Contents EXECUTIVE SUMMARY... 7 Study Timeframe... 7 Study Organization... 7 Data Analysis... 7 Public Involvement... 7 Recommendations... 7 INTRODUCT

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Contents EXECUTIVE SUMMARY... 7 Study Timeframe... 7 Study Organization... 7 Data Analysis... 7 Public Involvement... 7 Recommendations... 7 INTRODUCTION TO PASADENA TRANSIT AND PASADENA DIAL-A-RIDE... 10 Organizational Structure... 10 SECTION 1: PASADENA TRANSIT... 12 History... 12 System Rebranding... 13 Real-Time Arrival Information Technology... 14 Funding... 14 System Structure... 14 Fare Structure and Programs... 15 Fleet and Facilities... 16 Fleet... 16 Facilities... 16 EVALUATION OF PASADENA TRANSIT SERVICES... 17 Service Effectiveness: Ridership... 17 Service Effectiveness: Passengers per Hour... 18 Service Efficiency: Operating Expense per Hour... 20 Agency Comparison... 20 ROUTE PROFILE ANALYSIS... 22 ROUTE 10... 23 ROUTE 20... 25... 26 Page 2

ROUTE 31/32... 27 ROUTE 40... 29 ROUTE 51/51s/52... 31 ROUTE 60... 33 EXISTING CONDITIONS: TRANSIT IN PASADENA... 35 Fixed-Route Transit Service... 35 Ridership... 38 Stop Ridership... 38 Line Ridership... 41 Bus Overcrowding... 44 Metro Gold Line and Regional Connector... 48 SECTION 2: DIAL-A-RIDE... 49 Ridership Characteristics... 50 Pasadena Dial-A-Ride Membership Card Transition to TAP... 52 Pasadena Dial-A-Ride Performance Trends... 52 Service Effectiveness: Ridership... 53 Service Effectiveness: Passengers per Hour... 53 Service Efficiency: Operating Expense per Hour... 53 Cost Effectiveness... 54 Agency Comparison... 54 Collaboration and Outreach... 54 Relationship to Access Services... 55 PUBLIC OUTREACH... 57 Public Involvement... 57 Highlights of Outreach Meeting Comments... 58 Pasadena Transit Demographics... 59 Survey Feedback Overall Satisfaction... 60 Survey Feedback Sunday Service... 61 Survey Feedback Trip purpose, transfers, satisfaction by Route... 61 Survey Feedback Optional Comments... 61 Pasadena Transit Users... 62 Survey Feedback Non transit users... 62 Page 3

Survey Feedback Comments from Non-riders... 62 SECTION 3: RECOMMENDATIONS FOR SERVICE IMPROVEMENT... 63 Pasadena Transit Recommendations... 63 Dial-A-Ride Recommendations... 72 Conclusion... 72 Page 4

Figure 1: Pasadena Transit Logo... 13 Figure 2: "Connecting the Dots" Logos... 13 Figure 3: Pasadena Transit Bus Wraps... 13 Figure 4: BusFinder... 14 Figure 5: Pasadena Transit Ridership... 17 Figure 6: Pasadena Transit Ridership by Route... 18 Figure 7: Pasadena Dial-A-Ride Trip Purpose... 51 Figure 8: Pasadena Transit Trip Purpose... 59 Figure 10: Satisfaction with Pasadena Transit Service... 60 Figure 10: Satisfaction with Pasadena Transit... 60 Figure 11: Sunday trip purpose... 60 Figure 12: Transfers by route... 61 Map 1: Transit Coverage in Pasadena... 37 Map 2: Pasadena Transit Average Weekday Boardings by Stop... 39 Map 3: All Agency Average Weekday Boardings by Stop... 40 Map 4: Average Weekday Ridership in Pasadena - Pasadena Transit... 42 Map 5: All Agency Average Weekday Ridership by Line... 43 Map 6: Pasadena Transit AM Peak Overcrowding by Segment... 45 Map 7: Pasadena Transit Mid-Day Overcrowding by Segment... 46 Map 8: Pasadena Transit PM Peak Overcrowding by Segment... 47 Map 9: Dial-A-Ride Service Area... 49 Map 10: Dial-A-Ride Typical Monthly Pick-Ups by Address... 50 Map 11: City of Pasadena Dial-A-Ride Members by Census Block... 52 Table 1: Pasadena Transit Fare Structure... 15 Table 2: Pasadena Transit Ridership... 17 Table 3: Pasadena Transit Hours by Route... 18 Table 4: PPH - Local Lines... 18 Table 5: PPH - Feeder Lines... 19 Table 6: Pasadena Transit Operating Cost Per Hour... 20 Table 7: Pasadena Transit Cost Per Passenger... 20 Table 8: Pasadena Transit Agency Comparison... 20 Table 9: Pasadena Transit PPH... 20 Table 10: Agency Review - Passenger Based Data... 21 Table 11: High ridership stops - Pasadena Transit... 38 Table 12: High ridership stops - All Agencies... 38 Table 13: Daily Boardings by Line - All Agencies... 41 Table 14: Pasadena Dial-A-Ride Ridership... 53 Table 15: Dial-A-Ride PPH... 53 Page 5

Table 16: Dial-A-Ride Cost per Hour... 53 Table 17: DAR Cost per Passenger... 54 Table 18: DAR Agency Comparison... 54 Page 6

EXECUTIVE SUMMARY Study Timeframe The Department of Transportation Transit Division began the planning process for the Pasadena Short Range Transit Plan (SRTP) in the fall of 2016 and completed the majority of the work products by the end of July 2017. This document outlines the SRTP planning process and the work products that will shape the operating programs and capital projects for the period of Fiscal Year 2018 through Fiscal Year 2023. Study Organization A Short Range Transit Plan (SRTP) is intended to guide short range programming of transit services and outlines future operating programs and capital projects that support the policy goals for local transit services in the City of Pasadena. The SRTP is a management tool to guide ongoing improvements to the City-operated local transit system. The Department of Transportation has developed this SRTP for the Pasadena Transit and Pasadena Dial- A-Ride service covering the period of Fiscal Year 2018 through Fiscal Year 2023. This major work effort examines the performance of the service, the existing and short-term service deficiencies and needs, and provides: An overview of the existing transit system; An evaluation of Pasadena Transit and Pasadena Dial-A-Ride existing performance; An assessment of existing unmet needs; Consideration of alternatives to improve system performance and address unmet needs; and A recommended operating and capital plan. Data Analysis The evaluation of existing performance included a route-by-route analysis of weekday and weekend ridership by hour and by stop for Pasadena Transit. Route ridership and stop level data was also analyzed for the other bus services that operate in Pasadena, including those operated by Los Angeles County Metropolitan Transportation Authority (Metro), Foothill Transit, and Los Angeles Department of Transportation (LADOT) Commuter Express. Data analysis of the Pasadena Dial-A-Ride program is presented as well. In addition, each program s performance has assessed been in comparison to its peer agencies. The results of all of the data analysis were used to confirm the results of the public outreach effort, as well as to focus and prioritize the final recommendations. Public Involvement The SRTP process was designed to encourage stakeholder involvement and to include public comments from a number of sources. A series of public meetings were held, as well as an onboard and online survey that were developed for this purpose. DOT staff also invited participation and input from various City commissions. The feedback from these sessions is the basis for this SRTP and was used to develop and prioritize recommendations, as well as guide recommendations for revised and new transit service. Recommendations The in-depth ridership analysis and public outreach process conducted for this SRTP informed the development of key recommendations for DOT s transit programs. The following key recommendations which are examined in more detail in the document are to implement the following as funding becomes available: Page 7

Retain existing grant funded increased frequency on Routes 20 and 31/32 Provide Sunday service on Pasadena Transit and start earlier on Saturdays Increase frequency on Pasadena Transit Routes 10 and 20 Extend weekday service until 10:00 p.m. on Pasadena Transit Routes 10, 20, 31/32, and 40 Modify Pasadena Transit Route 40 to extend to Del Mar/Lake and increase its frequency to 20 minutes Begin service on Pasadena Transit s weekend routes at 7:00 a.m. Increase Pasadena Dial-A-Ride annual service hours by 15% while maintaining service efficiency Make available on Pasadena Dial-A-Ride an automated trip pick up notification system Below is a summary of the recommendations, including tables which identify the operating and capital costs that would be required to implement them. Page 8

Recommendation OPERATING COST SUMMARY FOR RECOMMENDATIONS Current Total Operating & Capital Required Operating & Capital Needed Current Total Buses Revenue Hours Total Cost at $75/hr Total buses projected Revenue Hours Total Cost at $75/hr Vehicles Revenue Hours Total Cost at $75/hr Retain JARC funding for added service on Route 20 starting 2021 2 5,555 $416,625.00 2 5,555 $416,625.00 0 5,555 $416,625.00 Retain JARC funding for added service on Route 31/32 starting 2021 1 1,237 $92,775.00 1 1,237 $92,775.00 0 1,237 $92,775.00 Weekday - 10 minute peak frequency on Routes 10 & 20 10 31,897 $2,392,275.00 19 58,009 $4,350,675.00 9 26,112 $1,958,400.00 Weekday - Service until 10p on Routes 10, 20, 31 & 40 17 50,227 $3,766,995.00 8 54,323 $4,074,195.00 0 4,096 $307,200.00 Route extension - Extend Route 40 to Del Mar/Lake 3 9,986.4 $748,980.00 4 13,958 $1,046,850.00 1 3,972 $297,870.00 Weekend - Saturday morning service from 7a - 11a 12 5,766 $432,480.00 12 7,399 $554,940.00 -- 2,288 $171,600.00 Weekend - Sunday evening service from 7a - 8p 12 5,766 $432,480.00 12 13,166 $987,450.00 12 8,055 $604,110.00 Weekend - 15 minute peak frequency on Routes 10 & 20 7 3,260 $244,500.00 12 4,716 $353,700.00 5 1,456 $109,200.00 Total 10* 52,770 $3,957,780 *Total additional buses needed at peak CAPITAL NEEDS SUMMARY FOR RECOMMENDATIONS Vehicles Cost per vehicle Total FY18 cost Capital cost (Fleet currently 29 but need 35 with spares) 6 $584,270 $3,505,620 Placeholder: Pasadena Dial-A-Ride Recommendation Operating and Capital Needs Table Page 9

INTRODUCTION TO PASADENA TRANSIT AND PASADENA DIAL-A-RIDE Pasadena Department of Transportation Transit Division runs two programs: Pasadena Transit and Pasadena Dial-A- Ride. Since 1994, Pasadena Transit has been a community circulator serving the City of Pasadena. Today Pasadena Transit provides six local fixed routes which connect Pasadena residents, visitors and workers to key points of interest throughout the city, and also to the regional transportation network including the Metro Gold Line. Pasadena Dial-A-Ride is a shared ride, curb-to-curb transportation service for residents 60 years and over or under 60 years with a disability that prevents the use of fixed-route bus service. Pasadena Dial-A-Ride provides service to residents of Pasadena, San Marino and adjacent unincorporated areas of Los Angeles County. To run these programs effectively, the Department of Transportation s Transit Division has responsibility for managing the Pasadena Dial-A-Ride program including managing the service contract, maintaining program records and filing reports with Metro. Organizational Structure Pasadena Transit and Pasadena Dial-A-Ride are major program areas of the City s Department of Transportation (DOT) and support one of the City s Guiding Principles that Pasadena will be a city where people can circulate without cars. 1 The Department s Transit Division has program responsibility for Pasadena Transit and Pasadena Dial-A-Ride. The Transit Division includes the following positions: Transit Manager Two (2) planners (senior and associate levels) Management Analyst Program Coordinator Senior Customer Service Representative Two (2) part-time college student interns, filled depending on budget and demand DOT s mission is to achieve the safe, efficient and convenient movement of people and goods within Pasadena, while concurrently ensuring a balance between land use and transportation to maintain a livable community in which cars are not necessary to travel within the city. To achieve this mission the Department is organized into a complementary team designed to execute a variety of diverse, interrelated activities through its Administrative, Complete Streets, Transit, Transit, and Parking Divisions. The identified goals for the Department are the following: 1. Implement complete streets, safety, and intelligent transportation system strategies. 2. Provide and enhance safe, reliable, seamless and exemplary local transit services in the City of Pasadena and the Dial-A-Ride service area. 3. Enhance the efficiencies of on-street and off-street parking management. 4. Enhance organizational and operational effectiveness and efficiency within the department. The DOT Division Managers report to the Director of Transportation who reports to the City Manager. The City Manager provides oversight and direction to ensure that all departments are responding to City Council goals, applying policy 1 Pasadena General Plan, Mobility Element, 2015, Guiding Principle #5 Page 10

consistently, and planning the services, programs and projects that will ensure Pasadena maintains its status and character as a great community. Page 11

SECTION 1: PASADENA TRANSIT History Pasadena Transit (formerly Pasadena Area Rapid Transit System or ARTS) services and programs have undergone significant changes. The system began as Pasadena ARTS in June 1994 with the Downtown Route that connected Old Pasadena, Civic Center, Playhouse District and the South Lake Business District. In mid-1996, the Uptown Route was added to provide service to the northwest and eastern areas of the City with connections to the Downtown Route in Old Pasadena. The Uptown Route provided increased transit service to Northwest residents with important connections to the Civic Center, the shops on North Lake, and to East Pasadena. It also provided coverage to the high density senior housing on Villa between Los Robles and Lake. In 2001, in anticipation of the opening of the Metro Gold Line opening in 2003, a major goal of the City was to expand and restructure the Pasadena ARTS service so that each of the light rail stations would be served by the City s local transit system. The system that was developed is largely reminiscent of today s Route 10, Route 20, Route 31/32 and Route 40. In June 2003, Pasadena ARTS was again expanded to add two new routes, the Route 51/52 and the Route 60 to provide connections to the Rose Bowl, ArtCenter College of Design, Jet Propulsion Laboratory (JPL), Hastings Ranch, among other locations. A fare structure was introduced in July 2003 to coincide with the opening of the Gold Line. Three basic fare categories were established: a base fare of 50 cents; a youth fare of 25 cents; and a senior/disabled fare of 25 cents. The establishment of a base fare of 50 cents enabled the City to enter into interagency transfer agreements that allowed riders from Pasadena ARTS to transfer onto either a Metro or Foothill Transit bus or the Gold Line for an extra 25 cents. In 2010, Pasadena ARTS was forced to implement service cuts, including eliminating Sunday service, to address funding shortfalls due to the economic recession. A fare increase was also put in place. The result was a ridership decline of 13% over the previous year. In addition, aging vehicles had made the service unreliable and on time performance was in the low 80% s. The City of Pasadena s crucial local transit service was struggling operationally due to a severe reduction in revenue. As a purely locally funded system, the City had few, if any, funding options to address the pressing operational and capital needs that were threatening the sustainability of its local transit network. However, with the support of City Council, and through interdepartmental and interagency collaboration, Pasadena ARTS was able to replace its entire fleet of aging vehicles and implemented other capital and operational improvements which led to a resurgence of the service. Since 2013, ridership rebounded 15% on Pasadena Transit during a time when national and regional ridership trends were on decline. In July 2013, a route modification was made to Route 10 resulting in both westbound and eastbound travel along Colorado Blvd. in the Central District, as well as significantly increased frequency on the popular and heavily used Route 20 (this increase is funded through 2020 by a federal grant). In Fall 2015, another service change was implemented to add frequency to Route 31 in the middle of the day (this increase is also funded through 2020 by a federal grant). In Spring 2017, Pasadena Transit was awarded a federal grant to fund Sunday service for three years. The grant is anticipated to be implemented in Fiscal Year 2019. Page 12

System Rebranding In December 2015, the Pasadena ARTS was rebranded to Pasadena Transit. This rebranding was the result of a collaboration with the ArtCenter College of Design. This multi-year process to transform the brand from Pasadena ARTS to Pasadena Transit included the following: A course was established at the ArtCenter that focused solely on brand development for the City s local transit service. Figure 1: Pasadena Transit Logo A panel of branding and marketing experts selected four campaigns for consideration from a dozen campaigns developed in the ArtCenter class. A stakeholder committee was assembled consisting of city officials, transportation and marketing professionals, as well as patrons of the system. An independent third-party performed primary research that included focus groups and online questionnaires to gather input from community members and users of the system with respect to specific brand elements. Based upon the findings a single brand campaign was selected by the stakeholder committee. This brand was presented at several City committee and commission meetings. Pasadena City Council approved the new Pasadena Transit brand and it was officially launched in December 2015. The final brand consists of a simple circular logo supported by the tagline Connecting the Dots. Brand elements creatively depict iconic Pasadena locations such as the Colorado Bridge and City Hall. The brand is simplistic and intended to clearly convey that Pasadena Transit connects people to places. Figure 2: "Connecting the Dots" Logos Figure 3: Pasadena Transit Bus Wraps Page 13

Real-Time Arrival Information Technology Simultaneously with the unveiling of its new brand, Pasadena Transit launched its real-time arrival information system to the public that allows passengers to track their bus arrival in real-time via a variety of smart phone and web applications and with BusFinders. Initially, 80 BusFinders were installed at key bus stops throughout the City, including stops serving Gold Line stations, major time points, and high demand stops. BusFinders are solar-powered rugged interactive devices that are affixed to bus stop posts which provide the predicted real-time arrival of buses. With just the push of a button on a BusFinder the real-time information for any buses that are due within the next 45 minutes is displayed on its screen. This new technology was funded by grants through Metro s Call for Projects program, Safe Accountable Flexible Efficient Transportation Equality Act: A Legacy for Users (SAFETEA-LU), and local funding. Figure 4: BusFinder Funding Pasadena Transit is primarily funded by the Los Angeles County Local Return Transportation Sales Tax program. Its other major funding sources include fare revenue; advertising revenue from the City s bus shelter program; additional funding received as a result of the City s participation in the voluntary reporting of NTD data; and funding that is distributed to Pasadena Transit as a Tier 2 Operator, 2 along with Glendale, Burbank, and LADOT. Additionally, over the course of the past several years, DOT has been very successful in securing grant awards that have provided millions of dollars in both capital and some operating funds for the Pasadena Transit system. System Structure Pasadena Transit provides a network of routes that are focused on serving the business districts; the six Gold Line stations in Pasadena as well as the regional transit network as a whole; community centers; large employers and employment corridors; schools, including high schools and colleges; recreation areas; and other key destinations in Pasadena. The system is also intended to connect residential neighborhoods to the business districts and major trip generators. The routes consist of local lines and feeder lines as described below. Local Lines: The three local lines in the system include Route 20, Route 31/32 and Route 40. These are the mainline arterial routes that form the backbone of the bus network. These routes provide connections to the six Gold Line stations. They also provide local service to the City s main attractions such as Old Pasadena, the Civic Center, the Playhouse District, the Lake Avenue business and shopping corridor, Huntington Memorial Hospital, Hastings Ranch shopping and business area, the Rose Bowl, arts and cultural destinations, parks, colleges and universities, and local high schools. Portions of these local lines also serve residential areas with high population density. Feeder Lines: The three feeder lines include Route 10, Route 51/52 and Route 60. These are lines that link low to moderate density residential areas to Gold Line stations, commercial areas, key employment and education locations, regional bus service, and Pasadena Transit local lines. 2 In April 2010, the Metro Board approved the Cities of Pasadena, Glendale, and Burbank, along with the City of Los Angeles Community DASH Services (collectively known as Tri- Cities/LADOT ) as Tier 2 Operators to receive Proposition A Growth Over Inflation (GOI) funds. The City of Pasadena, along with the other transit operators, was able to receive this funding because Pasadena Transit provides a significant contribution to the regional transit network. The Tri-Cities/LADOT, individually and together are considered by Metro as regionally significant and have therefore been authorized to receive these funds. Page 14

Fare Structure and Programs Since its transition in 2003 from providing a free fare service to charging a base fare of $0.50, there has been one fare increase which was in 2009. The current base fare is $0.75, with a youth fare of $0.50 and a fare of $0.25 for seniors and individuals who are disabled. Transfers Both local and inter-agency transfers are available to Pasadena Transit riders. The City of Pasadena has inter-agency transfer (IA) agreements with Metro (bus and Gold Line) and Foothill Transit. The City also has an agreement with Metro to participate in the county-wide EZ Transit Pass program. While the City does not issue EZ Transit Passes, passengers can board Pasadena Transit buses free of charge with a valid EZ Transit Pass or any Metrolink fare media. The City also has an agreement with Access Services Pasadena Transit Fares Full Fare 75 cents Youth (K-12) 50 cents Senior (60+) 35 cents Disabled 35 cents Pasadena Transit Transfers Local Free Full/Youth IA* 25 cents Senior/Disabled IA* 10 cents *Inter-agency Transfer Table 1: Pasadena Transit Fare Structure to allow Access clients to board Pasadena Transit buses for free with a valid Access identification card. The EZ Transit Pass agreement and the Access agreement allow the City to be reimbursed for the fare of the individuals boarding Pasadena Transit buses. In addition, local transfers are provided for free for any riders wanting to transfer between Pasadena Transit routes. They are permitted to transfer onto multiple Pasadena Transit routes within a designated time frame (i.e., currently a three hour period); however, the current local transfer policy does not include transferring for free onto the same route more than one time. Currently, Dial-A-Ride members may also board any Pasadena Transit route for free with their Dial- A-Ride membership card. TAP In September 2015, Pasadena Transit began participating in the regional fare collection program, TAP (Transit Access Pass). A TAP card is a durable plastic card with a smart chip which holds regional and local transit passes, Stored Value or transfers. This program allows transit riders to ride seamlessly across Los Angeles County. Pasadena Transit accepts Stored Value on TAP cards, the EZ Pass on TAP, Access Services boardings via TAP, as well as other special promotional or ongoing programs using TAP cards. TAP boardings are validated on board via a Bus Mobile Validator. Pasadena Dial-A-Ride now also uses TAP for its membership card. In 2017 all existing and new Dial-A-Ride members were transitioned from laminated cardstock membership cards to having their memberships loaded onto TAP cards; thus further facilitating a more seamless use of multiple transit and paratransit systems in Pasadena. These TAP cards can be loaded with stored value to enable customers to only need one card for any of their transit ride types. Page 15

Fleet and Facilities Fleet The Department of Transportation has replaced all Pasadena Transit diesel fuel buses with clean fuel CNG (compressed natural gas) buses. The full transition was completed in FY2014. The Department continues to purchase gasoline fueled Cutaway vans for the Pasadena Dial-A-Ride service. At the beginning of this upcoming SRTP five year period in Fiscal Year 2018, the total transit fleet is anticipated to be comprised of 29 fixed-route buses and 15 paratransit vehicles, as noted below: Fixed-route (Pasadena Transit): Four (4) 35-foot low-floor Compressed Natural Gas (CNG) buses Seventeen (21) low-floor 32-foot CNG buses Four (4) 25-foot CNG shuttle style cutaways 100% of the fleet is equipped with wheelchair lifts 100% of the fleet is equipped with bicycle racks Paratransit (Pasadena Dial-A-Ride): Eleven (13) 20-foot shuttle style cutaways (unleaded fuel) Two (2) minivans (unleaded fuel) 100% of the fleet is equipped with wheelchair lifts Facilities The Department of Transportation, including the Transit Division, is currently located in a commercial office building located at 221 E. Walnut Street within walking distance of City Hall. The Pasadena Transit and Pasadena Dial-A-Ride services are operated under contract by a contractor. The operations and maintenance facility leased and operated by the contractor is located at the southwest corner of North Allen Avenue and Corson Street, south of the 210 freeway, at 303 North Allen Avenue. There are also two remote bus parking areas currently being used for overflow vehicles: one is located within the Pasadena Unified School District service yard located at West Woodbury Road at the northwest end of Pasadena and the other is located at 2180 East Foothill Blvd., with access off of Walnut Street. For both CNG and unleaded fueling services, the City s transit contractor primarily uses the City fueling facilities at the City Yard located in the northwest area of the City at 233 West Mountain Street. Unleaded fueling is also done at the City s Civil Defense Center location off of Eaton Canyon Blvd. When the CNG fueling facility at the City Yard is not available, the transit fleet is fueled at a commercial CNG facility on Foothill Boulevard. The location of the transit operations and maintenance facility that is being used currently and which has historically been leased by the City s transit contractor may no longer be available after the term of the current contract. The City is currently identifying its options moving forward for an operations and maintenance facility, including use of the Cityowned property at 2180 East Foothill Blvd. Page 16

EVALUATION OF PASADENA TRANSIT SERVICES This section of the report evaluates Pasadena Transit performance trends during the previous SRTP period by comparing various indicators for the fiscal years between 2012 and 2016. These performance trends have been used to help inform and develop the recommendations for this current SRTP. Service productivity indicators are used by transit agencies to measure the effectiveness and efficiency of service that is provided. These indicators include: Service Effectiveness o Ridership o Passengers per hour Service Efficiency o Operating expense per hour Cost Effectiveness o Cost per passenger o Subsidy per passenger o Farebox recovery Service Effectiveness: Ridership One of the measurements of service effectiveness is the growth or decrease in ridership. Minor fluctuations in ridership is expected; these can be caused by external influences such as weather or traffic impacts from long term construction projects. These minor changes may account for swings in ridership of 1% to 3%. Larger changes may be a result of significant service changes, fuel prices, demographic shifts, major economic changes, etc. Pasadena Transit Ridership FY2012 FY2013 FY2014 FY2015 FY2016 1,531,527 1,394,742 1,500,612 1,583,189 1,601,391 Annual Change in Ridership FY2012 FY2013 FY2014 FY2015 FY2016 -- -8.93% 7.59% 5.50% 1.15% Table 2: Pasadena Transit Ridership Pasadena Transit ridership decreased in FY2012 and FY2013 (this drop began in FY2011). This drop in ridership is attributed to three main factors: 14% reduction in service in 2010 due to the recession, which included the elimination of Route 70, less frequent service on Route 10, and the elimination of Sunday service. Fare increase in 2010. Severe vehicle reliability issues due to the majority of the fleet reaching the end of its useful life. Figure 5: Pasadena Transit Ridership Ridership began to recover and increase after FY2013. This is attributed to replacing a majority of the vehicles in FY2012 which improved the reliability of the fleet and after additional service was funded on Route 20 in FY2014. This additional service was funded through a Federal Transit Administration (FTA) Job Access Reverse Commute (JARC) grant that provided a 24 minute frequency all day. This increase in service resulted in an 11% jump in ridership on Route 20 and an 8% ridership increase systemwide. Further gains occurred in FY2015 with a 7% increase of service primarily on Route 10 that was funded through an additional funding source from Metro (i.e., Proposition A Growth Over Inflation Funds provided to Tier 2 Eligible Operators). Finally, the increase of another 2% in service funded through an additional JARC grant, contributed to gains Page 17

in ridership, primarily on Route 31/32 in FY2016. Pasadena Transit had over 1.6 million boardings in FY2016, which is a 1.15% increase over the previous fiscal year and a 6.7% increase over FY2014 (an increase of over 100,000 boardings). Pasadena Transit ridership increases occurred even as many regional transportation providers had steep declines in ridership over the previous two fiscal years. Capital investment in purchasing new vehicles and real-time arrival information technology is believed to be a significant factor in this ridership growth. Furthermore, some of this increase is linked to the Metro Gold Line Foothill Extension which further improved Pasadena s accessibility via public transit. Overall, the changes in ridership since FY2014 indicate that Pasadena Transit is benefitting from the combined investment in public transportation by both the City of Pasadena and Metro, resulting in strong local transit growth during a period of turbulence in public transportation regionally and nationwide. System-wide ridership is a useful tool to examine ridership trends; however, looking at ridership by route provides a greater level of detail. There is a corresponding increase in both service hours and ridership on Routes 10 and 20. Figure 6 compares ridership by route from FY2012 to FY2016 and Table 3 shows the number of hours operated on each route during the same period. Other routes, such as Route 40, which did not have an increase in service, have not had a significant increase in ridership. When looking at ridership numbers at the route level it is important to consider key operating factors and how they relate to ridership demand, such as the span of service, days of the week it operates, total hours of daily service, trip generators, etc. For example, on the weekdays, the Route 20 which operates from approximately 6am until 8pm, at one of the highest frequencies in the system, serving the highest density residential and commercial corridors of the City, has significantly higher ridership than the Route Figure 6: Pasadena Transit Ridership by Route Pasadena Transit Hours by Route & Fiscal Year FY2012 FY2013 FY2014 FY2015 FY2016 Route 10 8,070 7,987 7,991 12,023 11,862 Route 20 17,469 17,220 23,156 23,156 23,266 Route 31/32 9,738 9,655 9,678 9,681 10,961 Route 40 9,237 9,175 9,198 9,204 9,095 Route 51/52 5,586 5,544 5,387 5,379 5,426 Route 60 2,326 2,279 2,376 2,375 2,406 Total System 52,427 51,860 57,783 61,819 63,016 Table 3: Pasadena Transit Hours by Route 60 which only operates during the rush hours, has a much lower frequency, and serves one of the least dense areas of the City. Service Effectiveness: Passengers per Hour One measure of service effectiveness is the number of passengers carried per service hour. This provides a means to compare and contrast one route to another. The Department of Transportation has established two standards of measurement for Pasadena Transit, one for local lines and one for feeder lines. Passengers Per Hour (PPH) Local Line Standard: 26 Route 20 Route 31/32 Route 40 FY 12 40.2 36.7 29.6 FY 13 40.4 31.5 24.3 FY 14 34.6 32.0 23.2 FY 15 36.9 29.5 24.0 FY 16 35.8 27.9 23.5 Table 4: PPH - Local Lines Page 18

Local lines (Routes 20, 31/32, 40) connect high density neighborhood areas to diverse community destination centers such as commercial corridors, business districts, shopping centers, schools, community centers, and Metro Gold Line stations. The feeder lines (Routes 10, 51/52, 60) provide links between business districts or link low density residential neighborhoods to the Central District or the Gold Line. The goal is for local lines to carry a minimum of 26 passengers an hour and for feeder lines to carry at least 10 passengers an hour. Passengers Per Hour (PPH) Feeder Line Standard: 10 Route 10 Route 51/52 Route 60 FY 12 13.2 13.7 6.5 FY 13 11.1 12.5 6.2 FY 14 12.3 11.4 7.0 FY 15 12.3 10.9 7.1 FY 16 14.1 11.7 7.1 Table 5: PPH - Feeder Lines Based on the area they serve, local lines are expected to have higher passenger boardings per revenue hour (PPH) than feeder lines. Tables 4 and 5 show the PPH totals for the two types of lines in FY2012 though FY2016. The PPH on local lines decreased slightly, while the feeder lines experienced growth. Both categories have passenger per hour rates that are substantially higher than the standard, which indicate productivity is high but also show that more service is needed. The Pasadena Transit local lines typically meet or exceed the 26 PPH standard. Passengers per hour on Route 20 decreased with the addition of JARC-funded service in FY2014 but still stayed well above the local line standard. Route 20 is the system s most-traveled route and carries about half of the entire system ridership. Furthermore, Route 31/32 maintained a PPH above 26 even as the JARC-funded service expansion was implemented in FY2016. However, Route 40 has suffered from loss of ridership and dropped below the local line standard in the past four fiscal years. Staff is aggressively working to target the cause for the loss of ridership on this route and will work to implement potential recommendations. Two of the Pasadena Transit feeder lines, Routes 10 and 51/52 consistently exceed the standard of 10 PPH. In FY2014 Route 10 was modified to shift its eastbound service that used to operate on Green Street onto Colorado Blvd. and then in FY2015 service frequency was increased from 25 to 17 minutes by the addition of another bus on the route. As a result, the Route 10 has experienced both an overall increase in ridership as well as increase in productivity, as shown by a nearly 30% increase in PPH since FY2013. In the Fall of 2012 the ArtCenter began running its own free private shuttle between the south and north campuses, which mirrored a good portion of the Route 51/52 which was designed to provide a public transit connection between the ArtCenter s two campuses. Though this feeder route still managed to maintain a PPH that was above the standard, it did experience a steady drop in ridership on the Route 51/52 until FY2016 when it began to see an increase in boardings again per schedule modifications that were implemented to better meet demand. This uptick in ridership on the Route 51/52 continued after the opening of the Gold Line Foothill Extension to Azusa in March, 2016. Route 60 did not yet meet the feeder line PPH standard; however, this line only operates in the morning and late afternoon peak travel times and has been steadily increasing in ridership every year. The Route 60 provides service coverage to the low density northeast area of the City where there are few transit alternatives. This route, too, did experience somewhat of an increase in demand after the opening of the Gold Line Foothill Extension to Azusa in March, 2016 Page 19

Service Efficiency: Operating Expense per Hour Operating costs per hour is an indicator of how efficiently a transit service is operated. This total includes the City s base hourly rate of contracting services, as well as fuel and administrative expenses, per a standard regulatory formula used by all transit agencies that are required to, or that voluntarily participate in, the National Transit Database (NTD) reporting. This data in the NTD is used as a point of comparison to Pasadena s peer agencies. Per hour rates fluctuate year-over-year as a result of annual contract rates, fuel, and administrative costs. Cost Effectiveness The cost effectiveness of a transit service can be evaluated by looking at what it costs per passenger to operate the service; how much revenue is collected for each passenger trip; and finally, how much the transit agency has to subsidize each passenger trip. The offset of fare revenue to the operating cost is referred to as the transit system s farebox recovery. Table 7 provides a look at the per passenger cost for Pasadena Transit service for the five review years (FY2012 to FY2016). Operating Costs Per Hour Contract Fuel/Admin Total FY12 $59.79 $11.61 $71.40 FY13 $61.79 $5.90 $67.69 FY14 $65.27 $8.62 $73.89 FY15 $59.92 $7.51 $67.43 FY16 $61.72 $9.86 $71.58 Table 6: Pasadena Transit Operating Cost Per Hour Cost Per Passenger Revenue Cost Per Passenger Per Passenger Subsidy Per Passenger Farebox Return FY12 $2.55 $0.38 $2.17 14.9% FY13 $2.52 $0.41 $2.11 16.3% FY14 $2.84 $0.44 $2.40 15.5% FY15 $2.63 $0.49 $2.14 18.6% FY16 $2.82 $0.46 $2.36 16.3% Table 7: Pasadena Transit Cost Per Passenger Agency Comparison To evaluate Pasadena Transit, a comparison has been made with a cohort group of the local Los Angeles County community transit agencies which are generally smaller in size and scope than the regional operators. As does Pasadena, these agencies voluntarily submit their annual operating statistics to be included in the NTD in order to receive additional funding to help subsidize their service. A majority of these agencies were also used for comparison in the last SRTP; these are community-based, local transit feeder services in the Los Angeles County area. The comparative data is for Fiscal Year 2016, which was the most recent year audited data was available from the NTD when the analysis for this report was conducted. Table 8 provides an operating profile for each agency, indicating the number of buses that are operated on a typical day of service, the number of hours operated annually and the annual operating cost per hour. Pasadena s cost per hour of $71.55 is less than the cohort s group average of $76.12. This shows that Pasadena Transit is operating efficiently in comparison to its cohort of other local providers in the region. Agency Review Operating Profile Fiscal Year 2016 Cost Per Hour Agency Buses Hours Baldwin Park 6 16,366 $57.65 Burbank 14 26,533 $64.95 Carson 7 28,602 $76.26 Cerritos 5 13,246 $89.31 El Monte 7 25,734 $71.11 Glendale 28 79,806 $81.50 Palos Verdes 21 18,570 $96.62 PASADENA 19 63,016 $71.55 Average $76.12 Table 8: Pasadena Transit Agency Comparison Agency Review Passenger Per Hour Fiscal Year 2016 Table 9 provides a comparison of passengers per hour based on the number of annual passenger trips divided by the number of hours operated. Pasadena s PPH rate of 25.41 is highest in the cohort and over ten passengers per hour higher than the average of 15.03; this again shows that Pasadena Transit is above average in terms of service effectiveness. Passenger Agency Per Hour Baldwin Park 8.54 Burbank 9.63 Carson 10.78 Cerritos 11.14 El Monte 23.60 Glendale 22.91 Palos Verdes 8.23 PASADENA 25.41 Average 15.03 Table 9: Pasadena Transit PPH Page 20

Costs based on passenger trips is shown in Table 10. The cost per passenger for each system relies on the performance of each operator in generating ridership while maintaining low operating costs. The subsidy per trip depends on the number of passengers, the established fare, and the average fare paid by each rider. The greater the number of discounts given to various fare categories, i.e., youth, seniors, etc., the lower the average fare is in relation to the base fare. Farebox recovery represents the amount of operating costs recovered from passenger fares. Pasadena Transit s performance in these three areas of comparison demonstrates that it provides a very cost-effective service. In its cohort, Pasadena Transit had the lowest cost per passenger, lowest subsidy per trip, and highest farebox recovery. Agency Review Passenger Based Data Fiscal Year 2016 Farebox Recovery Ratio Agency Cost Per Passenger Subsidy Per Trip Baldwin Park $6.75 $6.17 8.6% Burbank $6.74 $5.70 15.4% Carson $7.07 $6.66 5.9% Cerritos $8.02 $7.58 5.5% El Monte $3.01 $2.67 11.5% Glendale $3.56 $2.98 16.2% Palos Verdes $11.74 $9.92 15.5% PASADENA $2.82 $2.34 16.9% Average $6.21 $5.50 11.9% Table 10: Agency Review - Passenger Based Data Page 21

ROUTE PROFILE ANALYSIS This section contains route profiles of each individual route. The profiles include the following information: A map of each route Description of route Quick facts regarding operating hours and population served 2013 SRTP Goals and Progress Weekday and weekend productivity by hour Boardings by stop The table below provides a performance summary for each route. Following the table is more detailed information for each route. Route PPH Goal Weekday Performance Route 10 10 Exceeds goal between 11 a.m. 3 p.m. on weekdays, acceptable performance for the rest of the day, except in the early morning Route 20 26 Exceeds goal by nearly double all day; peak service, which is nearly the entire service day when based on demand (i.e. 6 a.m. 5 p.m.), is a strong candidate for a significant increase in service Route 31/32 26 Route 31 exceeds goal between 11 a.m. 4 p.m. Route 32 performs adequately throughout the day, but exceeds the goal in the 3 p.m. hour Route 40 26 Meets goal during 7 a.m. hour and 3 p.m. hour. Low performance after 6 p.m. hour Route 51/52 10 Route 51 exceeds goal between 7 a.m. 8 a.m. and 3 p.m. 4 p.m. Route 52 performs adequately. Route 60 10 Performs adequately most of the day, low performance in the early a.m. and final p.m. trips of the day Weekend Performance Meets goal between 1 p.m. 5 p.m., acceptable performance the rest of the day Exceeds goal between 11 a.m. 5 p.m., acceptable performance the rest of the day Performs adequately most of the day except in the last 2 hours of service Performs adequately most of the day, low performance after 6 p.m. hour Performs adequately most of the day, low performance in the early morning and after 4 p.m. Does not run on the weekend. Page 22

Page 23 ROUTE 10

Route 10, Allen Station to Old Pasadena via Pasadena City College Route 10 operates primarily along Colorado Blvd. on the west end of the route providing direct service connections to the Central District. The eastern portion of the route operates on Del Mar and Allen. Route 10 serves Old Pasadena, the Civic Center, Playhouse and South Lake Business Districts, Caltech, Pasadena City College and the Allen Gold Line Station. 2013 SRTP Goals & Progress The 2013 Short Range Transit Plan recommended a frequency of 15 minutes for Route 10. At the time, the frequency was 25 minutes and has since been decreased to 18 minutes. The increase in frequency has resulted in significant ridership gains for the route. There was a 50% increase in service as a result of the increase frequency resulted in a 68% increase in ridership, this is typically not the case. Productivity As a feeder route, Route 10 has a goal of 10 passengers per hour. Overall, the route meets or exceeds the passenger per hour goal throughout most of the day, except the early morning hours. Boarding and Alighting Highlights Primary boarding and alighting location is Allen/Corson, just south of the Metro Gold Line Allen Station. Boardings and alightings are also strong in Old Pasadena, particularly Colorado/Fair Oaks and Colorado/Raymond. Other popular stops include Lake/Del Mar, Allen/Colorado and Del Mar/Lake. Placeholder: Passengers per hour table by hour for this route Route 10 Quick Facts Feeder route linking the Old Pasadena, Civic Center, Playhouse, and South Lake areas to the Gold Line Operates weekday 6 a.m. 8 p.m. and Saturday 11 a.m. to 8 p.m. 18 minute frequency Serves 17,889 people & 41,660 jobs within ¼ mile of service 10.9% of households within ¼ mile are zero vehicle households Carries about 10% of total Pasadena Transit ridership Page 24

Page 25 ROUTE 20

Route 20, Northwest Pasadena to Central Pasadena via Fair Oaks & Lake Route 20 provides a 2-way loop along the Fair Oaks and Lake corridors. The Fair Oaks corridor extends from Woodbury in the north to Glenarm in the south. The Lake corridor extends from Woodbury in the north to California in the south. The Fair Oaks section serves key community destinations such as the Jackie Robinson Center and Park, Old Pasadena, the Pasadena Senior Center, Huntington Memorial Hospital, and Blair High School, as well as the Memorial Park, Del Mar and Fillmore Gold Line Stations. The Lake section serves the North Lake and South Lake business areas, the Playhouse District, and the Lake Gold Line Station. Route 20 Quick Facts Local line linking high density residential to numerous community destinations and to four Gold Line stations Operates weekday 6 a.m. 8 p.m. and Saturday 11 a.m. to 8 p.m. 22 minute weekday frequency 31 minute weekend frequency Serves 49,879 people & 57,357 jobs within ¼ mile of service 13.5% of households within ¼ mile are zero vehicle households Carries about 52% of total Pasadena Transit ridership 2013 SRTP Goals & Progress The 2013 Short Range Transit Plan recommended a frequency of 20 minutes for Route 20. The route previously had a frequency of 25 minutes during the peak and 30 minutes off peak. During the last five years, service was added to have a 22 minute frequency all day. This increased frequency resulted in a 34% increase in service and a 22% increase in ridership. This service increase was largely funded through a Job Access and Reverse Commute (JARC) Federal grant which expires in 2020. Productivity As a local route, Route 20 has a goal of 26 passengers per hour. The route significantly exceeds the goal throughout most of the day every day that it operates. Not only does its productivity exceed the goal, but Route 20 experiences significant overloads during peak hours. Boarding and Alighting Highlights Primary boarding and alighting locations are also heavy transfer points, including stops near Gold Line stations: Fair Oaks/Woodbury, Fair Oaks/Washington, Raymond/Holly, Lake/Colorado, Lake/Maple, Lake/Corson and Lake/Washington. Boardings and alightings are also strong along the portion that serves Orange Grove and Marengo. Placeholder: Passengers per hour table by hour for this route Page 26

Page 27 ROUTE 31/32

Route 31/32, Northwest Pasadena to Sierra Madre Villa Gold Line Station via Washington Route 31/32 covers the Washington corridor between Lincoln and Altadena Drive. The route is branched at Altadena Drive with the Route 31 serving south Altadena Drive and Foothill and the Route 32 branch serving north Altadena Drive, New York Drive and Sierra Madre Villa. The two branches terminate at the Sierra Madre Villa Gold Line Station. The routes serve John Muir and Pasadena High Schools, Jackie Robinson Center and Park, North Lake, the Washington Blvd. corridor, the New York Drive business park, and the Hastings Ranch shopping and business area. 2013 SRTP Goals & Progress The 2013 Short Range Transit Plan recommended a combined frequency of 20 minutes for Route 31/32 along the route west of Altadena Drive. The route previously had a frequency of 25 minutes during the peak and 33 minutes off peak. During the last five years, service was added to bring the route to a 24 minute combined frequency all day west of Altadena Drive where both Routes 31 and 32 overlap. This increased frequency is largely funded through a Job Access and Reverse Commute (JARC) Federal grant through 2020. Productivity As a local route, Route 31/32 has a goal of 26 passengers per hour. Route 31/32 performs adequately to this threshold with an average of 27 passengers per hour overall. In addition, Route 31/32 periodically experiences capacity issues during peak hours. Boarding and Alighting Highlights Primary boarding and alighting location is at the Gold Line Sierra Madre Villa Station. Boardings are also strong along Washington particularly between Fair Oaks and Los Robles and at Lake, as well as at Lincoln/Woodbury. Boardings and alightings along the 32 deviation on New York Drive are exceptionally low. Placeholder: Passengers per hour table by hour for this route Quick Facts Local line linking high density residential to community destinations and to the Gold Line Operates weekday 6 a.m. 8 p.m. and Saturday 11 a.m. to 8 p.m. 30 minute combined frequency along Washington & Fair Oaks where the routes overlap; 60 minute weekday frequency where the routes do not overlap Rt 31/32 serves 32,963 people & 12,318 jobs within ¼ mile of service 9.5% households within ¼ of service are zero vehicle households Page 28

Page 29 ROUTE 40

Route 40, Sierra Madre Villa Station to Old Pasadena via Hastings Ranch & Villa Route 40 serves the Orange Grove and Villa corridors between the Sierra Madre Villa Gold Line Station on the east and the Memorial Park Gold Line Station and Old Pasadena on the west, as well as the Allen Gold Line Station midway through the route. The route serves Villa Parke Center, Victory Park, Jefferson Park, senior housing facilities along Villa, Old Pasadena, the Pasadena Senior Center, Civic Center, and Hastings Ranch shopping and business area. This route also has a high demand from Pasadena High School and Marshall Fundamental School students. 2013 SRTP Goals & Progress The 2013 SRTP recommended a new route along Orange Grove, which would allow for the restructuring of Route 40. The plan recommended that Route 40 travel on Allen between Villa and Walnut; using Walnut and Foothill to travel east to Sierra Madre Villa Station. The Route 40 continues running along its current alignment, as no new routes have been implemented along Orange Grove due to operational efficiencies and budgetary constraints. There was, however, a modification to the route to provide a closer connection to the Allen Gold Line Station and a portion of the Hastings Ranch shopping area. Route 40 Quick Facts Local line linking high density residential to community destinations and to the Gold Line Operates weekday 6 a.m. 7:30 p.m. and Saturday 11 a.m. to 8 p.m. 24 minute peak and 30 minute off peak weekday frequency 30 minute Saturday frequency Serves 26,617 people & 31,438 jobs within ¼ mile of service 13.2% of households in ¼ mile of service are zero vehicle households Carries approximately 13% of total Pasadena Transit ridership Productivity As a local route, Route 40 has a goal of 26 passengers per hour. Route 40 generally runs just under the goal, and at times exceeds this threshold. Route 40 periodically experiences capacity issues during peak hours. Boarding and Alighting Highlights The highest boarding and alighting stop is at Los Robles/Villa, which is adjacent to a number of senior living facilities and close to a community center. Boardings are also high at the Gold Line Sierra Madre Villa Station, Villa/Lake and Orange Grove/Sunnyslope and Sierra Madre Blvd. Placeholder: Passengers per hour table by hour for this route Page 30

Page 31 ROUTE 51/51s/52

Route 51/52, South Raymond to Art Center & JPL via Old Pasadena & Rose Bowl Route 51/52 feeds the Memorial Park, Del Mar and Fillmore Gold Line Stations. It provides a connection to both the ArtCenter College of Design s north and south campuses. The 52 leg of the route links the Jet Propulsion Laboratory (JPL) in the north and the Linda Vista community with Old Pasadena and South Raymond. Route 51/52 also provides service to the Rose Bowl area, Pasadena Senior Center, Memorial Park, Central Park, and Huntington Memorial Hospital. This route operates Monday through Friday, with service to JPL only in the morning and afternoon peak periods. Off peak service is approximately every hour. The schedule for this route has also been developed to help meet some of the demand from Blair High School. Saturday service, which is a higher frequency abbreviated route, provides a connection between Old Pasadena and the Memorial Park Gold Line station to the Rose Bowl. Route 51/52 Quick Facts 2013 SRTP Goals & Progress The 2013 SRTP recommended a new route to provide a direct link between Route 51 Saturday Quick Facts JPL, the Memorial Park Gold Line Station and Caltech which would replace Route 52. This recommendation has not been implemented. However, during Provides a connection between Memorial the 2013 SRTP process, feedback was received to have a connection to the Park Station and the Rose Bowl area Rose Bowl on weekends. The route was modified to run on Saturday between Operates Saturday 7:30 a.m. 8 p.m. the Rose Bowl and Old Pasadena. In addition, due to the overloads Frequency is 22 minutes on Saturdays experienced during the morning and peak on Route 20, the Route 51/52 schedule was modified to help meet some of the demand at the Arroyo Parkway/Glenarm intersection traveling to and from Northwest Pasadena, primarily serving Blair High School students. Productivity As a feeder route, Route 51/52 has a goal of 10 passengers per hour. Route 51/52 meets this goal and at times exceeds this threshold, including experiencing capacity issues during peak hours. Boarding and Alighting Highlights Most of the boarding and alighting activity for this route happens at Raymond/Holly and Raymond/Union, a heavy transfer location for the Gold Line Memorial Park Station. Boardings and alightings are also strong at the ArtCenter North Campus and Raymond/Glenarm. Feeder route linking low density residential to community destinations and the Gold Line Operates weekdays 6 a.m. 8 p.m. Frequency is hourly Route 52 has four trips during the peak 16,344 people & 33,858 jobs within ¼ mile of service 14.1% households within ¼ mile of service are zero vehicle households Carries approximately 4% of total Pasadena Transit ridership Placeholder: Passengers per hour table by hour for this route Page 32

Page 33 ROUTE 60

Route 60, Pasadena City College to Sierra Madre via Hastings Ranch & Sierra Madre Villa Gold Line Station Route 60 feeds the Sierra Madre Villa Gold Line Station. On the northeast end, the route serves the Hasting Ranch and Sierra Madre/Michillinda area, including La Salle High School, Pasadena City College Community Education Center and Hastings Ranch Shopping Center. On the west end, the route serves Pasadena City College s main campus, the Del Mar corridor between Bonnie and Madre St., and direct service to the Pasadena Community Urgent Care on Del Mar. This route operates Monday through Friday with morning and afternoon peak service only. 2013 SRTP Goals & Progress There were no goals for Route 60 stated in the 2013 SRTP. Route 60 Quick Facts Productivity As a feeder route, Route 60 has a goal of 10 passengers per hour and has yet to meet it. However, passengers per hour on this route has continued to increase year over year, steadily approaching the goal. There was an increase in ridership following the opening of the Gold Line Foothill Extension. The first two a.m. trips as well as the last a.m. trip are particularly low performers. Boarding and Alighting Highlights The primary location for boardings and alightings is at the Gold Line Sierra Madre Villa Station. Boardings are also strong at Sierra Madre/Michillinda across from La Salle High School and at Bonnie/Colorado where there is a connection to Pasadena City College. Feeder route linking low density residential to the Gold Line Operates weekday 6 a.m. 10:30 a.m. & 2:45 p.m. to 7:30 p.m. Every 45-50 minutes 14,070 people & 10,650 jobs within ¼ mile of service 4.9% households within ¼ mile of service are zero vehicle households Carries approximately 1% of total Pasadena Transit ridership Placeholder: Passengers per hour table by hour for this route Page 34

Page 35 EXISTING CONDITIONS: TRANSIT IN PASADENA Pasadena Transit and Dial-A-Ride provide complementary service to the regional fixed-route and paratransit services that are operated in Pasadena. Metro, Foothill Transit and LADOT Commuter Express operate fixed route transit and/or rail services in Pasadena, while Access Services provides regional paratransit service. The relationship between Pasadena Transit and other services is examined in this section of the report. Fixed-Route Transit Service Pasadena is fortunate to have a wealth of public transit service that provides residents, visitors and people who work in Pasadena access to a robust public transit network. This transit network is an important part of the City s goal to encourage non-auto travel and promote one of the key transportation policies that Pasadena will be a city where people can circulate without cars. A vibrant transit network also supports the City s Green City initiatives to extend transit opportunities to all areas of the City. The Department of Transportation has worked to develop and support a strong relationship with transit agencies that provide service in the City. This has included coordination of service route planning; the establishment of bus stops; and passenger transfer agreements. Additionally, the Department has worked with both Metro and Foothill Transit to implement their respective bus priority signal systems. The following is a summary of the different public transit options in Pasadena operated by other agencies: Metro Gold Line: a light rail line which runs between Azusa and East Los Angeles via Pasadena and Downtown Los Angeles, serves six light rail stations in Pasadena Metro Bus: operates sixteen bus lines in Pasadena o Three lines operate only in Altadena and Pasadena o Nine lines connect the City to surrounding cities o Two lines are considered express bus service with one connecting Pasadena to Downtown Los Angeles and one connecting Pasadena to North Hollywood o Two Rapid Bus lines, which are distinguished from other bus routes for their higher service frequency and limited stops. One of Metro s Rapid Bus lines operates on Colorado Blvd. with an eastern terminus at Pasadena City College and a western terminus at Washington/Fairfax in Los Angeles. Their other Rapid Bus line has service on Fair Oaks Ave. with its northern terminus at Colorado Blvd. and a southern terminus at the Artesia Blue Line Station. Foothill Transit operates one local bus line into Pasadena from the eastern part of the San Gabriel Valley. This route makes frequent stops along the eastern end of Foothill Blvd. and Colorado Blvd. between San Gabriel Ave. and Raymond Ave. LADOT s Commuter Express service has one line that serves Pasadena. This line operates between the San Fernando Valley, with stops in the Burbank Media District and Glendale before entering Pasadena via the 134 Freeway at Walnut. This line serves the Parson s complex, the Civic Center area, the South Lake Ave. business district, and the Metro Gold Line Lake Station. The City s extensive coverage of fixed-route transit services can be seen in Map 1: Transit Coverage. To assess transit coverage in Pasadena, this map shows the area within walking distance, or walkshed, of bus stops and Metro Gold Line stations. The walking distance used is one-quarter (¼) mile (i.e., 5 minute walk) to a bus stop or half-mile (½) mile (i.e., 10 minute walk) to a Gold Line station.

As shown, most areas of Pasadena have access to bus service within a ¼ mile. Service is more limited in lower density residential neighborhoods in the western and northeast portions of Pasadena. Where transit lines do exist in these areas ridership is typically low. Page 36

Page 37 Map 1: Transit Coverage in Pasadena

Ridership Ridership is the foremost measure of demand for transit. In this report, ridership was analyzed at the stop and route level for both Pasadena Transit and all agencies operating within Pasadena. The data utilized was average weekday boardings for Fiscal Year 2016. Stop Ridership Tables 11 and 12 show ridership by stop for Pasadena Transit and all agencies combined, including Metro, Foothill Transit and LADOT Commuter Express Route 549. Key stop level ridership findings for Pasadena Transit are summarized as follows: The two (2) stops with the highest ridership for Pasadena Transit serve the Metro Gold Line. Of the remaining eight (8) stops, five (5) are located in Northwest Pasadena, a historically disadvantaged community of Pasadena. The key stop level ridership findings for all agencies combined are as follows: Since this is a Pasadena Transit report we want to keep the info highlighted as a relative comparison need to circle back to Pasadena Transit Stops with highest weekday boardings - Pasadena Transit Bus Stop The stop with highest boardings, Sierra Madre Villa (SMV) Station, is the highest for all agencies and Pasadena Transit. Four (4) stops are located at the intersection of Fair Oaks/Colorado, a high demand transfer point and destination in Old Pasadena. The busiest corridors for travel are along Fair Oaks Avenue and Lake Avenue. Routes served by stop Avg. weekday boardings Sierra Madre Villa Station 31/32, 40, 60 198 NB Raymond/Holly 20cw, 51/52 119 NB Fair Oaks/Woodbury 20cw 118 SB Lake/Washington 20cw 103 SB Fair Oaks/Woodbury 20cc, 31/32 90 NB Lake/Colorado 20cw 90 SB Fair Oaks/Tremont 20cc, 31/32 84 SB Fair Oaks/Washington 20cc 84 SB Allen/Corson 10 75 NB Lake/Del Mar 10, 20cc 70 Table 11: High ridership stops - Pasadena Transit Stops with highest weekday boardings - All Agencies % of total boardings Bus Stop that are Pasadena Transit Avg. weekday boardings Sierra Madre Villa Station 24% 810 WB Colorado/Hill 0% 598 SB Fair Oaks/Colorado 0% 418 WB Colorado/Lake 7% 376 WB Colorado/Fair Oaks 1% 356 NB Fair Oaks/Colorado 0% 267 WB Colorado/Los Robles 3% 241 SB Lake/Washington 44% 236 EB Colorado/Fair Oaks 14% 234 NB Lake/Colorado 42% 216 Table 12: High ridership stops - All Agencies Maps 2 and 3 on the next pages show system-wide boardings by stop for Pasadena Transit and all agencies. These maps further illustrate ridership patterns in the City. Page 38

Page 39 Map 2: Pasadena Transit Average Weekday Boardings by Stop

Page 40 Map 3: All Agency Average Weekday Boardings by Stop

Line Ridership This section illustrates bus ridership by line in Pasadena for Pasadena Transit and for all agencies combined. Key line ridership findings are: Pasadena Transit Route 20 has the most boardings made in Pasadena of all the bus lines from the various agencies that operate in Pasadena. This route travels on two of the busiest corridors in the City, providing service along Fair Oaks Avenue and Lake Avenue, linking Northwest Pasadena to central Pasadena and connects with four of the six Metro Gold Line stations in the City. The Metro Gold Line Sierra Madre Villa Station is the busiest transit hub in Pasadena with five (5) bus bays at the ground level of its parking structure, each serving multiple bus lines including, Pasadena Transit Routes 31/32, 40, and 60; Metro Lines 181, 264/267, and 268; and Foothill Transit 187. This table 13 shows average weekday ridership by line in the City of Pasadena. Pasadena Transit Route 20 is the busiest line in Pasadena. This route makes a loop travelling along Fair Oaks Avenue and Lake Avenue, linking Northwest Pasadena to central Pasadena the Metro Gold Line. Routes 260 and 180 each share the one of north/south corridors that the 20 combines. The maps on the following two pages show the information in the table in map form; the first map shows only Pasadena Transit routes, while the second map shows routes from all the agencies in Pasadena. An interesting fact to note, routes 180, 264/267, 187, 31/32, 268 and 40 all serve Sierra Madre Villa Station, the busiest stop in Pasadena. Daily boardings in Pasadena Agency Route Pasadena Transit 20 2541 Metro 180/181 2286 Metro 260 1985 Metro 264/267 1507 Metro 686/687 1469 Foothill Transit 187 1064 Metro 780 1039 Pasadena Transit 31/32 979 Metro 268 909 Pasadena Transit 40 682 Metro 485 629 Metro 256 536 Pasadena Transit 10 512 Metro 487 439 Metro 266 281 Metro 762 244 Metro 177 219 Pasadena Transit 51/52 185 Metro 501 112 Commuter Express 549 64 Foothill Transit 690 63 Pasadena Transit 60 55 Table 13: Daily Boardings by Line - All Agencies Page 41

Page 42 Map 4: Average Weekday Ridership in Pasadena - Pasadena Transit

Page 43 Map 5: All Agency Average Weekday Ridership by Line

Bus Overcrowding Based on a majority of the Pasadena Transit fleet, overcrowding is defined as a load of 30 or more riders on a bus when factoring in seated passengers, passengers in wheelchairs, and standees 3. Several Pasadena Transit routes experience severe daily overcrowding during the weekday AM and PM peak periods of up to 42 or more passengers. During these peak periods, customers waiting at bus stops oftentimes may need to be passed by full buses and have to wait for another bus that has room for them to board. The maps in this project show corridors that experienced overcrowding during the AM, mid-day and PM hours. The time period for each map is: AM hours: 7 a.m. to 10:00 a.m. Mid-Day: 10 a.m. to 2:00 p.m. PM hours: 2 p.m. to 6:00 p.m. Key findings are summarized below: AM and PM load factors mirror each other, and direction of travel is opposite as expected. In the AM peak hours, travel is heavier travelling from Northwest Pasadena to the central business district and the Gold Line. Heavily travelled corridors include Washington served by Route 31/32 travelling east, Fair Oaks and Lake served by Route 20 travelling south, and Villa to Orange Grove served by Route 40 travelling east. The reverse patterns occur in the PM peak period. Travel is heavier on some corridors in the AM than in the PM. The corridors that are consistently busy in the PM are Lake and Fair Oaks served by Route 20 travelling north and Washington served by route 31/32 travelling west. Mid-day loads are heavy travelling in both directions along many of the same corridors including Fair Oaks travelling north and south, Lake travelling north and south, Orange Grove travelling east and west and Washington travelling west. Much of Pasadena Transit s travel patterns are into the Central District from Northwest Pasadena in the AM, and back to Northwest Pasadena in the PM. Route 31/32 and Route 40 overloads are mainly caused by youth travelling to and from middle or high school. Route 20 overloads are due a combination of both commuters and youth. Stops serving Old Pasadena and Northwest Pasadena are among the most heavily used. 3 30 passengers is based on a ratio of 1.5 passengers to every seat assuming all wheelchair securement locations are in use. Page 44

Page 45 Map 6: Pasadena Transit AM Peak Overcrowding by Segment

Page 46 Map 7: Pasadena Transit Mid-Day Overcrowding by Segment

Page 47 Map 8: Pasadena Transit PM Peak Overcrowding by Segment

Metro Gold Line and Regional Connector There are six Gold Line stations in Pasadena which serve major activity centers in the City. The Pasadena Transit system has been structured to provide local transit service to the Gold Line by providing connections at each of the six stations with the goal of providing seamless transportation between the Gold Line and local businesses, commercial corridors, residential areas, colleges and universities, other institutional buildings, recreational and cultural destinations, etc. Pasadena Transit serves as a primary local feeder to the Gold Line stations. The Metro Gold Line Foothill Extension from Pasadena to Azusa was opened March 5, 2016 which added eleven miles and six stops east of Pasadena on the Gold Line. Pasadena Transit has experienced changes to its ridership that are attributed to the Gold Line expanding to the east. In particular, there was an increase in connections to routes that connect at both the Sierra Madre Villa and Memorial Park Stations that occurred after the opening of the Foothill Extension. Also, there was a drop in transfers between Foothill Transit and Pasadena Transit buses; this corresponds to the drop in ridership Foothill Transit experienced on their routes that essentially mirrored the Foothill Extension. Metro is currently constructing the Regional Connector, a 1.9 mile underground light rail system connecting the Metro Gold Line to the 7 th Street/Metro Center Station in downtown Los Angeles. Currently, if passengers are travelling between Pasadena and sections of downtown, Long Beach, Santa Monica or mid-city Los Angeles, two transfers are required which adds additional travel time. However, when the Regional Connector opens, only one transfer will be required. Metro estimates that the opening of the Regional Connector will increase ridership on all connecting rail lines by 7% to 10% which includes the Gold Line. It is anticipated that Pasadena Transit will experience a corresponding increase in demand. Page 48

SECTION 2: DIAL-A-RIDE Pasadena Dial-A-Ride is a shared curb-to-curb transportation service for senior and disabled residents in a 36-square mile area that includes Pasadena, San Marino, and the unincorporated areas of Altadena, Kinneloa, Chapman Woods, and East San Gabriel. Residents in this service area are eligible to become a Dial-A-Ride member if they are at least 60 years old or have a disability that prevents them from being able to use regular fixed-route transit services. Map 9 shows the Pasadena Dial-A-Ride service area. The service can be used for any trip type within the service area and costs only $0.75 for a oneway ride. Members are also able to bring guests for an additional $0.75. Personal care attendants may ride for free. Members call in advance to schedule their trips; reservations are taken between one and five days beforehand. The service operates seven days a week, except on certain holidays. Service hours Monday through Friday are from 7 a.m. to 8:30 p.m., on Saturdays from 9:00 a.m. until 6:30 p.m., and Sundays from 7 a.m. until 6:30 p.m. Map 9: Dial-A-Ride Service Area As a shared ride service, Pasadena Dial-A-Ride is intended to pick up and drop off multiple customers along routes that are developed on a demand basis (i.e., based on the requested location, time of day, numbers of customers, mobility needs, etc.), with the goal of maximizing cost efficiencies while still providing a reasonable time frame within which someone can expect to be transported to their scheduled destination accordingly. Since this is not an uninterrupted direct, point-to-point service, clients are instructed to factor in both the 20-minute pick-up window and a potential 40-minute ride time when scheduling a pick-up time. Therefore, clients must allow for a minimum of 60 minutes oneway travel time. A curb-to-curb service means that clients are asked to meet the Pasadena Dial-A-Ride vehicle on the sidewalk of the exact location they have stated when making their reservation. The drivers have a 3-minute waiting period before they must leave to the next scheduled trip. Pasadena Dial-A-Ride has been serving Pasadena residents since 1984. In 1989, the City of San Marino contracted with the City of Pasadena to provide its Dial-A-Ride services to San Marino residents. In 1990, the Los Angeles County Department of Public Works entered into a contract with Pasadena to begin providing its Dial-A-Ride service to residents of the unincorporated areas of Kinneloa and East San Gabriel. In 1993, L.A. County expanded this service agreement to include Altadena. Together, the three agencies, with Pasadena as the lead, participate in a Metro incentive program that provides special funding to encourage service coordination. These funds are used by Pasadena to offset administrative costs for the program. Page 49

Ridership Characteristics Pasadena Dial-A-Ride typically picks up on average about 6,200 passengers a month. Map 10 provides a geographic representation of a typical month of Dial-A-Ride pick-ups. Major destinations include medical areas, such as the Huntington-affiliated medical offices and a number of dialysis centers; community centers, such as the Pasadena and Altadena Senior Centers, Villa Parke, and Victory Park; vocational centers for disabled adults, such as Ability First; recreational areas, such as the Rose Bowl Aquatic Center; and various religious/church locations. Map 10: Dial-A-Ride Typical Monthly Pick-Ups by Address There are over 7,500 certified Pasadena Dial-A-Ride members; of these, the active users generally fluctuate between about 4,500 to 5,000 regular or occasional riders. Approximately 90% of Pasadena Dial-A-Ride users are seniors, with about one-fifth indicating they have a mobility impairment or disability of some type. Passengers with a disability who are under 60 years old make up about 10% of the clients. Approximately 13% of all clients use a wheelchair. Figure 7 shows the different trips by category that members take on Dial-A-Ride. Medical trips are the most common trip type, followed by trips to senior and community centers, for shopping, and to attend church-related activities. The largest single Pasadena Dial-A-Ride trip type is for medical related reasons, consisting of over one-third of all trips scheduled. Pasadena Dial-A-Ride also provides a significant number of trips that are both social and recreational. Figure 7 also shows that more than half of all trips are for social, recreational or worship activities. Page 50

Figure 7: Pasadena Dial-A-Ride Trip Purpose Certified Pasadena Dial-A-Ride members are dispersed throughout the overall service area; however, the heaviest concentration of members is in Northwest Pasadena and Central Pasadena, where there is a higher density of senior and assisted living facilities. Map 11 shows Dial-A-Ride members by census block. Page 51

Map 11: City of Pasadena Dial-A-Ride Members by Census Block Pasadena Dial-A-Ride Membership Card Transition to TAP In an effort to streamline the application process for new and renewing Pasadena Dial-A-Ride memberships and to make it easier for members to use any public transit options in Pasadena more seamlessly, Pasadena Dial-A-Ride transitioned in 2016 to using the Transit Access Pass (TAP) Reduced Fare card either the Senior, Disabled or Access Services TAP card as its membership card. TAP cards enable more seamless and convenient boarding for senior and disabled passengers using public transportation in Pasadena; thereby, encouraging these individuals to feel more comfortable and confident in taking advantage of the transit options available to them. Also, because Pasadena Dial-A- Ride members are able to board Pasadena Transit for free with their membership cards, the use of TAP cards makes it easier for bus operators to quickly identify whether or not someone boarding for free has an active or inactive Pasadena Dial-A-Ride membership. Pasadena Dial-A-Ride Performance Trends This section of the report evaluates Pasadena Dial-A-Ride performance trends during the previous SRTP period by comparing various indicators for the fiscal years between 2012 and 2016. These performance trends have been used to help inform and develop the recommendations for this current SRTP. Service productivity indicators are used by transit agencies to measure the effectiveness and efficiency of service that is provided. These indicators include: Service Effectiveness o Ridership Page 52