One Gateway Plaza 213.922.

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Los Angeles, CA 90012-2952 metro.n",.
SYSTEM SAFETY AND OPERATIONS COMMITTEE
SEPTEMBER 20, 2012
SUBJECT: METRO BLUE LINE OPERATIONS ASSESSMENT
ACTION: RECEIVE AND FILE STATUS REPORT ON METRO BLUE LINE
OPERATIONS ASSESSMENT
RECOMMENDATION
Receive and file a status report in response to a Board request for a Metro Blue Line
Operations Assessment. On April 3, 2012 the Board requested a thorough review of
the Blue Line service and operations (Attachment A).
ISSUE
Staff has prepared this receive and file in response to a request for an assessment of
the Metro Blue Line operations. Additional information may also be found in a Board
Box "Metro Blue Line Service Disruptions", sent to the Board on April 13, 2012
(Attachment B). Specifically, this request directed staff to respond to the following:
Safety review of grade crossing operations and safety devices;
Rail car preventative maintenance actions;
Review of the traction power and propulsion systems state of good repair; and
Rail maintenance staffing levels.
DISCUSSION
With the expansion .of rail over the last 20 years, the Metro Blue Line has become one
of the busiest light rail lines in the nation. On April 3, 2012 the Board directed us to
provide a thorough review of the Metro Blue Line service and operations. Staff was
requested to conduct a review and provide recommendations to the Executive
Management Committee meeting on April 19, 2012. This report provides a response to
the issues outlined in the request.
Metro Blue Line Operations Assessment
Safety Review of Grade Crossing Operations and Safety Devices
Safety has always been in the forefront of all rail projects starting with planning and
design, and continuing into the construction and operation phases. Metro has
implemented numerous safety measures that extend beyond regulatory and mandated
requirements through the introduction of an array of Intelligent Transportation Systems.
Based on Rail Operations Safety staff's evaluation of safety measures, Metro has
installed and incorporated all known safety engineering features on all of its rail lines in
order to mitigate potential train incidents. These features surpass all mandated
requirements of California Public Utilities Commission's (CPUC) General Orders, the
Manual on Uniform Traffic Control Devices (MUTCD), industry standards and
recommended practices. Since 1990, staff has successfully implemented a vast list of
safety measures (Attachment C).
The safety measures and requirements represent highlights of implemented
improvements that have contributed to making the Metro Blue Line a safer alignment.
In fact, much of these improvements became lessons learned and became part of our
design criteria for future light rail lines.
Staff has two projects planned for the near future. The first one will add pedestrian
gates and/or swing gates to certain gated crossings, where we have adequate safe
pedestrian waiting areas, on Metro's side of the Right of Way (excluding Union Pacific's
side). The second project planned for next fiscal year is the addition of pedestrian-head
sized LED (Light Emitting Diode) "Train" coming signs. They will be installed at
intersections where the station entrance ramps end in the crosswalks, in the street
running alignment of the Metro Blue Line.
Rail Car Preventative Maintenance Actions
In order to address the impacts of the mid-life overhaul deferred maintenance; staff
developed a component overhaul program to repair, overhaul, and/or replace key
vehicle systems that impact service reliability. In parallel, the fleet is undergoing an
appearance makeover inclusive of interior and exterior painting. The makeover will
bring the cars to like new condition and will include new seat inserts and window
replacements to repair graffiti damage.
The component overhaul program is being executed with an approved budget of $30
million dollars by overhauling traction motors, braking systems, couplers, and other
systems that upon failure impact revenue service. The component overhaul program
allows the fleet to mature to its design life of 30 years and will be retired upon delivery
of the P3010 fleet. Additionally, the program utilizes contract staff to remove/replace
refurbished components. Staff is cognizant of fleet age and performance reliability and
is continually adjusting the Preventive Maintenance Program. This allows us to inspect
key systems on a more frequent basis in a proactive manner.
Metro Blue Line Operations Assessment 2
Review of the Traction Power and Propulsion Systems State of Good Repair
Most recently, problems with the traction power system have caused service delays.
Metro's Wayside Systems department is currently completing a modification program to
provide additional security to overhead wires to protect against breaking insulators and
is currently procuring new insulators for a system-wide retrofit. In addition, Wayside
Systems is approximately 40% complete on an $80 million system-wide substation
replacement program. The Agency's capital program also encompasses projects for
replacement portions of the train control and communications systems.
Improvements to the system began three years ago with multiple projects, in addition to
the component overhaul, including traction power, track and communications
improvements. It will take time to complete the replacement and deferred maintenance
campaigns; however, it is a priority for the agency. Recent changes in Operations' top
management will focus on improving service reliability on the Metro Blue Line and all
other areas of the agency's extensive bus and rail operations.
Staff has been aggressively addressing the impact of deferred maintenance and is
experiencing some improvement. More than $64 million has already been spent and
the agency has identified another $494 million in projects through FY2020 on the Metro
Blue Line. This problem was identified by staff and investments to recover the deferred
maintenance were significantly increased in 2010 and 2011.
Rail Maintenance Staffing Levels
Operations is reinvesting existing resources to continue improvements in service
quality. The plan will improve productivity and service performance by focusing efforts
on safety, service and maintenance. As we transition our resources we will monitor all
of our effectiveness measurements to assess performance throughout Operations. If
necessary, we will redeploy resources to address changing priorities.
The Agency is committed to staffing appropriately to resolve issues related to
maintenance of the Metro Blue Line and the entire system. We have identified the
needs and are continuously reviewing staffing levels to reach optimal performance.
NEXT STEPS
Staff will continue to work on Fiscal Year 2012 budgeted operating and capital
programs targeted at addressing deferred maintenance of the Metro Blue Line system.
Additionally, future fiscal year budgets will include specific requests for operating and
capital funding that will continue to reduce the level of deferred maintenance and
improve system reliability.
Metro Blue Line Operations Assessment 3
ATTACHMENTS
A. Letter from Mayor Antonio Villaraigosa re: Metro Blue Line Service Disruptions
Dated April 3, 2012
B. Metro Blue Line Service Disruptions Board Box Dated April 13, 2012
C. Safety Measures and Requirements on Metro Blue Line
Prepared by:
Questions:
Bruce Shelburne, Deputy Executive Officer, Operations
Richard Lozano, Executive Officer, Rail Vehicle Maintenance
Michael Harris Gifford, Executive Officer, Rail Wayside Systems
Michelle Stewart, Assistant Administrative Analyst, Operations
(213) 922-7270
Metro Blue Line Operations Assessment 4
Arthur T. Leahy
Chief Executive Officer
Metro Blue Line Operations Assessment
April 03, 2012
Mr. Art Leahy
Chief Executive Officer
ANTONIO R. VILLARAIGOSA
MAYOR
Los Angeles County Metropolitan Transportation Authority
1 Gateway Plaza
Los Angeles, CA 90012
Re: Blue Line Operations Assessment
Dear Mr. Leahy:
ATTACHMENT A
Every member of the public deserves a transit system that is safe and secure and the
Los Angeles County Metropolitan Transportation Authority (MTA) needs to make sure
that we are meeting this level of service. Just this year there has been a noticeable
increase in the number of delays, service disruptions and accidents along the Blue Line.
The frequency of these incidents requires immediate attention and as Chairman of the
MTA Board I request you perform a detailed evaluation of the line's operations.
Since it's opening in 1990, the Blue Line has been a major transportation backbone for
LA County's transit system. This is the most used rail line in our MTA rail system
carrying well over 80,000 passenger-boardings a day. It also serves a high level of
transit dependent users from South Los Angeles to the City of Long Beach. Service
disruptions and delays to this line can affect thousands of transit users in a single day.
As such, a thorough review of the Blue Line service and operations needs to be
conducted. The assessment and recommendations for improvement should include:
Safety review of grade crossing operations and safety devices
Rail car preventative maintenance actions
Review of the traction power and propulsion systems state of good repair
Rail maintenance staffing levels
200 NORTH SPRING STREET Los ANGELES, CALIFORNIA 90012
erS PHONE: (213) 978-0600 FAX: (213) 978-0750
Mr. Art Leahy
April 4, 2012
Page 2 of2
ATTACHMENT A
I hereby request that you convene a meeting with MTA executive management to
discuss and provide recommendations at this month's Executive Committee meeting on
April 19, 2012.
I know you, the entire agency, and the MTA Board all share the same commitment to
making sure our transit system is safe and user friendly. If you have any questions,
please contact me or Borja Leon, Deputy Mayor of Transportation at (213) 978-3061 or
[email protected]. I look forward to your report and partnering with you to improve
MTA Blue Line safety and operations.
ARV:bl
cc: MTA Board of Directors
Charles Safer, County Counsel
ATTACHMENT B
Los Angeles County
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One Gateway Plaza
Los Angeles. CA 90012-2952
213-922.2000 Tel
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TO:
THROUGH:
FROM:
SUBJECT:
ISSUE
BOARD OF DIRECTORS
ARTHUR T. LEAHY m"---
CHIEF EXECUTIVE

FRANK ALEJANDRO /'
CHIEF OPERATIONS OFFICER
APRIL 13, 2012
METRO BLUE LINE SERVICE DISRUPTIONS
Several incidents in January and February on the Metro Blue Line system have
resulted in serious service delays. The service delays are due to a combination
of power system failures, accidents, and scheduled delays related to the
construction and activation of the Expo light rail line.
The number of trips delayed or canceled in January and February appear to be
anomalies caused by the spikes in accidents and construction related problems.
Metro Blue Line service dependability during the first two weeks of March was
better than the delay rate for the 2011 average; however, we had significant
delays on March 26 largely caused by damaged overhead power lines.
The Metro Blue Line which opened in July 1990 is Metro's oldest rail line and
one of the busiest light rail lines in the nation. The Blue Line transports an
average of 80,000 riders per weekday, over 26 million riders in 2011, and
ridership is growing. Metro delivered 87,000 scheduled trips, traveled 1.7 million
miles, and provided 77,000 scheduled train revenue hours. The Metro Blue Line
has 69 Rail aSSigned cars with an average age of 22 years and 1.28 million miles
per car. The line's rail cars programmed revenue service life is 30 years. There
are 22 rail stations, 46 miles of track, 46 miles of overhead electrification wire,
and 20 traction power sUbstations.
More frequent service was recently added to the Metro Blue Line to improve the
headways from 20 to 10 minutes during late night Safety and security of the
service has also improved with the deployment of additional Los Angeles Sheriff
Department deputies, specialized teams and security assistants. Additional
ATTACHMENT B
Metro Security Officer coverage was assigned to more evening shifts, and Friday
nights and Saturdays to ensure a safer, more secure trip for our patrons.
In addition, we are working closely with Los Angeles Sheriff Department and
other law enforcement agencies to reduce delays caused by crime scene
investigations. A recent unrelated shooting at a park next to the Metro Blue Line
Firestone Station, for example, caused service delays of more than five hours.
DISCUSSION
An extensive review of service delays five minutes or more was recently
conducted and noted that many of these service delays can be attributed to
accidents, rail vehicle and rail operation incidents, and Expo construction. The
delays or cancellations associated with downtown Expo construction, which
accounted for most of the delays, took place late at night and bus bridges were
established to minimize the impact on our patrons. With the Expo Line opening
at the end of April, those impacts, which went on for almost three years, should
be eliminated.
A total of (17) seventeen incidents on the Metro Blue Line caused the biggest
delays in January and February 2012:
Six delays due to equipment malfunction on rail vehicles;
Five delays due to rail accidents;
Two delays due to late completion of track work repair and operator error;
Two delays due to traction power, power breakers tripped open and would
not re-close and overhead cantenary system broken contact wires;
One delay due to police/passenger activity;
.; One delay due to track maintenance.
Fundamentally, the delays associated with car or traction power problems are
the result of significant deferred maintenance. We expect this work to continue in
the coming eight years.
Staff has been aggressively addressing the impact of deferred maintenance and
is experiencing some improvement. More than $64 million has already been
spent and the agency has identified another $494 million in projects through
FY2020 on the Metro Blue Line. This problem was identified by staff and
investments to recover the deferred maintenance were Significantly increased in
2010 and 2011 (Attachment 1).
Accident related delays were unusually high during this time. Safety remains a
top priority for the Agency and we are continuing outreach programs in the
surrounding areas. We have reviewed the characteristics of the accident
locations to determine if additional safety improvements are needed.
Additionally, we are in the process of produCing 250,000 door hangers with
METRO BLUE LINE SERVICE DISRUPTIONS 2
ATTACHMENT B
safety messages and we have placed six rail safety ambassadors to educate the
public about how to cross the tracks safely.
Track and traction power delays involved scheduled work which started late and
damage to the overhead centenary wires that failed multiple times. We will
review scheduled work and reschedule accordingly to avoid any service impact
to our customers. The overhead cantenary wires were repaired immediately
following the delays and we have capital funding to complete refurbishment of
the overhead cantenary system.
Deferred maintenance on the rail cars, power and other components has had an
impact on service reliability as evidenced by the decline of miles between
mechanical breakdowns, from 26,030 in fiscal year 2008 to 19,512 in fiscal year
2011.
In 2011, we identified $1.3 billion in agency-wide deferred maintenance and
replacements which included costs for the Metro Blue Line. Staff is aggressively
addressing the deferred maintenance that built up over the last 8 to 10 years.
The Metro Blue Line cost of deferred maintenance is $239 million which includes
$138 million for rail cars (Attachment 2). This cost is for the mid-life rail car
overhaul that was reprogrammed with the anticipated delivery of new rail cars.
The new rail car delivery was delayed when the Breda rail car option deal was
canceled. The work being done now on the rail cars is a component overhaul,
including motors, electrical, brakes, communications, interior and exterior, which
will keep the rail cars running in good order until scheduled replacement in six or
seven years.
Improvements to the system began three years ago with multiple projects, in
addition to the component overhaul, including traction power, track and
communications improvements. It will take time to complete the replacement
and deferred maintenance campaigns; however, it is a priority for the agency.
Recent changes in Operations' top management will focus on improving service
reliability on the Metro Blue Line and all other areas of the agency's extensive
bus and rail operations.
NEXT STEPS
Staff will continue to work on Fiscal Year 2012 budgeted operating and capital
programs targeted at addressing deferred maintenance of the Metro Blue Line
system. Additionally, future fiscal year budgets will include specific requests for
operating and capital funding that will continue to reduce the level of deferred
maintenance and improve system reliability.
METRO BLUE LINE SERVICE DISRUPTIONS 3
ATTACHMENT B
ATTACHMENTS
1. Annual Expenditure Summary of MBL Deferred Maintenance
2. Metro Blue Line Deferred Maintenance
3. List of Completed Deferred Maintenance and Other Improvements
METRO BLUE LINE SERVICE DISRUPTIONS 4
ATTACHMENT B
ATTACHMENT 1
Annual Expenditure Summary of MBL Deferred Maintenance
Fiscal Year
2005* $ 1,783,000
2006* $ 4,309,000
2007 $ 4,200,000
2008 $ 3,312,000
2009 $ 6,948,000
2010 $ 15,257,000
2011
$ 15,141,000
2012
~
19,292,000
Effort Completed Through FY2012: $ 64,150,000
*2005 and 2006 expenditures are shown for information only. They are not
included in the total.
ATTACHMENT B
ATTACHMENT 2
Metro Blue Line Deferred Maintenance
-
BLUE LINE DEFERRED MAINTENANCE ($000)
Effort ! Spending
Backlog Completed I Plan: Total
,
Amount Thru FY2012 . FY201 3 . FY2020 Fundir:.lL......
Communication Systems & Equipment
$ 4,000 $ 6,650! $ 12,610 $ 19,260
Signal Equipment $ 6,000 $ 10,000 $ 43,000 $ 53,000
Track Equipment
$ 13,000 $ 13,600 $ 14,475 $ 28.075
Electrification (Traction Power)
$ 64,000 $ 29,500 $ 71,150 i $ 100,650
Stations/Parking Areas $ 14,000 $ 1,000 $ 24,090 $ 25,090
-
Midlife Overhaul
$ 138,000 . $ 3,400 $ 46,000 I $ 49,400 !
LRV Procurement (Option 4 of P301 0 Purchase)
$
. $ $ 283,000 ! $ 283,000 :
Total Blue Line Deferred Maintenance $ 2 ~ , 9 , 0 0 0 $
64,150 ;;;..$____ 4..;,.94.;,1,;,3;;,;;2;,;;.5 $ 558,475
The total Blue Line backlog is $239M
$64M has been spent to date (FY2oo7 through FY2012) on projects & component campaigns to reduce the backlog.
The spending plan for FY2013 through FY2020 to complete projects & dedicate resources for preventative maintenance of
critical system components totals an additional $494M.
The $64M spent through FY2012 plus the S494M identified for use in FY2013 . FY2020 shows that MTA will dedicate
$558M to address deferred maintenance effort.
In summary, the total Blue Line backlog is $239M. MTA has ldentiRed projects & campaigns
totaling $S58M to address deferred maintenance. Full utilization of these resources will allow
MTA to spend $319M over the $239M backlog.
METRO BLUE LINE SERvtCE otSRUPTIONS 6
ATTACHMENT B
ATTACHMENT 3
List of Completed or In Process Deferred Maintenance and Other Improvements
Completed projects
1. Rehabilitated and rebuilt track and pavement at grade crossings along the
Metro Blue Line between Washington and Willow
2. Overhauled all switch machines on the Metro Blue Line.
3. Replaced existing fiber optic cable along the entire rail line with a new
higher-capacity cable
4. Replaced obsolete train control equipment
5. Completed - 5 friction brake overhauls, 47 traction motors on 23 cars, 16
vital relay on 4 cars, motor-alternator circuit breaker #1 train line reset on
42 cars
6. Added, upgraded and replaced station penal code, ADA, warning and
station identification
7. Installed 132 sets of Between Car Barriers (BCBs)
8. Upgraded the UPS (Uninterruptible Power Source) cabinets along Long
Beach loop
9. Implemented the Rail Station Cleanliness Program
Projects in process
10. Replace and re-insulate rail in Long Beach
11. Replace and upgrade passenger information equipment
12. Rehabilitate station canopies
13. Procuring a new digital radio system for all of rail operations
14.Assessment of train control equipment identified obsolete equipment in
need of replacement
15. Replacing 20 existing traction power substations approaching their end-of-
life and suffering from parts obsolescence
16. Retrofitting the overhead catenary system with straps to keep the wire up
even if an insulator breaks
17. Performing continuous on-scene inspection and monitoring of the Metro
Blue Line overhead catenary system
18. Began component level overhaul - to improve fleet reliability and
appearance: car body, coupler, passenger doors, HVAC, propulsion,
pantograph, motor alternator, trucks, friction brakes, and automatic train
protection
19. Fleet appearance upgrades with interior and exterior graffiti removal and
painting
20. Improving landscaping, vegetation and irrigation systems at all stations
21. Completing station painting rehab at 11 of 22 stations current projects
Planned projects
22. Commence replacement of all c. 400 existing overhead catenary system
insulators that have been a cause of recent problems
23. Painting rehab at Imperjal station and all Metro Blue Line stations
ATTACHMENT B
ATTACHMENT 3 (continued)
24. Installing and fabricating mounting brackets for installation of LED
monitors at all stations
25. Upgrading the compressors supporting the sewage ejectors at 7th Metro
26. Corrosion mitigation on all overhead structures
27. Full station flooring upgrades at Imperial and Artesia stations and partial
upgrades at all other 20 stations
28. Improve station lighting at all stations
ATTACHMENT C
SAFETY MEASURES AND REQUIREMENTS ON METRO BLUE LINE
1. Installed a "Cyclops" light on all trains to enhance the visibility of approaching trains
for pedestrians and motorists
2. Reduced the height of the right-of-way fencing at highway rail grade crossings to
improve visibility for train operators of the grade crossings
3. Changed the mechanical horn on the trains to an electronic horn to provide a more
focused warning
4. Installed additional flashing lights and bells at grade crossings to provide added
active visual warnings on all approaches to the crossing
5. Installed active "No Left Turn" signs in street-running alignments to reinforce
awareness of the prohibited movement
6. Modified the traffic signal system in Los Angeles to reduce the possibility of conflict
between motorists turning left across the tracks and trains
7. Installed "Swing Gates" at several high-traffic pedestrian crossings, forcing
pedestrians to stop prior to entering the crossing
8. Modified the headlights on all light rail trains to flash alternately when the horn is
sounded to increase the awareness of the train's presence
9. Installed "Four Quadrant Gates" and Vehicle Detection Loops at 124th Street, Elm
Street, Compton Blvd, Greenleaf Blvd, Alondra Blvd, and Myrrh Ave to completely
seal the intersection and deter motorists from driving around lowered gates
10. Replaced passive "No Left Turn" signs with active LED "Train Coming" Signs in the
cities of Los Angeles and Long Beach. Similar signs were later placed at all cross-
traffic intersections in both cities.
11. Modified the design of train "T" signals in the City of Los Angeles and the City of
Long Beach to "Bar" signals to reduce any possible confusion for motorists.
12. Installed active "Look Both Ways" sign at Vernon Station to remind pedestrians to
look both ways prior to crossing the tracks
13. Installed "Pedestrian Gates" at several crossings to enhance the warning for
pedestrians
Metro Blue Line Operations Assessment
ATTACHMENT C
SAFETY MEASURES AND REQUIREMENTS ON METRO BLUE LINE CONTINUED
14. Installed "Delineators" at Pico Station entrance to prevent motorists from illegally
entering the rail right-of-way
15. Installed stamped crosswalks at Pico and Venice to clearly delineate the rail right of
way (ROW), and enhance pedestrian and motorist awareness
16. Replaced filament lights on highway crossing warning devices with new LED's in
order to increase the brightness and visibility of warning devices when activated by
approaching trains.
17. Installed a 1.2 mile median fence in the City of Long Beach
18. Installed median Islands to prohibit illegal "S" turns around lowered gates.
19. Installed automatic photo enforcement cameras at 23 intersections to issue citations
to motorists who ignore the warning devices and no left turn traffic signals.
Metro Blue Line Operations Assessment