Next stop: boomtown.
Metro’s ambitious project mix is powerful fuel for LA County’s economic engine. As we expand our system, we are creating innovative parallel programs and policies to ensure that everyone feels the boom. From career employment pathways and training programs to our popular Eat, Shop, Play booster for businesses affected by construction, Metro is serious about equity and opportunity.
- Metro has established the Women + Girls Council to discuss how Metro's programs, services, and policies impact the lives of women and girls in LA County. This volunteer council is a diverse group of 60 Metro employees representing every department—union and non-union, entry-level to executive—to provide recommendations to the CEO to help advance and empower women and girls. This diverse group of women and men work together for effective, innovative and collaborative change. The council will apply a gender lens in three areas: Metro as an employer, Metro as a service provider and Metro as a catalyst for economic development.
- Metro has more than 10,800 employees and 84.5% are union employees. It was a historic day last summer for the people of Los Angeles, our unions, and Metro when all five unions ratied contracts simultaneously and before the existing collective bargaining agreements expired. The ve-year contracts provided Metro and our employees with nancial stability as we continued work to deliver Measure M projects and it meant uninterrupted service for Metro riders.
- Metro is continuing efforts to create a new middle class in our region by launching programs to train members of our communities to fill a myriad of jobs in transportation. With that in mind, last year we created WIN-LA (Workforce Initiative Now), a groundbreaking career pathways program that will nurture a pipeline of quali ed individuals for work in the transportation industry. That’s why we are planning a countywide career and technical education boarding school targeting middle and high school aged youth, with an emphasis on at-risk populations. Engaging youth early on provides an opportunity for Metro to address a gap in its current workforce development program and connect youth to high-quality education and promising occupations. It’s a hand up, not a handout.
- To introduce us to great restaurants and businesses along Metro’s project corridors and to support those businesses during transit construction, the award-winning Eat, Shop, Play campaign expanded this year along the Crenshaw/LAX, Purple Line Extension and Regional Connector. Through social media we successfully connected more than one million people to mom-and-pop businesses impacted by construction, bringing them new customers and encouraging established patrons to return.
- Following an extensive renovation, the historic Lankershim Depot, at the junction of the Orange and Red Lines in North Hollywood, welcomed Groundwork Co¢ee Co. as a tenant, marking the rst public use of the depot in 65 years.
- Metro’s Business Interruption Fund (BIF) provides nancial assistance to small businesses directly impacted by transit rail construction along the Crenshaw/LAX Transit Project, the Little Tokyo area and 2nd/Broadway segment of the Regional Connector, and Purple Line Extension Sections 1 and 2. Since its inception in 2015, more than $11 million in grants have been issued to small businesses.
- Metro serves nearly 600 businesses with our reduced-fare Employer Annual Pass Program (EAPP) and provides free passes for LA County jurors and foster youth.
As we continue the transportation revolution now in progress for the people of LA County, many businesses are bene ting. In just one year, the small business prime and subcontractor community realized $100 million in contract awards with Metro, while the agency reached a new milestone by awarding the largest contract ever— $90 million—to a Disadvantaged Business Enterprise joint venture for program management support services. This particular contract called on DBEs to act as the prime, and traditional primes to sub to them.
- As Metro continues to encourage the clustering of transit-oriented communities (TOCs) near transit, construction was completed on the Santa Cecilia apartments at the Gold Line Mariachi Plaza Station, which will o¢er 80 units of a¢ordable housing to low-income households. And we recently entered negotiation for a joint development project at the Expo/Crenshaw Station in South LA. This brings our 35% a¢ordable housing portfolio goal for Metro joint developments to 33%…and well on target to meet our ambitious goal.
- During the rst six months of 2017, we initiated the stakeholder oversight process by forming the Measure M Independent Taxpayer Oversight Committee. Approved in June, the Measure M Guidelines were developed in consultation with the Policy Advisory Council, a group comprised of transportation providers, jurisdictions and the riders we serve.
- In Sacramento, Metro’s advocacy team worked with a coalition of transportation stakeholders to secure passage of Senate Bill 1—the largest state transportation funding measure in more than 20 years. This measure will provide up to $1 billion in new transportation funds for LA County.
- Following extensive public outreach and input, Metro’s FY17 budget is balanced at $6.1 billion—a net increase of only 1.5 percent from the previous year. This change is less than the Consumer Price Index (an indicator of in¡ation) and clearly demonstrates our commitment to scal discipline and tight budget control.
- In Washington, D.C., Metro’s advocacy team has worked to safeguard approximately $1 billion in federal funds that will be secured by our agency in federal fiscal year 2017. We also are pressing forward to secure a $1.3 billion federal grant for the Westside Purple Line Extension— Section 3 to Westwood and the Veteran’s Medical Center—and for the numerous Infrastructure for Rebuilding America (INFRA) grants our agency has submitted to the U.S. Department of Transportation for goods movement projects.