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MetropolitanTransportation
METRO Authority
March 1996
0 0
driee
Special Feature MTAVictoly Over Graffiti
InsideGo-abead for Pasatlena Line
Smart Comdor Program
Red Line extension to Wilshire opensfuly
MTA Board asks Congress for $158.8 million
Ridership on MTA rad hnes up 23%
MTA to launcb new marketing campen
2
A fter years of fighting the blight ofgraffiti on Metro buses, bus stops
and terminals, the MTA is claimingvictory in one battle of the war againstgraffiti vandalism bus exteriors. Thesuccess of the program has created arenewed sense of pride and ownershipamong employees and communities.
lt began with a very simple idea:Remove graffiti from Metro busesimmediately and, over time, that willdiscourage tagging.
Simple, but significant, because by the
late 1980s and early 1990s, graffiti hadbecome rampant in Los Angeles. Gangsmarked their territories with thescrawled symbols of defiance. Metrobuses, heavily marked with graffiti,became traveling billboards for taggerswho competed to tag the most buses asthey passed through certain areas ofthe county.
In January 1991, the MTA launched theEnhanced Graffiti Abatement Program,targeting a single inner-city bus line asa test and assigning a mobile cleaning
crew to attack graffiti as quickly as itappeared. The MTA Board, at theurging of Antonio Villaraigosa, thenthe Board alternate to Supervisor GloriaMolina and now the 45th District stateassemblyman, gave the program itsardent blessing and $1 million in seedmoney.
The Zero Tolerance Program
Today, the program — known as ZeroTolerance has been integrated intoevery operating division and hasvirtually wiped out graffiti on all Metrobuses.
"Strong action was needed to break thechain of graffiti" remembers Antonio
continuecl onpage 6
Commitment to Higher Standards, ConsistentClean Up and Board Support, Key Elements ofMTA Victory Over GraffitiBy Biß Heard
Coun0; Pro bation
crew renzoves
gragiti from
bus interior
Page 2
Metro Red Line
Work Resumes on Hollywood/Vermont Tunnels
es,
MTA Review is prinledenarely on recycled paper
MTA Board Members
Ulm ZarianChairCouncilmember, City of GlendaleJan Heidt, Alt.
Richard Riordanist Vice ChairMayor, City of Los AngelesHal Bernson, Alt.
Yvonne Brathwaite Burke2nd Vice ChairSupervisor, Los Angeles CountyMichael Bohlke, Alt.
Richard AlatorreCouncilmembet; City of Los AngelesNate Holden, Alt.
Michael D. AntonovichSupervisor, Los Angeles CountyNick Patsaouras, Alt.
James CraginCouncilmembei; City of GardenaJoseph Dawidziak, Alt.
Deane DanaSupervisor, Los Angeles CountyRobertj Arthur, Alt.
John FasanaCouncilmember, City of DuarteBeatrice La Pisto-Kirtley, Alt.
Gloria MolinaSupervisor, Los Angeles CountyVivien C. Bonzo, Alt.
Raut PerezCouncilmemberCity of Huntington ParkThomas Clark, Alt.
Carol E. SchatzPresident, Central City AssociationRichard Alarcon, Alt.
Mel WilsonRealtorJackie Goldberg, All.
Zev YaroslavskySupervisoi; Los Angeles CountyRobert Abernethy, Alt.
Dean DunphyEx-Officio Member;California Secretary of BusinessTransportation and HousingKen Steele, Alt.
Joseph E. DrezvInterim Chief Executive Officer
-N 4 TA contractors have resumed
work on the Hollywood Boulevard
and Vermont Avenue tunnels of theMetro Red Line Segment Two. Work in
the tunnels had ceased after the lead
tunnel contractor, Shea-Kiewit-Kenny(SKK), was fired last July.
Two joint venture construction firms,Tutor-Saliba-Perini and Kajima-Ray
Wilson, who are already working on
Segment 3vo subway stations, wereawarded the work. The project includescompletion of the final tunnel linersand repair of the sinkhole that collapsed
an estimated 80 feet of one of the twintunnels adjacent to Barnsdall Park.
Kajima will be responsible for theHollywood Boulevard section,including repair of the sinkhole, at a
cost of $47.8 million. Tutor willcomplete the Vermont Avenue portion
for $15.4 million.
The MTA hopes to recoup all or most ofthe $66.7-million cost associated with
the sinkhole and termination of SKKthrough litigation.
The sinkhole is being repaired using
the cut and cover method. lt is thesame technique used to build subway
stations, and involves excavating atrench 106 feet long, 28 feet wide, and
90 feet deep. Vertical steel beams calledsoldier piles will be driven into the
earth around the perimeter of the
excavation to support the surroundingsoil. A soundwall will be erected on threesides of the perimeter of the area toberepaired, and will not intrude into the
two lanes of traffic that are now open.
Engineers will construct a concrete box
structure enclosing the collapsedtunnel section. The open cut will thenbe filled, and utilities and the street
surface restored to their originalcondition. The sinkhole work is
expected tobe complete by the end ofthe year, and will cost between $5 and$7 million.
Work on the Vermont Avenue tunnels,which was further along than that on
Hollywood Boulevard tunnels at thetime of SKK's termination, will be
completed this fall. HollywoodBoulevard tunnels will be completed in
the spring of 1997.
The Vermont/Hollywood portions of
Segment Wo are expected to open forpassenger service in the winter of 1998. nn
The Board Report MTA Board Activities in February
MTA Board Approves Aggressive CostContainment Measures and GivesGo-Ahead for Pasadena Blue Line
Metro ViewBy Joseph E. DrewMTA interimChief Executive Officer
etro bus operators don't
get enough credit. As ourprinciple service deliverers, they
have the most contact with our
patrons. They cany our nameand logo, and day after day
build our reputation, onecourtesy at a time. If they dotheir jobs well, we fulfill our
mandate.
lt is sad to acknowleuge theydon't always get treated with the
dignity, respect and courtesythey deserve. Theirs is not aneasy job. While behind the
wheel, they are exposed to many
risks and occasionalunwarranted criticisms.Sometimes they are threatened
and even injured by the verypeople they are trying to serve.
In spite of it, the Metro operatorsare asked to wear a smile, offer akind word and be as helpful as
possible to our riding public.
The assault on Metro BusOperator Donald DeBoe a fewmonths ago created both anger
and sadness among MTA
employees. Many people nowask how the agency can demandcourtesy and friendliness from
continued on page 4
The MTA board on Feb. 28, 1996
1 adopted key cost containmentrecommendations for the Pasadena
Blue Line, reducing the project budget
by more than $190 million and setting
the stage for resumption of
construction. The project is tobecompleted in 2001 — one year earlierthan originally scheduled.
In reaffirming its commitment to openthe 13.7 mile light rau l line, the boardapproved a new estimated budget of$803.9 million. The board also directed
that agency staff report back quarterly
on cost reduction efforts and scheduleforecasts.
The adopted plan also sets the June
board meeting as the deadline for anyadditional design changes to thePasadena Blue Line.
Last year, confronting continuing
project increases and fundingshortfalls, the board directed staff toperform a cost containment analysis on
the project. A multi-unit MTA task forceevaluated recommendations and
impacts of several key studies andreports, including :
• A value engineering studyby Fluor Daniel;
• A Pasadena Blue Line Peer Reviewpanel study and Operations PeerReview Committee report;
• A turnkey implementation analysisprepared by Booz-Allen Hamilton.
Acting on staff's recommendation, theboard also voted not to implement theturnkey concept, believing the potentialrisk to the MTA outweighs the potential
benefits of this approach to
construction. However, in a combined
motion put forward by Supervisors
Michael Antonovich, Gloria Molina,
City Councilman Richard Alatorre andDuarte City Councilman John Fasana,the board instructed MTA staff to reportback to them at the April costcontainment committee meeting withpossible turnkey options within theproject including specific stations, the
yard and shop, train control system,system equipment and systemelectrification.
"The millions in savings center largelyon design features and will not affect
the Operation or safety of the system,"said Joe Drew, MTNs interim CEO.
"Only one station previously underconsideration at Avenue 51 in LosAngeles will be eliminated."
Plans call for the Pasadena line toextend from Union Station to theeastern area of Pasadena. Thirteen
stations are planned. The line will serveresidential, light industrial and retailcommunities in the city of Los Angeles,the community of Highland Park andthe cities of South Pasadena and
Pasadena.
Stations will be located at UnionStation, Chinatown, Avenue 26, FrenchStreet, Southwest Museum, Avenue 57,
Mission Street, Fillmore Street, Del MarAvenue, Memorial Park, Lake Avenue,Allen Avenue and Sierra Madre Villa.
The line will be funded in part throughthe 1996 State ImprovementTransportation Program (STIP)
contributing $387.8 million. The fundswere awarded to the agency as capital
continued on page
"Metro View,"(continued from page 3)
bus operators if they do not feel safeon the job.
As interim GEO I feel responsible for the
safety of our operators. Their security isand will continue tobe one of theoverriding considerations guiding MTA
policy. The MTA Bus Improvement Plan
must include strategies to make eachbus and rail Operator feel more secure
in order for them to serve the public inthe best manner possible.
The Future of the Transit PoliceWe have received a joint proposal from
the Los Angeles Police Department andthe L.A. County Sheriff's Departmentoffering to take over law enforcementresponsibilities for the MTA. Under theproposal the MTA transit police would
be merged into these two departments,and both LAPD officers and sheriff's
deputies would patrol the bus and raulsystem.
Proponents believe that together thetwo agencies could provide more
officers to monitor the bus and rad
lines than we have now, at less cost.
This would be a significant policychange, but one that our board is
analyzing very carefully through aspecial Transit Law Enforcement
Subcommittee.
The fact that this evaluation isunderway should not detract from theperformance of our present lawenforcement structure. The MTA has an
outstanding police department.Nevertheless, the board's goal is todeternnine how to achieve the best
possible security for our patrons, transitoperators and facilities. We are listening
to the experts. If we determine there is abetter mousetrap, we should use it.
MTA to Purchase Morethan ZOO New BusesIn Februaly the board approved a bidrequest for at least 200 new Compressed
Natural Gas (CNG) buses. The board alsodirected the staff to get a bid for 50 more
buses, should we identify funds to pay forthem. This decision will enable us to
retire hundreds of 15-year-old buses thathave completed their life cycle.
The new bus purchase represents a$70 million investment in passenger
service, economy of Operation and in acleaner environment. Our riding publicwill enjoy brand new, state-of-the-art
vehicles equipped with wheelchair lifts.The motorists who share the road withus and those along the way will benefit
from the cleaner exhaust.
This purchase of new buses was inkeeping with the board's long stated
commitment to alternative-fuelvehicles. The MTA will continue tobethe national leader in operating clean,
alternative-fuel buses. We are proudthat today we operate the largest cleanair fleet in the world. By 1998, whenthese new buses arrive, the MTA will
have more than 40% of its fleet —850 clean alternative-fuel buses —in Operation.
Home Buyer Workshopfor Nei ghbors of Red LineEast Side ExtensionOn February 24, the MTA sponsored thefirst in a series of home ownership
workshops for the East Los Angelescommunity. The workshops are the
outgrowth of the authorization by theFederal Transit Administration to payrelocation benefits in a lump-sum to
families who will be moved from their
residences as a result of Red Lineconstruction in East Los Angeles.
The hope is that the lump-sumpayments will become the down-
payment for families now renting whowant to become home owners. Eachworkshop will provide the information
necessary to hell) famil ies make thistransition.
MTA Assists PassengersAffected by Laidlaw StrikeMetro bus operators and theirsupervisors are to be commended for
their efforts and good will in helpingthousands of Foothill Transitpassengers who were left without
transportation by the strike of
Laidlaw operators.
As soon as the work stoppage,affecting half of Foothill's service, wasannounced, the MTA began honoringFoothill Transit monthly passes on allMetro Bus lines serving the San Gabriel
Valley. Within hours, the MTAexperienced a significant increase in
ridership, particularly on the linesserving the El Monte station.
The assistance provided to the Foothill
Transit passengers underscores thepartnership we have formed with other
transit operators to ensure the ridingpublic is served. We all can be proudthat we and the municipal transit
operators take every opportunity toreinforce this framework of mutualassistance.
New Board Members WelcomedI want to conclude by recognizing andwelcoming the MTA's newest alternate
board members, Beatrice LaPisto-Kirtley, from the City of Bradbury, and
Joseph Dawidziak, from RedondoBeach. They are serving as alternates toboard members John Fasana and
James Cragin, respectively. We wishthem every success as they join theMTAs fine group of policy makers.
Joe Drew
MTA Extends Bicycle Locker Rental Program
rr he MTA's Metro Rail system isbecoming more accessible to bike
riders. New, high security bike racksand enclosed bike locker spaces havebeen installed at four stations of the
Red Line subway.
A total of 26 locker spaces are availablefor lease. A total of 32 free racks alsoare available on a first-come basis.
Bicycle storage facilities have been
installed at street level at UnionStation, Civic Center, Pershing Square
and Westlake/MacArthur Park.
Locker spaces are available: $25 for athree-month lease, $45 for six months,
and $70 for one year.
"Recent surveys tell us that one fourth
of all drive-alone commuters wouldconsider cycling as an alternative,"said MTA Chairman and Glendale CityCouncilman Larry Zarian. "We hopethese facilities will make our growing
rau l system more accessible to cyclists,
and encourage more people, especiallythose driving alone, to consider bicyclecommuting."
The leased locker spaces at each station
provide a completely enclosed and
reserved storage space for bicycles.Racks are designed for maximum
protection against theft, and allow thecyclist to place a lock in acompartment inaccessible to boltcutters. Included is a small, securedstorage compartment for bike helmetsor other accessories.
racks and lockers are thecontinuation of a program that will
eventually extend to most stations in
the Metro Rail system," said Joe Drew,MTA's interim CEO. "Our plans call foreach station of the Red Line segments
now under construction to have bikefacilities."
Cyclists who wish to lease a locker
should call MTA's Cycle Express line at(213) 922-3777, and request a LockerAgreement. The completed form and asecurity deposit of $25 should bereturned to the MTA. tim
Dr Jesse Simon, MTA
.Slaff and bicycle
enthusiast
demonstrates MTA
bicycle racks at the
Metro Red Line, Civic
Center Station.
Long Beach Creates Commuter Bike Station
atering to biking commuters, avid
cyclists and leisure riders alike, the
Bikestation, a full service bicyclestorage and rental facility, opens Mardi
29 in downtown Long Beach.
Eunded by a grant from the Intermodal
Surface Transportation Efficiency Actand matching funds from the MTA, the
Bikestation is part of an 18 monthdemonstration project to encouragebicycle usage and transit ridership.
Bikestation services include:
• Enclosed, guarded bicycle parkingfor $1 per day;
• Bicycle rentals;
• Repairs and maintenancetune-ups at market prices; and
• A commuter bike club which offers
special perks and discounts forregular patrons.
The facility also provides restrooms,changing areas and an outdoor patiofor refreshments from a Euro-styled
coffee bar. There is also a retail areawhere cyclists can purchase the latestin bicycle gear and accessories.
Located at the Long Beach Transit Mall
— First Street and the Promenade —
the Bikestation is expected toencourage bikers to continue their tripson the Metro Blue Line, Long BeachTransit, Orange County Transit or the
Runabout free shuttle.
Two Class-I bike paths extending morethan 33 miles, including 3.1 miles of
scenic shoreline also connect to theBikestation.
Designed by architect FernandoVazquez, the facility was built of
corrugated metal, galvanized steeland fiberglass.
LA CountD)Probation
crews prepare to
clean bus at MTA's
Regional Rebuikl
Center parking.
MPI's Gateway
Building in
background.
Special FeatureMTA Victory Over Graffiti,(continued from page 1)
Chavira, chair of the Zero Tolerance
committee and the MTAs EasternRegion General Manager. "Ridership
had fallen and, although a number of
factors were cited, graffiti created the
impression that Metro buses weredangerous."
Zero Tolerance ProgramHelps MTA Save $5 Milliona Year in Cleaning CostsThe success of the Zero ToleranceProgram has cut graffiti and other bus
fleet cleanup costs from approximately$21 million in 1993 to $16 millionannually.
"Our anti-graffiti efforts are paying off
both in reduced maintenance costs and
in favorable response from our riders,"says Arthur Leahy, MTA ExecutiveOfficer, Operations. "Not only do our
customers deserve the best conditionswe can provide, but improving the
appearance of the fleet will help the
MTA stay competitive with other transit
agencies in the region."
The program is organized into four
broad areas:
• mitigation
• education and community outreach
• vandalism mediation
and restitution
• improving the general
cleanliness of the fleet.
The Zero Tolerance Program is aimed
at "capturing graffiti in its infancy,"
according to Chavira. "If you let it go
one day, the next day it's twice as bad."
Primary targets of the Zero ToleranceProgram are bus exteriors, windows,
seats, interior surfaces and insect
control. Exteriors are considered to he
at 100 percent Zero Tolerance levels
now, although the immediate-removal
program is on daily alert.
By the end of March, 1996, MTA
maintenance crews will have installed573 complete sets of new bus windows
since July, 1995, and 1200 additional
sets are on order. The sets include
"sacrificial" plastic window inserts thatprotect the glass from etching by
vandals. When the new buses enteringthe fleet are taken into consideration, all
windows in the fleet will be graffiti free.
A mid-1995 inspection of the MTA's busfleet identified 68,000 seats among a
total of 144,000 that required cleaningor replacement. To date, some 12,000
seats have been renovated and 4,000
new seats remain tobe installed. Bynext summer, all 68,000 seats will have
been refurbished.
MTA Develops Rating System toMeasure Cleanliness on BusesThe bus cleanup program includes arating system benchmarked on a surveyconducted in june 1995, that rated the
cleanliness of seats, floors, interiorpanels, windows and exteriors. Monthly
inspections at each operating divisionhave shown incremental improvements
in all areas during the last seven
months.
"Our bus operators are seeing theimprovement and our service
attendants who clean the buses areexcited about our success," says John
Roberts, vice chair of the Zero
Tolerance Program and service
operations manager at MTA Division
15. "Our self-esteem is growing and
that will make us better competitors
with other transit fleets."
An element of the new self-esteem is the
work of 10 Division Advisory
Committees (DAC) led by Bill Gay,
senior communications officer incharge of the vandalism abatement
program and also a vice chair of the
Zero Tolerance Program. Some 175MTA operations personnel have
volunteered for the program. Thesemen and women make an average of
six presentations each week at area
schools and are involved in community
cleanup events somewhere in LosAngeles almost every weekend.
DAC volunteers work with youngmembers of such organizations as the
YMCA, Boys and Girls Clubs, church
groups and the Brotherhood Crusade,
making over a million anti-graffiticontacts a year. The youngsters
concentrate on cleaning transportationequipment, bus stops, terminals andsurrounding areas.
"Our goal is to create a pleasant
environment around bus stops for nurpassengers," says Gay. "I believe we've
achieved a high level of success inexterior cleanliness. We've also
delivered a message to the taggers that
we do not tolerate graffiti."
Taggers are Sentencedto Clean Graffiti onMTA Buses and FacilitiesAn area of growing importance in theanti-graffiti effort is that of involving
the taggers themselves in the cleanupeffort. Three programs address this
strategy: Los Angeles County's youthful
offender probation program, the
Juvenile Alternate Work Services (JAWS)program and the MTA's own Mediation
continued on page 7
N1€NPage 6
MTA to Save $4.5 Million Annuallyin Contracting Out Seven Bus Linesto Private Operators
Special FeatureMTA Victory Over Graffiti,(continued from page 1)
and Restitution Services (MARS)
program.
The courts sentence young offenders
and some adults to the probation or
JAWS programs to work on crewsassigned to clean MTA buses and otherfacilities scarred with graffiti. MTA
Transit Police arrested 143 juveniles for
vandalism between July 1 andDecember 1, 1995, and referred more
than 65 of those cases to the MARS
program.
The crews are able to clean about 75
percent of more than 150 buses that
transit the area daily. MTA Transit
Police, other police departments and
the judicial courts refer youngsterscharged with graffiti and vandalism
directly to the MARS program. Some
are apprehended as a result of thealmost 150 calls made each week to theMTA's 1-800-STOP-TAG phone line by
people reporting vandalisrn.
Presented with the cost of the damage
they've caused, many offenders chooseto work off their debts which are
computed at a rate of 24 hours of
community service for every $100 of
damage. Since March, 1995, MARScrews have cleaned some 11,000 busesand have worked more than 6,500community service hours.
"We've made tremendous progress in
improving the appearance of our buses
and the morale of our people with theZero Tolerance program," says Joseph
E. Drew, MTA interim chief executive
officer. "We've proven that with a
concentrated effort it's possible to erasegraffiti and curb vandalism. Our
employees along with the community
deserve tremendous credit for thegenuine comMitment they've shown
working so hard to whip this
widespread problem."
ffective February, bus service on
Line 205 (Willowbrook-Harbor
City-San Pedro) became the third
Metro bus line this year to be
contracted out to ATE Management
& Service Co., Inc. The change ispart of an ongoing effort to provide
public transit at the lowest cost
possible.
contracting out of this bus
service, as negotiated with ourunions, is good business and
benefits all riders," said MTA Board
Chairman Larry Zarian. "These
contracts will reduce the cost to thetaxpayer for these services and the
savings will be used to continue our
commitment to improving trans-portation throughout the county."
MTA estimates that once seven buslines have been contracted with ATE
Management & Service Co., Inc., a
savings of approximately $4.5
million a year will be realized.
Los Angeles Marathon runners andspectators traveled for free on the
Metro Blue Line, Green Line and RedLine to both the start and finish lines as
a result of a joint effort of AmericanHonda and the MTA.
"The Los Angeles Marathon was
accessible to the residents of LosAngeles County and other adjacent
communities through the Red and
Blue ihres," said MTA interirn ChiefExecutive Officer Joe Drew. "Since
vehicular traffic, as well as several
Metro bus lines, were interrupted or
MTA presently already has
contracted with ATE Management &
Service Co., Inc. to provide bus
service on Line 130 (Artesia Blvd.)
and Line 125 (Rosecrans Ave.).
Metro bus lines 225/226 (Aviation
Blvd.- Palos Verdes Peninsula); 232
(Long Beach-LAX); 270 (Monrovia-
El Monte-Cerritos) and 266(Lakewood Blvd.-Rosemead Blvd.)
are expected tobe turned over to thefirm this spring.
"ATE Management & Service Co.,Inc. was awarded a three year
contract to operate these services
based on a competitive proposalthat offered the highest potential
cost savings to the MTA," said MTAinterim Chief Executive Officer
Joseph E. Drew. " We believe theyprovide an outstanding
management and operating team.
They have a national reputation forquality performance."
rerouted during the marathon, the railsystem actually was the easiest way to
reach the start and finish lines."
Discounted 50-cent bus fares also were
available on Metro buses throughout
the county on the race day.
"The MTA is pleased to have joined
American Honda in a promotion thatincreased the awareness of publictransportation," said MTA Chairman
Lany Zarian. "lt was a great opportunityfor thousands of people to experiencethe convenience, safety and cleanlinessof Metro trains and buses."
MTA and Honda Joined Forces toOffer Free Rides to the L. A. Marathon
MTA ManagementThis chart reflects the current managemet structure at the MTi
oo
REVIEWPage 8
Stanley PhernambucqExecutive Officer,
Construction
L.A. KimballExecutive Officer,Administration
David SieversDeputy Executive Officer,
Green Line, Pasadena Blue Line andVehicle Acquisition Project
Michael GonzalezDeputy Executive Officer,
Corporate Affairs
Jim BrainerdDeputy Executive Officer,Chief Information Officer,
Information & Technology Services (ITS)
Steve Polechronis Rodney Dawson Art KlmballDeputy Executive Officer,
Red Line, Segment 2Deputy Executive OffKer,
Metro ConstructionDeputy Executive Officer,
Maledel Management
Charles StarkDeputy Executive Officer,
Red Line - Segment 3
Al ThiedeDeputy Executive Officer,
Engineering
Shirley MaimoniDeputy Executive Officer,
OrganizationNorth Hollywood Planning & Development
John AdamsDepuly Executive Officer,
Construdis
Joel SandbergDeputy Executive Officer,
Red Line - Segment 3
Brian Soto*Director,
General ServicesMid-City, Eastside
Jeff ChristiansenDepuly Executive Officer,
Program ManagementVelma Marshall
Director,Real Estate
VacantDeputy Executive Officer,
Human Resources
Rae JamesExecutive Officer,
MTA Communications
Maya EmsdenAssistant Director,
Metro Art
Scott MugfordAssistant Director,
Customer Relations
Phyllis TuckerAssistant Director,
Internat Communications
Warren MorseAssistant Director,Marketing Affairs
Jim SmartAssistant Director,Media Relations
Lupe ValdezAssistant Director,
Public Affairs
Gary ClarkAssistant Director,
Government Relations
Board of f
County Counsel(David Kelsey)
General Counsel
Helen BaienBoard Secretary
Arthur Sinailnspector General
Sharon PapaTransit Police Chief
Linda BeDeputy Chief E
Gail CharlesDirector,
Equal Opportune
Joseph EChief Execut
Ray IngeDirector,
Human Resources
Raman RajDirector,
Employee Relations
Organization ChartPage 9
since Joseph E. Drew became Interim Chief Executive Officer
ectors
Drew*live Officer
Board Member Alternate
1. L. Zarian, Chair 1. J. Heidt
2. R. Riordan, First Vice Chair 2. H. Bernson3. Y. Brathwaite-Burke, 2nd Vice Chair 3. M. Bohlke4. R. Alatorre 4. N. Holden
5. M. Antonoyich 5. N. Patsaouras
6. J. Cragin 6. J. Dawidziak
7. D. Dana 7. R. Arthur
8. J. Fasana 8. 13. LaPisto-Kirtley
9. G. Molina 9. V. Bonze10. R. Perez 10. T. Clark
11. C. Schatz 11. R. Alarcon
12. M. Wilson 12. J. Goldberg
13. Z. Yaroslaysky 13.8. Abernethy
14. D. Dunphy, Ex Officio 14. K. Steele
Judy SchwartzeBoard Liaison
thlinger*ixecutive Officer
Anthony PadillaDirector,
Internal Audit
Ronny GoldsmithChief Financial
Officer
Jim McLaughlinBus Sys. Imp. Plan/Muni Operator
Coordination
Art LeahyExecutive Officer,
Operations Pat McLaughlin"
Executive Officer,Planning and Programming
Larry Conn*Director,
Office of Budget & Management
VacantController
Agapito DiazDirector,Revenue
Richard Bunt*Deputy Executive Officer,
Operations and Administration
Ed Vandeventer"Regional General Manager,
Rail Operations
Shaker SawiresDeputy Executive Officer,
Technical Support
Ralph de la CruzDeputy Executive Officer,
Rau l Operations &Service Delivery Support
Frank Flores*Deputy Executive Officer,
Capital Planning
Keith KilloughDeputy Executive Officer,
Countywide Planning
Jon Hillmer*Regional General Manager,
Northern Region
Antonio Chavira*Regional General Manager,
Eastern Region James de la Loza*
Deputy Executive Officer,Mulitimodal Planning
Victor Mendez*Director,
Risk Managemenl-Construction Ellen Levine*
Regional General Manager,Western Region
Ralph Wilson"Regional General Manager,
Southern Region Dann Woodbury
Deputy Executive Officer,Operations Planning and Scheduling
Barbara AndersonDirector,
Risk Management-Operations " acting
Leslie FetterTreasurer
Criteria for organization chart inclusion:
Primary: Units that are one level below the Executive Officer levet.
Secondary: Units that are en the second level below the Executive Officer or DEO level units.
AS OF MARCH 1996
Western Normandie Vermont Westlake/MacArthur Park
71b Slreet/Melro Cente
Civic Center .
07"Union Station
Pershing Spare
Rau Construction Outlook
Page 10
Countdown to Grand Opening ofRed Line Extension to Wilshire and Western
xcitement is building as the MTA
completes plans for the grandopening of the Wilshire branch of the
Metro Red Line, July 13, 1996.
Heading west from the MacArthur ParkStation, the Metro Red Line subway is
expanding two miles and three stations
along Wilshire Boulevard.
The extension, which began construc-
tion in June 1991, will bring the length
of the Red Line to 6.4 miles, and add
stations on Wilshire Boulevard at
Vermont, Normandie and Westernavenues.
"We expect that this segment will boostridership throughout the Metro Rail
system," said Joe Drew, MTA's interimchief executive officer. "When we
opened the Green Line last summer,
ridership jumped on the Blue and RedLines. Overall, we saw a 23 per cent
increase in rau l ridership last year,and I predict we'llsee continued
improvement this year with theopening of the Wilshire corridor."
A comprehensive bus-rail interface
plan is being developed to ensure easy
access to each of the stations fromnearby communities and more distant
locations. Three community meetings
and a public hearing were conducted togather public comments and concerns.
"Our bus patrons who transfer to raul
along the Wilshire corridor will see asignificant reduction in their traveltimes," said Drew. "From the Western
Station to Pershing Square, the RedLine beats the bus by 12 minutes. And
for those passengers who have
destinations between our stations, we're
continuing to provide frequent, reliable
bus service that will stop at all locationsalong Wilshire Boulevard."
The plan envisions the Western Station
becoming a prominent transit hub,
with an initial 4,000 bus riders per day
estimated to transfer to the rau l line,
with several thousand more
transferring to local bus services.
The bus/rail interface plan will largelybe implemented when the Red Line
service is extended this summer. Total
system changes will be completed bythe Fall of 1996.
Construction of the Red Line along theWilshire corridor includes $3.4 million
for improvements to sidewalks, treeplantings and amenities such as bus
benches and information kiosks.
Known as "streetscape," the intent of
this program is to revitalize an areaand make it more attractive and
accessible to pedestrians.
"Streetscape is part of our commitment
to leave an area better than we found
it," said Drew.
Construction of the Wilshire corridor
overcame many challenges. The pond
conlinued on page 11
Metro Rail Progress (stalus by end January 1996)
Design Construction Progress Revenue Operation Date
Metro Red Line Segment 2
Wilshire Corridor 100% 86% Summer 1996
VermontlHollvwood Corridor 99% 53% 1998
Metro Red Line Segment 3North Hollywood Extension 89.3% 17.6% 2000
Mid-City Extension 0 0 TBD
Eastern Extension 8.5% 0 2003
Metro Pasadena Blue Line 79.6% 4.9% 2001
MTA Board Asks Congress for$158.8 Million for Metro Rail Construction REVIEW
Page 11
Rad Construction Oullook(continued from page 10)
at MacArthur Park was drained to allow
excavation of an access shaft for thetunnel boring machines. The tunnel
machines successfully mined through
both hard and soft ground conditions
without significant subsidenceproblems.
The station at Vermont Avenue is the
deepest so far in the Red Line system,
and features a unique, two-level
passenger platform to accommodateboth the tunnels that continue west to
Western Avenue and the tunnels that
turn north along Vermont.
"We're particularly proud of ourimprovement in safety while building
the Wilshire corridor," said MTAs
Executive Officer, Construction Stanley
Phernambucq. "We achieved more
than a 50 per cent reduction in lost
time accidents, and brought the rate
down to less than the national
average."
The two miles of the Wilshire corridor
puts the total mileage of the Metro
Rail system at 48, or just past thehalfway point of the 95 miles projected
under the MTA's Long Range
Transportation Plan.
The Wilshire corridor is the first
extension of the Metro Red Line since itopened in January 1993, and the first
portion of Segment 2 to open for
passenger service. Segment 2 will also
include three stations along Vermont
Avenue and two stations on HollywoodBoulevard. The Vermont/Hollywood
portion of Segment 2 is projected to
open during winter, 1998.
The Wilshire corridor will operate with
the same Breda rad cars currently in
service between Union Station and
MacArthur Park. Additional cars have
beeil ordered, and will enter service
with the opening of the Vermont/
Hollywood corridor.
-N TA officials testified on Feb. 27
before the House Appropriations
Committee to request $158.8 million tocontinue design and construction of
Metro Red Line extensions to the SanFemando Volley, East Los Angeles and
Mid-Cities area.
The officials also requested an
additional $40 million for bus and rail
operating and capital improvement
and funds for three other local transit-related projects.
Four MTA directors — Los AngelesMayor Richard J. Riordan, City
Councilrnan Richard Alatorre, Duarte
Councilmember John Fasana andCentral City Association GEO Carol E.
Schatz — joined MTA interim GEO
Joseph E. Drew in testimony before the
House Appropriations Committee.
Adding support in bi-partisan
representation before the committee
were Republican Representatives David
Drier, Jerry Lewis and Steve Horn; andDemocratic Representatives Julian
Dixon, Esteban Torres and Jane
Harman.
"The federal government's continued
support for public transportation in LosAngeles is a cornerstone of the local,
state and federal partnership toimprove nur region's public
transportation system, air quality andeconomy," Joseph E. Drew, MTA interim
Chief Executive Officer told thecommittee, noting that Los Angeles
taxpayers voted to provide 45 percent ofthe cost of constructing the Red Line.
Drew said one day of Metro Rail
construction means an economic
impact of $3 million to the U.S.
economy, mostly in Southern
California. About $650,000 of thatgoes to minority or women-owned
businesses. In 1995, he said, rail
construction created more than 15,000
jobs and expects to have created morethan 100,000 jobs by the time the
project is completed.
Drew also called on Congress to
continue ISTEA Section 9 funding forthe operation and capital costs of the
MTA's fleet of 2,050 buses, which he
said serve 95 percent of all transit ridersin Los Angeles. He said the 48 percentreduction in FY 1996 Section 9 funds"was a serious blow to the residents andeconomy" of the city.
MTA is also requesting $3 million to
continue the successful Los Angeles
Neighborhood Initiative (LANI) projectstarted in 1994. Federal Transit
Administrator Gordon Linton recently
visited three LANI sites, calling them"national models to demonstrate how
transportation seed funding can help
empower neighborhoods to turnthemselves around."
The MTA also asked for the final$22 million of the federal government's
commitment to the Advanced
Technology Transit Bus (ATTB), also
known os the "Stealth Bus." The bus
currently is in the design and fabrica-tion phase at Northrup Grumman
Corp. in El Segundo, with the first
prototype bus to roll out in October.
Six ATTB prototypes, scheduled for
cornpletion by the end of 1998, will be
tested in Los Angeles and other cities
involved in the national developmentproject.
Drew told the committee $15 million infederal funding is needed to match
$27.5 million in local funds for the
Santa Monica Boulevard Transit
Parkway. This project will reconfigure
a 2.5 mile segment of State Route 2between the San Diego Freeway and
Century City/Beverly Hills beginningin 1998. •
MrwPage 12
The Plannin Perspective — Lookin Ahead
MTA to Launch County-Wide Telecommuting NewsletterThe presses soon will roll on a new
MTA county-wide telecommutingand alternative workplace newsletter.The publication will address thecommon challenges facingorganizations and individualsattempting to implement alternativeworkplace strategies.
The newsletter, tobe calledThe Workplace Wire, will discussnew developments in telecommuting,os well as the experiences of private andpublic sector pioneers in the use ofsatellite offices, office hoteling andtelework centers.
The newsletter is part of an MTAoutreach project that includes two othercomponents: Professional seminars ontypical issues facing businessesimplementing alternative workplacestrategies; and a manual forimplementation of telecommutingprograms.
MTA's telecommuting and alternativeworkplace project is part of theTelecommunications Cluster of theSouthem California EconomicPartnership—a public-private
initiative to achieve regional air qualityand mobility goals without govemmentregulation.
Funding for the project is provided bythe California Department ofTransportation. The MTA is responsiblefor implementing the outreachprogram on behalf of theTelecommunications Cluster.
For more information about theprogram, please call the MTATelecommuting Hotline(213) 922-2811.
Santa Monica Freeway Smart Corridor Program Slated for Inauguration
A s the rest of Southern Californiaslows into traffic gridlock,
motorists driving between DowntownLos Angeles and Santa Monica willsoon enjoy the benefits of an innovativeprogram to improve the flow of trafficand decrease congestion and delays.
The Santa Monica Freeway SmartCorridor Program is designed tooptimize communication betweendrivers and agencies responsible fortraffic coordination, road emergencyassistance and law enforcement.
The project promises to increase by15 percent the average freeway speedand to produce even greater gains onsurface streets.
The Smart Corridor extends from SantaMonica to Downtown Los Angeles alongthe Santa Monica Freeway, andincludes Washington, Venice, Pico,Olympic and Adams boulevardsrunning parallel to the freeway.
The project combines new technologiesand sophisticated computerprogramming to monitor minute-by-minute traffic conditions and directdrivers to the best routes to byp asstraffic problems.
Elements of the Smart Corridorproject include:
• Electronic sensors embedded in theroadway to monitor traffic flow.
• MTA's Freeway Service Patrol--roving tow trucks that aid strandedmotorists.
• Changeable message signboards onthe freeway and surface streetsproviding up-to-the-minute trofftinformation and detour messages.
• Directional "trailblazer" signs onsurface streets and majorintersections to route traffic off andon the freeway.
• Screened-off accident investigationsites along the freeway to minimizegawker's block.
• On-ramp meters synchronized bycomputer and surface street signallights to smooth traffic flow on andoff the freeway.
• Radio broadcasts of current trafficand directional information everyhalf mile along the corridor.
• Closed-circuit television monitoringthe corridor roadways.
• Highway advisory telephone lineand personal computer dial-up linkproviding up-to-the-minutecorridor highway conditions.
The project, estimated to costapproximately $48 tnillion, is beingfunded through federal, state and localsources.
Development and Operation of theSmart Corridor is shared by the FederalHighway Administration, Caltrans, theCalifornia Highway Patrol, the MTA,the Los Angeles City Department ofTransportation, the LAPD, and the citiesof Culver City, Santa Monica andBeverly Hills. •
oo
REVIEWRidership on MTA Lines Up 23%Page 13
As it marked the third anniversaryof the Metro Red Line, the MTA
announced that ridership on its threeraul lines totaled 20.5 million in 1995,a 23 percent increase over theprevious year.
In the three years since opening day,Januaty 30, 1993, Red Line dailyboardings have risen from about14,000 to an average of 21,500 eachweek day. The line gained almost ahalf-million riders from 1994,averaging 485,975 boardings a monthin 1995.
Following the opening of the GreenLine in August, 1995, daily boardingson the Blue Line spurted upward by8,000. The Red Line showed anincrease of 2,000 daily boardings.
"The opening of the Green Line and itseffect on the Blue and Red Lillesdemonstrates that as the MTA improvesregional access by adding new raul
segments, ridership increasesdramatically," said Larry Zarian,MTA board chairman and GlendaleCity councilman. "These increases inridership have proven the wisdom ofbuilding an efficient mass transitsystem."
The Red Line currently serves fivestations between Union Station on theeast and MacArthur Park on the west.Three additional stations will be addedat Vermont, Normandie and Westernavenues when the MTA opens the2.1-mile Wilshire corridor this summer.
Looking Individuallyat the MTA's Rail Lines:• The Metro Blue Line recorded
12.65 million boardings in 1995,an 11.1 percent increase over 1994,when there were 11.4 millionboardings. The Blue Line, whichopened in July, 1990, averages
41,500 boardings each week day.
• The Metro Red Line experienced6.3 million boardings in 1995, a17.7 percent increase over 1994,when there were 5.3 millionboardings. The Red Line averages21,500 boardings each week day.
• The Metro Green Line, whichrecorded a total of 1.6 millionboardings in 1995, averaged 12,400boardings each week day during itsfirst five months of Operation.
"All these numbers add up toimportant conclusions," said JosephE. Drew, MTA interim chief executiveofficer. "More people are riding ourtrains because they are fast, safe andclean and because they can makeconvenient connections with our bussystem. That's the idea behind theIntegrated transit system we're buildingin Los Angeles County." •
MTA Opens MetroInformation Officein East L.A.
T he MTA has opened a new fieldoffice in East Los Angeles to
provide information related to theconstruction of the Metro Red LineEast Side Project.
The new field office is located atMariachi Plaza, near First Streetand Boyle Avenue. Mariachi Plazawill be the location of the second ofseven subway portals planned forEast Los Angeles.
"This field office is a symbol ofMTA's commitment to the EastSide," said MTA interim ChiefExecutive Officer Joseph E. Drew
"The community is encouraged tocome and receive informationabout construction activities, maps,brochures and fact sheets, as well asschedules on Metro bus and raulservices."
The Metro Red Line extension intoEast Los Angeles will span 6.8 milesfrom Union Station to AtlanticBoulevard. The project will be builtin two phases. The first phase isplanned to open in 2003.
The first four stations will be locatedat Little Tokyo/Arts District at SantaFe Avenue and Third Street,Mariachi Plaza at First Street and.Boyle Avenue, Cesar Chavez Avenueand Soto Street, and First Street andLorena Street. am
Board Report,Continued from page 3
project grants on an annual basis, asrequired for construction. These fundscannot be used for bus Operation orcapital expenditures.
In Addition, Local Fundi ligfor this Project Consists of• $68.4 million Proposition C
40% Discretionaly funds
• $194.7 million Proposition A35% Rail funds
• $152.9 million Proposition C25% Highway funds.
The line is expected to safely carry32,500 daily boardings and will havean hourly capacity of at least 3,700passengers in each direction.
Page 14
Linda Boblinger
Kim Kimball
MTA Sta on the Move
Linda Bohlinger NamedInterim Deputy CEO
TA Interim GEO Joseph E. DrewLV1 appointed as interim DeputyChief Executive Officer, LindaBohlinger, an executive with 20 years ofexperience in transportation planningand programming. For much of thepast six years, Bohlinger hos beenresponsible for directing rau l transit,bus and highway capital planning,programming, grants management,benefit assessment district programsand long-range financial planningactivities in her role as deputy executiveofficer of capital planning. She hadrecently been appointed MTA'sexecutive officer for planning andprogramming. Before joining the MTA,Bohlinger was deputy director fortransit development for the CaliforniaTransportation Commission inSacramento. In that capacity, her
Patricia V McLaughlin responsibilities included state funding
for such projects os Bay Area RapidTransit (BART), the San Diego Trolley,Sacramento Light Rail and Los AngelesMetro Rail.
Kim Kimball Appointed NewChief Administrative OfficerKim Kimball brings to his new positionas Chief Administrative Officer morethan 30 years of public transportationexperience from around the nation.Kimb all joined the MTA at its inceptionin April 1993, and served previously asa special assistant to the chief executiveofficer. Before joining the MTA, he wasgeneral manager of the MetropolitanSuburban Bus Authority in Garden City,N.Y., a subsidiary of New York CitysMTA.. From 1964 to 1974, Kimb all wasassistant general manager ofadministration for BART. After hisBART tenure, he served as adminis-trator for the Mass Transit Authority inBaltimore; executive director/general
manager for the RegionalTransportation District in Denver;general manager for the AlamedaContra Costa County Transit Districtin Oakland; and chief transportationofficer of surface operations for theNew York City Transit Authority.
Patricia V McLaughlinAppointed Interim ExecutiveOfficer for Planning andProgrammingAs new Interim executive officer fbrplanning and programming, PatriciaMcLaughlin is filling the positionvacated by Linda Bohlinger. She beganher transportation career working forthe former Southern California RapidTransit District in 1975. Then she washired by the former Los Angeles CountyTransportation Commission where sheworked as manager of transitprograms, manager of local assistanceand later was promoted to director ofthe San Fernand° Valley/ North
Rae James Seeking to Improve MTA's Credibility
Rae James, Executive Officer,Communications
R ae James is wearing a different hatin transportation—and the fit
appears to be perfect. Until December1995 she was the Deputy Mayor for theCity of Los Angeles, overseeingtransportation, planning,redevelopment and housing. Today sheis MTA's executive officer forcommunications.
Why would she leave a prominentposition at the most powerful office inLos Angeles?
"People talk about grabbingopportunities, but when opportunityknocks they complain about thenoise," James said. She had planned to
stay through the mayor's first term, butopportunity did knock, and shegrabbed it.
The communications department shenow heads faces many challenges andopportunities. lt includes more than200 professionals responsible forbringing the MTA's message to amyriad of audiences and distinctivepublics. Some are working to reassuredisgruntled residents and businessowners impacted by Metro Railconstruction. Others are dealingdirectly with an adversarial press,elected officials, or with MTA's 1 milliondaily customers.
James de la Loza
Steve' Polechronis
Ted Lewis
11A15Page 1)
County area team. Since May 1993,McLaughlin has served as MTNs deputyexecutive officer for multimodalplanning.
James de la Loza AppointedInterim Deputy ExecutiveOfficer for Multi-ModalProgrammingIn his new position, Jim de la Lozafills the vacancy left by PatriciaMcLaughlin. De la Loza has been withthe MTA in various capacities sinceJune 1991, most recently as director ofthe Central Area Team, responsible forMTA planning in the central area of LosAngeles County. He has also served asproject manager for the EastsideCorridor, the Metro Blue LineDowntown connector, and theExposition Park Branch Extension ofthe Metro Blue Line.
Prior to joining the MTA, Jim de la Lozaserved for six years as a projectarchitect with the Community
Redevelopment Agency of the City ofLos Angeles. He also worked for GruenAssociates and Sedway/Cooke from1082 to 1985.
Steve J. PolechronisNamed Red Line Segment 2Project ManagerAs the new project manager for theMetro Red Line SegmentlWo,Steve J. Polechronis overseescompletion of the Vermont Avenue andHollywood Boulevard portions of theMetro Red Line. He relieved CharlesStark, who had been acting projectmanager of Segment 'Am in addition toEis regular duties as project managerof Metro Red Line Segment Three.Polechronis has more than 10 years oftransportation project managementexperience in the public and privatesectots, and most recently worked atFluor Daniel, Inc. in Los Angeles. AtFluor Daniel, he directed systemwideproject management oversight for the
MTA, supervising a staff of 26.Polechronis was appointed by StanleyG. Phemambucq, MTAs ExecutiveOfficer for Construction.
Ted Lewis NamedMTA Director of EngineeringTed Lewis who was acting director, isnow permanent director ofengineering. He is responsible forstandards and specifications for theMetro Rail project. As the EastsideExtension of the Metro Red LineSegment Three moves ahead, Lewisand bis team will ensure allbackground documentation iscomplete when the section designersbegin final design work. Lewis hadbeen with MTA's predecessor agenciesfor more than eight years, and hasworked on all three segments of the RedLine, the Blue Line and the Green Line.Previously, Lewis was the lead commun-ications engineer for the Los AngelesCounty Sheriff's Department.
"It's not the challenges that weshould fear, but what matters is howwe respond to them," she said. "Wemust keep our commitments,follow-through with our word andbe truthful."
James said the image of the MTArests largely on those who havedirect contact with the public. Shestresses to her staff that first andforemost they have to be credible.
But she understands the magnitudeof the challenge ahead. "There isno magic bullet," she said."Earning credibility will take time."
She believes, however, that the wayin which the agency is perceived isalready changing. "We arebecoming more sensitive to theneeds of our customers and each
other. I believe in the MTA and in theemployees who are trying to respondto our many publics," she said.
Her vision?"I look forward to the day when thepress looks to our technical staff foreducational articles ontransportation and good quotes;when federal and state funders lookat the MTA as a high priority fortheir limited dollars; whencommunities know that we willtreat them fairly and humanely—without resorting to legalintervention."
"Finally, and most important," shesaid, "I cannot wait to hear ouremployees telling their friends andfamily what a great place this is to
work -- what a great role the agencyplays in the lives of our customers."
Before joining Mayor RichardRiordan's office, James worked forthree years in the Office of the ChiefLegislative Analyst for the city of LosAngeles, and prior to that she servedas assistant to the Administrator ofthe Community RedevelopmentAgency. She has also worked forWorld Airways, Cetus Corporationand the State of California,Department of Finance.
James holds a B.A. in IndustrialPsychology from the University ofCalifornia, Berkeley; and an M.P.A.in Public Finance from CaliforniaState University, Hayward.
Agency's new slogan, "Travel Smart.. .Take Metro."
MTA Launches New Marketing CampaignPage 16
UTA Review
monthly publication3roduced by the MTA.
Clara Potes-FellowEdllor
Anne RoubideauxArt Director
MTA Graphics DeptGraphic Design
Al MooreManager,Printing Services
Steve JostPholographer
Jim SmartDeputy Director,Media Relations
RaeJamesExecutive Officer,Communications
The MTA has launched a major newmarketing effort designed to
strengthen the identity of the MetroSystem and elevate perceptions andacceptance of the use of public transit.
The campaign includes a new slogan:"Travel Smart. ‚Take Metro."
The slogan was officially introduced innewspaper ads on February 20, and isnow being displayed prominently on allbuses and trains. lt also will become astandard element on all of the system'spromotional materials and printedcommunications.
This promotion will be furthersupported with an on-going advertisingcampaign on TV, radio and billboardspromoting the benefits of using Metrorail and Metro buses.
In conjunction with this effort, it is now
agency-wide policy to use only theterms "Metro," "the Metro System"and their derivatives (Metro Bus,Metro Rail, Metro Green Line, etc.)when identifying passenger services.Metropolitan Transportation Authorityand the term MTA will be reserved forbroader identification of the overallagency.
For the public lt is hoped that "TravelSmart...Take Metro" will come tosymbolize the wisdom of using publictransportation in Southern California.Internally, it is hoped the slogan willserve as a reminder of the agency'sresponsibility to keep the Metro Systemappealing to customers.
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