dimension was

chosen for reasons of constructabilityand facility of placing reinforcementand concrete forms.

"It's important to understand the

design and construction process," saidPhernambucq, "because there hasbeen the false ltnpression that tunnel

walls less than 12 inches thick were

approved after the fact out ofexpediency. That's simply not true.

The tunnels were checked and

documented every five feet."

All plans for construction of the wallswere approved by Engineering

Management Consultant (EMC), theMTA's tunnel design firm. Further, in

all areas where walls were designed tobe less than 12 inches thick were

identified and tracked by qualityinspectors for the construction

manager, Parsons-Dillingham.

continued on nal page 14

Planning Perspective Page 14

Rad Construction, continued

Affirmative Action UpdateLos Angeles Superior Court Judge

Dzintra I. Janavas, on Aug. 1, struck

down an MTA policy that sets asidemillions of dollars in contracts for

minority- and women-owned firms.

"Although we're disappointed by the

court's ruling," said Franklin E. White,

the MTA's CEO, "the decision is not

surprising in light of the recent U.S.Supreme Court decision on affirmative

action programs."

In declaring the MTA's policy

unconstitutional, the judge cited the

Supreme Court ruling in June thatgovernment may not use "racial

classifications" to award funds exceptto remedy proven past discrimination.

The MTA's affirmative action program,

which has been in effect for nearly a

decade, has been very successful and

socially beneficial, according to White.Tax dollars have been used to create

economic benefit for hundreds ofminority and women-owned

businesses.

The MTA's next step is to evaluate all

options, including whether to seek arequest for a stay in the execution ofthe injunction and whether or not toappeal the decision. The MTA will alsoconsult with Department of Transport-

ation officials and attorneys regardingtheir position on the case.

Cost ContainmentPlan Identifies Upto$777 Million inReductions

A special MTA\ n Board workshop

was held onJuly 19, to

considerpotential

costreductions of

up to $777.7million over the duration of MTA's 20-year long-range transportation planidentified in the first draft of a CostContainment Plan that was requestedby the MTA Board of Directors as partof the plan's approval process.

A report presented at the workshopcontains possible areas, identified byMTA engineering consultant Fluor-Daniel, Inc., in the Pasadena BlueLine project, Metro Red Lineextensions to the East Side, Mid-Cityand the San Fern ando Valley wherecost reductions of up to $333 millionare possible.

MTA staff also identified an additionalcost reduction potential of $56million, $30 million of which is MTA'slocal share, in the proposed purchaseof the "L.A. Car" rail vehicle.

The plan also notes that up to $414.7million in operating cost reductionscould he achieved through the seconddecade of the 20-Year Plan, based on:revised rail service levels using morerecent ridership forecasts;incorporation of present staffingpractices; and assumptions regardingfuture levels of revenue.

"The practice of cost containment isbecoming the standard operatingprocedure at the MTA," said

Franklin E. White, the MTA's CEO."This preliminary cost containmentplan is a start toward establishing apattern of sound fiscal managementfor the rest of the 1990s and beyond."

The plan is divided into two sections:capital cost reductions and operationscost reductions. The capital costssection is subdivided into five areas thatwere scrutinized separately:

• Pasadena Blue Line — Potentialreductions: between $140 millionand $193 million. Among possiblecost reduction measures proposedby Fluor-Daniel are modificationsto stations, reduction of insurancecosts, reduction of landscaping,elimination of some gradeseparations and changes to itemssuch as the radio system and thetelephone system.

• Metro Red Line, East Side Extension(Phase 1) — Potential reductions:$15 million. Reductions could berealized by altering the depth of twostations. Other constructionstrategies were considered, but notrecommended because ofenvironmental considerations.

• Metro Red Line, San FernandoValley east-west line — Potentialreductions: Between $23 millionand $125 million. Costs could bereduced by not building the subwayas deep as originally planned andbidding projects out on a "turnkey"basis, both of which could requirestate legislation.

• L.A. Car purchase — Potentialreductions: $30 million. Cost ofpurchase could be reduced bylowering the number of carsordered from 74 to 52.

The report also notes that staffanalyzed the Metro Red Line's Mid-City

conlinued on nem' page

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Page 15

Community News and Events

segment, but could not identify anysignificant cost reduction possibilities.

The key elements identified that wouldreduce rau l operations costs are as

follows:

• Operating Red Line trains lessfrequently during the off-peakperiods to be consistent withpassenger demand.

• Reduction in the number of carsper Red Line train from six to fourduring peak periods.

• Re-evaluation of future Red Linestaffing requirements to heconsistent with staffing levelsrecommended in the FY 1995 MTAbudget.

• Revenue increases every five years,taking into account inflation andchanges in ridership patterns.

MTA bus operations are not consideredin the Cost Containment Plan, notedWhite. "We have already made thecommitment to our riders that anysavings we realize from our improvedbus operations managementphilosophy will be immediately foldedback into the bus system in the form ofadditional or improved service."

What's next?Subsequent to the July 26 workshop,the MTA Board approved a jointmotion by Directors MichaelAntonovich, Deane Dana, RichardAlatorre, John Fasana and Raul Perezreflecting specific recommendationsfor either cost reductions or furtherreview of cost-reduction proposals forthe Pasadena Light Rail Line.

On items requiring more review, theboard asked for MTA staffrecommendations within 60 days.Staff was. also directed to develop adetailed schedule for possible

continued on last page

Blue Line Marks 5th Anniversaty

The MTA marked the fifth anniversaryof the Metro Blue Line light rail system

on July 14 by honoring the line's 55

millionth passenger and promising tobuild on the Blue Line's success as the

Metro Rail network nears the halfway

mark in total miles. The August 12opening of the Green Line brings the

total of miles of light rail and subwayto 47— almost half of the 95 miles

projected under the MTA's long range

transportation plan.

Above, Cathie Pearson is honored as

the 55 millionth Blue Line passengerat the July 14 celebration.

Congratulating her is the MTA's CEO,

Franklin E. White.

Green Line Pirates' FeastMTA staffers sporting pirate attire

surround the MTA's Director of External

Affairs Barry Engelberg (center) at theNash Street Station of the Metro GreenLine in El Segundo. The July 14 eventwas part of week-long festivities that

were staged at four Green Line stations,including the Mariposa/Nash StreetStation, Aviation/I - 105 Station, theDouglas/Rosecrans Station and theMarine/Redondo Station.

Activities included a Treasure ChestRaffle, free rides on the Green Line,food, games and music — all

presented to the nearby communities tosay "thank you" for being patientduring the four years of Green Lineconstruction.

"Pirates" (fivin

Public Affnirs Officer

Carlos Rodriguez,

Marketing staffer Thomas

Am(a, Public Affairs

Officer Gary Boze, and

Marketing staffer Colin

Haugh) pose with

Erternalenirs Director

Bany Engelberg.

(center).

Page 16

MTA Review

A monthly publicationproduced by the MTA.

Wendy TaylorManaging Editor

Anne RoubideauxArt Director

MTA Graphics DeptGraphic Design

Al MoorerVlanager,Printing Services

Greg DavySteve JostWendy TaylorPholographers

Jim SmartDeine, Director,Media Relations

Barry EngelbergDirector,External Affairs

Special Event, continued

25 cents through August 31. StartingSept. 1, the one-way fare will be $1.35,with transfers to and from the BlueLine and MTA buses for 25 cents.Token users will pay only 90 cents for aone-way trip, and seniors, disabled andsight-impaired will pay 45 cents. MTAmonthly passes are available for $49,or only $12 for seniors, disabled andsight-impaired. Monthly student

passes are also available, with the costfor kindergarten through 12th grade at

$20, or college and vocational studentpasses at $30.

METRO

Mefropolllan Transporlation Aulhorily

PO, Box 194

Los Angeles, CA 90053

Planning Perspective, continued

"turnkey" design/construction andconfer with the City of Pasadenaregarding alternative financingoptions to reduce schedule-relatedcosts.

The recommendations on theremaining proposals presented at theworkshop will be brought to the MTA'sCost Containment, Contracts andEfficiency Committee meeting onAugust 16. •

Footnote

Oops, We Goofed...Editorial apologies are extended hereto the M'iWs Director of HumanResources, Frank Montalvo. In lastmonth's MTA Review, we profiled Mr.Montalvo under the New Faces at theMTA section. The article incorrectlystated that he did only graduate workat Stanford University and theClaremont Graduate School,

The fact is he has a Master of Artsdegree in Management fromClaremont Graduate School'sExecutive Management Program. Healso participated in a one-yeartraining program at StanfordUniversity called the ManagementDevelopment Program.

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