WE ARE

MOVING BEYOND
SUSTAINABILITY.
2 | la metro
WE HAVE A
PLAN FOR
A BETTER LA,
WHERE EVERYONE
CAN THRIVE,
AND WHERE
LESS OF US
DRIVE ALONE.

moving beyond sustainability | 3

 IT’S A PLAN to stop bumper-to-bumper
idling, moving instead towards a resilient
future for ourselves and the planet.

4 | la metro
moving beyond sustainability | 5
6 | la metro
 ceo message

Metro is a lifeline to millions of people in the

most populous county in the United States,
including first responders, hospital staffs and
other essential workers. As we address this rapidly
evolving landscape, our vision for a sustainable
transportation system remains clear.
Metro is leading a bold movement to reimagine LA County: one that expands
mobility, increases access to opportunity and advances environmental stewardship,
while also focusing on equity. We are thoughtfully and strategically moving forward
to combat climate change and reduce LA County’s carbon footprint. In addition
to our role in reducing single-occupancy vehicle emissions, Metro is on track to
4 reduce our total greenhouse gas emissions by 79% from 2017 levels through fleet
electrification and system retrofits by 2030.
MESSAGE FROM THE CEO
Metro’s 2016 Energy and Resource Report

As we work to continue being the best, most flexible and most innovative
To achieveagency
transportation those
in the goals, we remind
world, we must are investing
ourselves of ourin our communities and empowering
goals

tomorrow’s leaders. Metro is developing the

and ideals. Recognizing that we are the custodians of the taxpayers’ monies,
it’s important to implement solutions and innovations that make us the most
county’s premiere transportation
infrastructure school, the SEED School of Los Angeles County, to prepare future
efficient agency possible. Sustainability goes hand in hand with such a mission,
and provides the avenue through which silos are broken down to look for new
generations of Angelenos to address emergent systemwide and regional challenges.
ways to do things better. Moving forward with the sustainability program,
I want to encourage us to think boldly and to challenge ourselves. We have a
responsibility to provide mobility service in the most environmentally sound
Through innovation,
and fuel efficient we
manner possible. As we are
expandreimagining LA County – transforming the region into
our efforts in sustainability,
a more resilient, sustainable and vibrant place to live, work and play for everyone.
MESSAGE FROM THE CEO AND THE CHAIRMAN

we will build a system in which we can continue to provide excellence in

service and support.

Sincerely,

Philip A. Washington
Phillip A. Washington
Chief Executive Officer

Chief Executive Officer

MESSAGE FROM THE CHAIRMAN

As Board Chair, I have witnessed the progression of Metro’s aggressive
construction program as well as the agency’s commitment to providing the
County with a transit system that is safe, sustainable, and well-connected.
As our agency continues to grow, our riders must continue to be our foremost
priority. Providing our riders with a system that remains in stellar condition is
essential to attract new ridership, while also continuing to serve our current
riders. Through the strategic implementation of sustainable and resilient
practices, Metro will ensure that our projects are regional, rational, and
equitable. Furthermore, we can explore additional opportunities for public-
private partnerships to invest in smart and efficient technology that
supplement our existing resource management portfolio.

Sincerely, moving beyond sustainability | 7

board chair message

The 2020s will be defined as the decade of climate

action. Now, more than ever, bold and ambitious
policies are needed to tackle the challenges of
climate change here in LA County. Acknowledging
that passenger vehicles are the region’s single
greatest source of greenhouse gas emissions is
central to that challenge and Metro is already
working to overcome it.
By 2030, we will transition to a 100% electric bus fleet and triple our onsite
renewable energy generation, and we will continue to plan and build transformative
transit projects that reduce emissions, improve air quality and benefit public health
across the region.

Along with implementation of the City of Los Angeles’ Green New Deal, these
efforts will be crucial to not only combat climate change, but also reimagine a
more prosperous, healthy and equitable future for LA County. I am excited to work
with Metro as we lead the way both nationally and globally toward reaching our
sustainability goals and raise the bar ever higher in galvanizing the movement to
achieve sustainable mobility.

Mayor Eric Garcetti

Board Chair

8 | la metro
OUR PLAN trades smog for fresh air, saying
“yes” to healthy neighborhoods with buses and
trains and people-powered motion.

We will build new transit and partner to make

safer streets, using resources responsibly to create
access to opportunity and prosperity, for each of
us, our communities and our world.

moving beyond sustainability | 9

 BECAUSE WE SEE A BETTER LA for everybody.
With every trip, every project, every choice, we find
our way to making a positive difference.

Our plan seeks to move past normal – a congested

and unsustainable LA County – and take the bold
steps necessary to move us forward.

10 | la metro
 chief sustainability officer message

When Metro first undertook the development

of this plan, the world was a different place.
Amidst the challenges presented by COVID-19,
our commitment to sustainability does not
waver. The role of this plan remains paramount
as we advance toward recovery and a more
resilient future.
Sustainability is more relevant than ever and continues to be a core value
at Metro. It is a steadfast pillar of our transportation system and woven
into the fabric of everything we build and do. In addition to offering LA more
sustainable transportation choices, Metro has made substantial operational
improvements over the last seven years. We have cut water consumption
by 34% and increased our landfill diversion rate to 39%. Sustainability is
now the expectation, and this moment demands that we proceed with bolder
endeavors. We refuse to stop moving.

Moving Beyond Sustainability is our call to action. We are creating sustainable

transportation solutions in LA County to advance regional prosperity and
equity. This plan does more than set ambitious goals – we are extending our
hand to all Angelenos to help us transcend the conventional and the expected.
Together, we will do more than what is merely sustainable – we will leverage the
transportation system so we can be more innovative, sustainable and increase
access to opportunity for everyone.

We hope you will join the movement to make this vision a reality.

Cris B. Liban
Chief Sustainability Officer

moving beyond sustainability | 11

12 | la metro
What’s Inside
Introduction 2
CEO Message 6
Board Chair Message 8
Chief Sustainability Officer Message 10

1. What Lies “Beyond” 14

1.1 Sustainability at Metro 14
1.2 Sustainability Commitment 16
1.3 Equity and Inclusion 18
1.4 Environmental Compliance 19
1.5 Key Accomplishments and Milestones 20
1.6 Board Motions and Guidance Documents 22

2. Committed to Sustainability 24
2.1 Sustainability Leadership at Metro 24
2.2 Internal Shared Governance 24
2.3 External Stakeholders 24
2.4 Implementing Moving Beyond Sustainability 25

3. Approach, Categories and Commitments 26

3.1 Methodology 26
3.2 How to Read the Plan 26
3.3 Category Targets 28
3.4 Water Quality and Conservation 30
3.5 Solid Waste 38
3.6 Materials, Construction and Operations 46
3.7 Energy Resource Management 56
3.8 Emissions and Pollution Control 64
3.9 Resilience and Climate Adaptation 74
3.10 Economic and Workforce Development 84
3.11 Connecting Transit and Community 92

4. How We’ll Get There 98

4.1 How this Plan will be Used 100
4.2 How to Measure Success 101
4.3 Outreach and Communication 101

5. A Precedent-Setting Undertaking 102

Appendix 106
Acronyms/Abbreviations 106
Categories at a Glance 107

Acknowledgments 111

moving beyond sustainability | 13

WHAT LIES “BEYOND”
1.1 Sustainability at Metro
The Los Angeles County Metropolitan Transportation Authority’s As outlined in the Vision 2028 Strategic Plan, Metro’s visionary
(Metro) mission is to provide a world-class transportation outcome is to double the share of transportation modes other
system that enhances the quality of life for all who live, work than solo driving. The plan details five goals:
and play within Los Angeles (LA) County. To fulfill that mission,
Metro must be sustainable. Our definition of sustainability is Provide high-quality mobility options that enable
holistic – accounting for environmental, social and economic people to spend less time traveling
considerations in our decision-making and operations, while
Deliver outstanding trip experiences for all users
also prioritizing community resilience and equity. Our day-to-day
of the transportation system
operations and upcoming service lines inherently advance
sustainability as we take cars off the road and get Angelenos Enhance communities and lives through mobility
onto transit, but we are not stopping there. Our system and access to opportunity
accelerates environmental benefits in the region by reducing
Transform LA County through regional collaboration
far more greenhouse gas (GHG) emissions than we generate,
and national leadership
consistent with our 2019 Climate Action and Adaptation Plan
(CAAP) goals of becoming carbon neutral and displacing Provide responsive, accountable and trustworthy
over 780,000 Metric Tons of Carbon Dioxide Equivalent governance within the Metro organization
(MTCO2e) by 2050. Our work moves beyond transportation
as we increase access to opportunity, reduce disparities, foster MBS supports the achievement of these goals and performance
vibrant communities, improve public health, drive economic outcomes that are core to Metro’s mission by outlining a
development and improve the quality of life for all. comprehensive sustainability strategy for the next decade. MBS
supports achieving a customer-focused transformative future of
Moving Beyond Sustainability (MBS) is the manifestation of mobility through comprehensive sustainability strategies.
this commitment and builds on over a decade of sustainability
policies, plans, initiatives and reporting by Metro leadership Metro’s LRTP outlines how Metro’s planned investments
and staff, including the foundational 2008 Metro Sustainability will deliver the Strategic Plan vision of increasing transit and
Implementation Plan (MSIP). MBS outlines a comprehensive other mode shares over the next 30 years by focusing on the
sustainability strategy for the next 10 years – and beyond. The following priority areas:
plan combines the concerted efforts of our Environmental
Compliance & Sustainability Department (ECSD) and >  Better Transit
Countywide Planning & Development Department (Planning) >  Less Congestion
and integrates input and guidance from internal and external >  Complete Streets
stakeholders. To prepare the plan, we facilitated workshops >  Access to Opportunity
involving community members, subject matter experts and
Metro’s Sustainability Council. We also gathered insight from The LRTP addresses how commitment to these priorities
Metro staff across several departments to discuss how current will help LA County meet its current and future challenges,
programs and goals could be integrated into our strategies. including: Regional Growth; Changing Mobility Needs and
Preferences; Technological Change; Inequitable Access; and
MBS is Metro’s most comprehensive sustainability planning Adapting to a Changing Environment.
document to date and sets goals, targets, strategies and
actions that align with and emanate from other key Metro Through these plans and polices, Metro is addressing its
guidance documents, including: Vision 2028, Long Range priorities and challenges as a compelling opportunity to create a
Transportation Plan (LRTP), Equity Platform Framework and more sustainable and more equitable future. MBS supports the
our Climate Action and Adaptation Plan (CAAP). It is also LRTP through the cross-cutting theme of equity and inclusion
designed to align with and support parallel efforts and plans and lays out specific strategies and actions for resilience and
underway at the City of Los Angeles and LA County, including climate adaptation.
LA’s Green New Deal and Our County.

14 | la metro
metro’s framework for improving mobility in la county

We're guided by our Strategic Plan goals.

[j Vision Strategic Plan 2028

We're creating
0 Faster Travel Options 8 Better Trips E) Thriving Communities
Better Transit Less Congestion Complete Streets Access to Opportunity
Providing more transit Managing the transportation Making streets and sidewalks safe Investing in communities
options with improved system to reduce the amount and convenient for everyone, to to expand access to jobs,
quality and service of time people spend in traffic support healthy neighborhoods housing and mobility options

Transit Projects Roadway Improvements Bike and Pedestrian Projects Workforce Initiatives
Bus Improvements Congestion Management Local Street Improvements Support for Local Businesses
New Mobility Goods Movement Station and Stop Access Transit Oriented
Options Enhancements Communities

[j Long Range Transportation Plan

We're committed to
0 Leadership 8 Accountability
� Collaboration � Continual Improvement

1) Customer Focus -'Q'- Innovation � Inspired and Inclusive Workforce 0 Safety

[j Customer Experience Plan [j COV/0-19 Recovery Plan

We're intentionally focused on

eliminating racial and socioeconomic disparities and
advancing sustainable practices in everything we do.

f � 2 Equity CJ Sustainability
� Equity Plan � Moving Beyond Sustainability Plan

moving beyond sustainability | 15

what lies “beyond”

REDEFINING SUSTAINABILITY

vision
Create an organizational culture and workforce that continually integrates the principles of
sustainability into all aspects of decision-making and execution to enhance communities
and lives through mobility and access to opportunity.

1.2 Sustainability Commitment

Moving Beyond Sustainability serves both as a reaffirmation of meet present needs without compromising the ability of
our more than a decade-long commitment to sustainability future generations to meet their own needs. Our approach is
and as a redefinition of what sustainability means at Metro. holistic: it looks beyond core transit, planning, construction
We remain aligned with the Brundtland Commission’s definition and operations. We have amended our Sustainability Vision
of sustainable development: as we plan, design, build, operate Statement and our Guiding Principles in ways that redefine
and maintain transportation infrastructure, our charge is to and reaffirm our commitment to sustainability.

Guiding Principles

1 Implement sustainable practices and initiatives that advance and enhance the
goals of Metro’s Vision 2028 Strategic Plan.

2 Align sustainability projects and initiatives to support Metro’s Long Range

Transportation Plan.

3 Monitor key performance metrics to track and report the success of our
sustainability strategies and actions.

4 Achieve our sustainability goals through transparent and authentic engagement

with our stakeholders and community members.

5 Foster a culture of sustainability at Metro through staff education, workforce

development and increased capacity.

6 Encourage innovation in strategic planning and sustainable practice through

adaptation and resilience.

7 Strengthen sustainability efforts through leadership and collaboration with

regional partners and agencies.

16 | la metro
 what lies “beyond”

moving beyond sustainability | 17

what lies “beyond”

1.3 Equity and Inclusion

To move beyond sustainability, equity must be part of the needs-based provision, implementation and impact of
foundation of Metro’s decision-making, planning and services, programs and policies that reduce and ultimately
operations. Metro is committed to eliminating areas of inequity, prevent disparities.
discrimination or implicit bias within our policies, procedures
and practices. Some equity issues, primarily those related to structural and
procedural concerns, are agency-wide and systemic. Metro
Metro recognizes that issues related to equity and inclusion recognizes that an enterprise-wide focus on these issues is
must be addressed both internally and externally, in how we critical. Within Metro’s sphere of influence, we are actively
authentically engage with our riders and the communities we pursuing equity in both processes and outcomes, exemplified
serve. In February 2018, Metro adopted the Equity Platform by the hiring of Metro’s first Executive Officer of Equity and
Framework which is comprised of four pillars: Race. Metro’s multifaceted approach to advancing equity
internally and in the community is evidenced through many
>  Define and Measure: define equity and develop performance of our commitments, such as the Women & Girls Governing
metrics that allow us to determine whether equity, as defined, Council, which looks to find opportunities to remove barriers
is being meaningfully achieved as part of Metro’s actions. to success and expand opportunities for women at, within and
on Metro, and the On the Move Riders Program which helps
>  Listen and Learn: establish the crucial connection and
show older adults how to get around on the Metro system.
communication between Metro and the larger LA County
Internally, we continue efforts to create career development
community in carrying out and determining Metro’s actions.
pathways for all employees.
>  Focus and Deliver: implement actions and programs that
achieve measurable, equitable outcomes and carry out The distribution of equity is often influenced by geographical
Equity Platform Framework objectives and principles. factors, which we are addressing through the Equity Focus
Communities (EFCs) Screening Tool. EFCs are those
>  Train and Grow: recognize that significant commitments
communities most heavily impacted by gaps in inequity
will be needed from within the Metro organization to
throughout the County. The transportation performance of
understand, embrace and maximize equity advancements.
EFCs can be evaluated by setting a threshold of census tracts
in the County, including:
The importance of equity and inclusion in sustainability
planning for transit agencies is also reinforced by the 2018
>  More than 40% of the census tracts having low-income
American Public Transportation Association (APTA) guidance
households over the County average; and
document Social and Economic Sustainability for Transit Agencies
(APTA SUDS-CC-RP-005-18), which augments earlier APTA >  Either more than 80% of the census tracts having non-white
guidance on sustainability. populations over the County average; or
>  More than 10% of the census tracts having zero-car
Metro understands equity to be both an outcome and
households over the County average.¹
a process to address racial, socioeconomic and gender
disparities, to ensure fair and just access – with respect to In developing this plan, equity is understood to be an
where you begin and your capacity to improve from that inherently crosscutting topic that touches on many aspects
starting point – to opportunities, including jobs, housing, of the agency’s sustainability activities. Strategies and actions
education, mobility options and healthier communities. It is related to equity are infused into MBS, and it’s addressed
achieved when one’s outcomes in life are not predetermined, specifically when most relevant or appropriate. The chapters
in a statistical or experiential sense, on their racial, economic of this plan that have the strongest relationship to equity
or social identities. It requires community-informed and and inclusion are Resilience and Climate Adaptation, Livable
Neighborhoods and Economic and Workforce Development.

1. For more information on how Metro defines Equity Focus Communities, see the Board report regarding the LRTP update.
https://boardagendas.metro.net/board-report/2018-0819/

18 | la metro
 what lies “beyond”

1.4 Environmental Compliance

As stated in its 2009 Environmental Policy, Metro is committed >  Noise and vibration control
to planning and constructing projects, operating and >  Air quality
maintaining facilities and vehicles and procuring products >  CEQA/NEPA
and services consistent with state and federal laws and >  Archeological, paleontological and tribal cultural resources
regulations and in a manner that protects human health and the >  Waste management
environment but not neglecting the efficient delivery of quality >  Biological resources
public transit services within our financial ability. Environmental >  Hydrology/water quality
compliance is a critical foundation of sustainability at Metro.
Metro’s environmental compliance program is advanced
In coordination with internal and external stakeholders, through the implementation and continual improvement
ECSD oversees the agency’s environmental compliance of the Environmental Management System (EMS) at our
responsibilities and conformance to environmental laws, operating facilities and construction projects. The EMS
regulations and standards for operations and the capital creates a framework for implementing best practices that help
construction program. ensure compliance with federal, state and local environmental
regulations, pollution prevention and sustainability goals and
ECSD works across departments to ensure Metro meets its maintaining the International Organization for Standardization
regulatory requirements for environmental compliance as (ISO) 14001:2015 certification by conducting both internal and
we plan and construct projects, operate and maintain external third-party audits. Using the ISO 14001:2015 framework
facilities and vehicles and procure products and services. The of Plan-Do-Check-Act, the EMS is the primary tool in applying
environmental compliance areas include, but are not limited to: sustainable principles and practices in planning, construction,
operations and procurement, and facilitates continual
>  Water pollution control improvement of Metro’s environmental performance.
>  Hazardous materials

moving beyond sustainability | 19

what lies “beyond”

1.5 Key Accomplishments

and Milestones
For over a decade, Metro has developed plans and established
initiatives to integrate sustainability principles and practices into
agency operations. There are three major milestones that led to
several substantive initiatives and accomplishments over Metro’s
sustainability program development. In 2007, Metro adopted the
Energy and Sustainability Policy to control energy consumption
through energy efficiency and conservation measures. This
was followed by Metro’s Sustainability Implementation Plan,
the agency’s first sustainability strategic plan. In 2012, Metro
published the Countywide Sustainability Planning Policy and
Implementation Plan that complemented Metro’s efforts to Metro is the first
improve air quality, increase transportation choices and facilitate transit agency
greater coordination and collaboration across transportation in the nation to
modes, planning disciplines and government agencies. These install and
policies and plans laid the foundation of sustainability at Metro. operate electric
With MBS, we are aligning over a decade of initiatives, efforts vehicle (EV)
chargers.
and policies into a cohesive plan, further advancing our vision for
agency-wide sustainability.

The Metro
Countrywide
Sustainability The First/Last
Metro achieves ISO Planning Mile Strategic
14001:2004 Environmental Policy and Plan is adopted.
Management System Implementation
certification, the world’s most Plan is adopted.
recognized environmental
management standard.
2014
The Metro Environmental
Policy committing to the 2013
use of the ISO 14001:2004
standard is adopted. 2012 The Complete
Streets Policy
The Metro is adopted.
2011
Board adopts
the Metro Energy Metro implements a
and Sustainability 2010 Climate Action and
Policy. Adaptation Plan.
2009
The Green
2008 Construction Motion 17 creates
Policy is The Active
2007 Metro adopted. Transportation
implements Strategic Plan.
the Metro
Sustainability
Implementation
Plan.

20 | la metro
 what lies “beyond”

Metro initiates
its 147th
Metro adopts sustainability
the Transit initiative.
Supportive
Toolkit. Metro develops a
Sustainable
Metro has 12 Metro installs Acquisition
Metro adopts LEED certified its 100th EV Program.
Metro adopts the Active buildings, Charger.
the Resiliency Transportation including 8 Gold
Indicator Strategic Plan. and 3 Silver 2020
Framework. ratings, as well
Metro achieves as 2 Envision
Metro is the first goal of 20% awarded projects.
2019
transit agency in reduction in
the nation to achieve potable water use. Metro develops
the ISO 14001:2015 Update to Moving Beyond
2018
certification. the Climate Sustainability.
Action and
Adaptation
2017
Metro Plan.
develops Metro
Environmental
2016 Construction
Metro rolls
out Growing a Awareness
Greener Workforce Program.
2015
Metro implements awareness and
First/Last Mile training program.
Metro achieves a planning at select
2.4 MW renewable bus/rail stations.
energy capacity The Expo Line Phase
from solar panels Metro launches 2 achieves Envision
at seven facilities. LA Metro Bike Share. Platinum rating.

The Green
Places Toolkit
is adopted.

moving beyond sustainability | 21

what lies “beyond”

1.6 Board Motions and

Guidance Documents
The following documents provide key guidance on the overall “green bonds.” Metro has implemented a program to issue
structure and role of MBS within the agency: green bonds to help support the development of a municipal
green bonds capital marketplace, where investors who share
Metro’s Vision 2028 Strategic Plan outlines an innovative in valuing sustainability can reward such efforts with their
approach for transforming mobility in LA County over the investment, eventually resulting in a reduced cost of capital for
next decade. This vision influences MBS by highlighting such projects.
the importance and urgency Metro places on shaping a
sustainable future for all Angelenos. Metro’s Sustainability Program and initiatives are shaped and
guided by California state regulatory requirements. Some of
Metro’s Long Range Transportation Plan outlines what the agency the more notable legislations include:
is doing currently and must do to lead the transportation system
improvements necessary to bring about the economic, mobility, >  AB 32: California Global Warming Solutions Act (2006)
safety, environmental and quality of life benefits needed in LA
>  SB 375: The Sustainable Communities and Climate
County. These current challenges present great opportunities
Protection Act (2008)
for Metro to take bold action and help achieve our vision for
sustainability in the region. >  SB 32: Greenhouse Gas Emission Reduction Target for 2030
(2016)
Metro’s Equity Platform Framework and Board Motion 18:
>  AB 2800: California’s Climate Safe Infrastructure Working
Defining EFCs is a recognition that there exists vast disparity
Group (2016)
among neighborhoods and individuals in LA County in their
ability to see and seize opportunity – be it jobs, housing, >  Governor’s Executive Order B-55-18
education, health, safety or other essential facets of thriving in
>  SB 100: California Renewables Portfolio Standard Program
vibrant, diverse communities. The multifaceted equity platform
(2018)
provides a basis for Metro to actively lead and partner in
addressing and overcoming those disparities. Board Motion 18 >  AB 802: California Energy (Benchmarking) Disclosure Law
directs Metro to adopt EFCs as a working definition, evaluate (2018)
EFC scenarios in planning efforts and continue to refine the
>  SB 743: Transportation Impacts (2013)
definition and applicability of EFCs.
>  SB 375: Transportation Planning: Travel Demand Models:
Board Motion 57, passed in 2016, directs the Chief Executive Sustainable Communities Strategy (2008)
Officer (CEO) to update the Board on Metro’s environmental
and sustainability efforts and undertake a range of projects.
Responding to Motion 57 enabled Metro to strengthen and
expand our sustainability policies, plans and implementation
efforts, as well as to increase coordination with peer agencies
trying to address sustainability mandates. MBS addresses all the
previous environmental and sustainability Board Motions and
completes the full response to Motion 57.

Green bonds are financial instruments used by an issuer where

the proceeds will be applied towards climate change impact
reduction and/or environmental sustainability purposes. The
issuer is expected to report on the actual use of proceeds to
assure investors that these purposes have been met. To help
support growth in the green bonds market, the Climate Bonds
Initiative was created to increase transparency in this market
and provide a form of calibration for securities labeled as

22 | la metro
 what lies “beyond”

Awards
2020 Municipal Green Building Conference & Expo: Award of Recognition – Envision Platinum Westside Subway Extension, Section 1
2020 Municipal Green Building Conference & Expo: Award of Recognition – LEED Gold C1078 Building 61S
2020 Municipal Green Building Conference & Expo: Award of Recognition – LEED Silver Division 16
2019 ASCE: Outstanding Sustainability Engineering Project: Division 4 Permeable Concrete Pilot Project
2019 LA Sanitation One Water LA: Partner of the Year
2019 U.S. Green Building Council – Los Angeles: Partner Award for Growing a Greener Workforce
2018 APA Sustainable Communities Division (SCD): Excellence in Sustainability Award, Leadership in Sustainability Award
2018 APA Sustainable Communities Division (SCD): Excellence in Sustainability Award, Sustainable Transportation Project:
Metro Expo Line Phase 2
2018 Breathe CA: Community Impact Award
2018 CA Sustainability Coalition/County of LA Department of Public Works: Outstanding Sustainability Award
2018 LADWP One Water Award: Development of One Water LA 2040 Plan and Collaborating to advance more efficient,
cost effective and sustainable water management
2018 LA Conservancy: Preservation Award – Lankershim Depot
2017 Municipal Green Building Conference & Expo: Award of Recognition – LEED Gold Division 13
2017 U.S. Green Building Council – Los Angeles: Sustainable Innovation Award – Division 14
2016 LADWP Sustainability Award: 2nd Place – Demand Curtailment
2016 Municipal Green Building Conference & Expo: Award of Recognition – LEED Silver Division 7
2016 U.S. Green Building Council – Los Angeles: Sustainable Innovation Award Water Efficiency Honor – Division 13
2015 AQMD: Clean Air Award – Model Community Achievement
2015 California Energy Efficiency Industry Council: Energy Champion Award for Advancing Energy Efficiency
2015 Municipal Green Building Conference & Expo: Award of Recognition – LEED Silver Division 10
2015 National APA Best Practice Winner: First/Last Mile Strategic Plan
2015 National Complete Streets Coalition Recognition: Metro Complete Streets Policy
2014 National Complete Streets Coalition: Best Complete Streets Policy
2013 Municipal Green Building Conference & Expo: Award of Recognition

moving beyond sustainability | 23

COMMITTED TO SUSTAINABILITY
2.1 Sustainability Leadership at Metro This alignment and coordination will help implement the plan’s
holistic vision for sustainability at Metro and across LA County.
At Metro, we believe that sustainability is about people – and
ultimately through our efforts we strive to create positive impacts
Environmental Compliance & Sustainability Department
and benefits for the people we serve. This principle is reflected in
ECSD spearheads Metro’s sustainability program and is
Metro’s sustainability governance, which is shared across internal
responsible for the agency’s sustainability initiatives. The
departments and supported by external stakeholders and riders.
department is responsible for reducing the environmental, social
Programs are driven and goals are achieved through consistent
and financial impacts resulting from Metro’s transportation
management efforts and reported to Metro’s Board of Directors.
system and services. ECSD takes an innovative approach
The recent hiring of the Chief Sustainability Officer (CSO) reflects
to fulfilling these core responsibilities. The department has
Metro’s commitment to sustainability in the new decade. The
effectively integrated energy conservation, resource management,
CSO develops, executes and maintains the activities of Metro
alternative financing, climate change mitigation and adaptation
sustainability initiatives and plans.
and overarching sustainability into Metro’s construction and
operational practices. ECSD will continue to act as the lead on
Metro ensures its commitment to meeting and monitoring
climate action and sustainability initiatives at Metro.
sustainability and environmental compliance through the
utilization of its EMS ISO 14001 framework adopted by Metro’s
Countywide Planning & Development Department
Board in 2009 as part of the Environmental Policy. The ISO
Countywide Planning & Development plans and programs
framework ensures that Metro leadership is driving continual
(funds) countywide transportation projects designed to
environmental improvement through planning, support and
improve mobility in significant ways. As part of that, Planning
operation, performance evaluation and improvement plans.
is responsible for integrating sustainability activities into the
agency’s planning functions and coordinating with other public
2.2 Internal Shared Governance agencies and external stakeholders. The work includes a broad
range of coordinating activities that align common goals, such
Sustainability is everyone’s responsibility at the agency. While as environmental stewardship, improving the quality of life in
individual employees or select departments may be tasked communities and increasing mobility options for the sake of
with developing, implementing and sustaining programs, all sustainability. Planning strives to foster collaboration and to
efforts are built on an evolved understanding of sustainability create more sustainable communities throughout the region.
principles and a cohesive, forward-thinking approach that
involves all stakeholders.
2.3 External Stakeholders
Sustainability planning and implementation are primarily Recognizing the importance of engaging external
led by two departments at Metro: ECSD and Planning. These stakeholders in our planning and implementation processes,
two departments have largely shared the responsibility of Metro has developed formal structures to communicate with
integrating sustainability into agency-wide operations and external groups whose input informs the activities of the CSO
culture, whether it be through developing new specifications and internal sustainability governance.
for forthcoming projects or by empowering employees through
workforce development and environmental education. Policy Advisory Council
The Metro Policy Advisory Council was established in early
MBS closely aligns the planning, reporting and program 2017 to review, comment and provide input on the draft
implementation efforts of ECSD and Planning. Using this Plan as Measure M Master Guidelines, the LRTP and other work
a roadmap, the CSO will help synchronize ECSD’s environmental plans and policy areas that the Metro Board may request.
compliance and impact mitigation efforts with Planning’s work The Council is made up of transportation consumers,
to incorporate sustainability into Metro’s planning functions. transportation providers and representatives from the various
communities served by Metro.

24 | la metro
sustainability roles and responsibilities throughout metro

position sustainability focus area

Metro Board Approve policies and directives to support sustainability at Metro.

Chief Executive Officer Implements Board directives, provides leadership and holds departments
accountable for meeting Sustainability Plan targets.

Chief Sustainability Officer Oversees the agency’s sustainability and environmental compliance efforts,
including tracking metrics, updating the plan and participating in regional
sustainability, climate and resilience efforts.

Other Chiefs and Department Heads Implement sustainability actions in areas of their control and take
responsibility to identify areas of continual improvement.

Environmental Compliance Oversees environmental compliance and reduction of environmental

& Sustainability Department liabilities during planning, design, procurement, construction, operation and
maintenance of the agency’s facilities, services and products. Responsible for
implementing sustainable operations throughout Metro.
Countywide Planning Responsible for incorporating sustainability activities into Metro’s planning
& Development Department activities and coordinates and works with ECSD in external partner engagements.

Sustainability Council CBOs to help employ low-income and/or previously-homeless

In 2016, Metro formed the Sustainability Council in response
populations. CBOs are valuable partners in achieving our
to Motion 57.2 The council is composed of up to 30 voting
understanding of the lived experience of communities served by
members representing a range of sectors and community
Metro. The insight from community-based outreach can inform
stakeholder groups with expertise in sustainability and
future technical assistance or grant support efforts, as well
transportation.3 The Sustainability Council is an advisory body
as identify key opportunities in the design of new alignments
that provides Metro with input on direction and feasibility of
and stations. CBO partnerships will be emphasized in areas
policies, operations, construction and maintenance processes
considered to be EFCs.
related to sustainability. The council is staffed and supported
by ECSD, Planning, Vendor and Contract Management (V/CM)
and Operations. Bi-monthly meetings cover updates on Metro 2.4 Implementing Moving
sustainability activities and new regulations, discussion of
opportunities for collaboration and actions on key agenda items.
Beyond Sustainability
The public is welcome at all meetings. Under the leadership of the CSO, ECSD and Planning staff will
establish the annual program and budget for implementing
Community-based Organizations (CBOs) Moving Beyond Sustainability. Projects will be prioritized annually
Metro is developing an approach to work more frequently and using the goals, targets, strategies and actions outlined in MBS.
effectively with CBOs on stakeholder outreach and engagement. Justification for those projects will be submitted to the Office of
Additionally, ECSD is partnering with Workforce Initiative Management & Budget (OMB). The CSO will work with OMB to
Now - Los Angeles (WIN-LA) to pilot new language in select allocate funding. See chapter four for information regarding the
procurement contracts that recommend contractors work with implementation of MBS.

2. A
 dopted by the Metro Board of Directors, Motion 57: Environmental & Sustainability Efforts to Further Metro’s Goals to Reduce Emissions,
Clean the Air & Improve Urban Areas prioritizes sustainability reporting and efforts in four main areas: climate change and resiliency, energy,
solid waste and recycling and water. http://libraryarchives.metro.net/DB_Attachments/181018_Motion_57.pdf
3. https://www.metro.net/projects/sustainability-council/

moving beyond sustainability | 25

APPROACH, CATEGORIES
AND COMMITMENTS
3.1 Methodology calculated 2030 Business as Usual (BAU) scenario. The 2030
BAU scenario was developed through a review of historical
Moving Beyond Sustainability is guided by the APTA
organizational practices, utility consumption, waste and
guidelines for sustainability which comprise the following
emissions generation and planned agency growth. The BAU
Recommended Practices:
accounts for planned construction and improvements.
>  Transit Sustainability Guidelines (APTA SUDS-CC-RP-004-11)
MBS will be updated every five years with formal progress
>  Social and Economic Sustainability for Transit Agencies reports every two years, and annual performance updates
(APTA SUDS-CC-RP-005-18) through Metro’s Sustainability dashboard.4
>  Quantifying Greenhouse Gas Emissions from Transit
(APTA SUDS-CC-RP-001-09) 3.2 How to Read the Plan
>  Quantifying and Reporting Transit Sustainability Metrics Moving Beyond Sustainability uses a hierarchical framework of
(APTA SUDS-CC-RP-03-12) goals, targets, strategies and actions to organize the measures,
programs and projects necessary to advance Metro’s mission
Projections and vision. As a note to the reader, abbreviations and acronyms
Quantitative targets identified in MBS were created using a are defined in the appendix.
detailed, data-driven analysis of infrastructure growth and a

4. sustainabilityreporting.metro.net

26 | la metro
hierarchical framework chart

Goals
Broader aspirational statement of what we want to achieve.

Targets
Levels of performance plus timeframe.

Strategies
Short- and long-range approaches to achieve goals.

Actions
Specific initiatives, projects or tasks.

Goals
Goals are outcome statements that further articulate the vision The plan is organized into seven (7) program categories (see
statement. They define what Metro is trying to accomplish, next page).
both programmatically and organizationally.
The Category Tables are comprised of strategies, actions,
Targets a status indicator and designation of strategy responsibility:
Targets are precise, timebound and quantifiable measures Lead Department (Bold) and Support Department.
that provide benchmarks to measure progress toward the
achievement of the goals. Targets are measurable, stated in The status indicators are designated as follows:
terms of results and have a 10-year or earlier completion date. key: status of completion

Strategies and Actions

The third level of the plan’s hierarchy outlines the specific
strategies and actions directly supporting the achievement of
category targets. Strategies and corresponding actions represent in development started up to 25% up to 50% up to 75%
planned initiatives or programs currently being implemented.

moving beyond sustainability | 27

approach, categories and commitments

3.3 Category Targets

Water Quality Solid Waste

and Conservation

1 Reduce potable water use by 22% from the 1 Reduce annual operational solid waste disposal
2030 Business as Usual scenario. 24% from 2030 Business as Usual scenario.
2 Increase runoff infiltration and capture capacity 2 Achieve 50% landfill diversion rate for
for stormwater by 15% from 2020 baseline levels. operational waste.
3 Achieve 85% construction landfill diversion rate.

Emissions and Resilience and

Pollution Control Climate Adaptation

1 Displace 903,000 MTCO2e annually. 1 Identify all acute shocks or stressors for critical
and/or vulnerable areas at or near Metro
2 Reduce total GHG emissions by 79% from
infrastructure by 2025.
2017 baseline.5
2 Implement the flexible adaptation pathways concept
3 Reduce total nitrogen oxides (NOx) emissions
to incorporate climate adaptation into planning,
54% from 2018 baseline.
procurement, asset management and operations
4 Reduce total particulate matter (PM) emissions by 2025.
62% from 2018 baseline.
3 Prioritize improvements to locations, facilities,
infrastructure, equipment and operations to
reduce risk.

5. A
 s published in its 2019 CAAP, Metro commits to reducing our greenhouse gas emissions
by 79% relative to 2017 levels by 2030 and 100% (i.e., zero emissions) by 2050.

28 | la metro
 approach, categories and commitments

Materials, Construction Energy Resource

and Operations Management

1 Achieve LEED Silver certification for all new facilities 1 Reduce energy consumption by 17% at facilities
over 10,000 square feet, and achieve Envision from the 2030 Business as Usual scenario.
certification where LEED is not applicable.
2 Increase onsite renewable energy generation
2 Design and build 100% of capital projects to to 7.5 MW.
CALGreen Tier 2 standards.
3 Complete Sustainable Acquisition Program
training/implementation and develop 2030
program targets for annual sustainable
acquisition spend by 2022.

Economic and Together we can build a

Workforce Development
transportation system that
1 Review job classifications on a regular basis is innovative, sustainable
and eliminate obsolete requirements that create
barriers to career advancement. and increases access to
2 Recruit employees from diverse sources,
including vocational schools, community
opportunity for everyone.
colleges, groups supporting formerly incarcerated
persons and organizations supporting persons
with disabilities and older adults.
3 Achieve triennial DEOD contracting goals
related to small, disadvantaged and
veteran-owned businesses.

moving beyond sustainability | 29

WE WILL
USE OUR
WATER
WISELY.
In Southern California, water is
a precious and limited resource.
So Metro is planting California native
and drought-tolerant landscaping
and recycling the water used for
everyday operations. And we’ll continue
to find new ways to conserve, doing
our part to be water smart.

30 | la metro
moving beyond sustainability | 31
WATER QUALITY AND CONSERVATION

goals
>  Optimize and manage Metro’s water use.
>  Manage wastewater and stormwater constructively.

targets
1 Reduce potable water use by 22% from the 2030 Business as Usual scenario.
2 Increase runoff infiltration and capture capacity for stormwater by 15% from 2020 baseline levels.

3.4 Overview resilience. Metro also recognizes the potential to create

multi-benefit projects that may serve EFCs through participation
The state of California faces urgent challenges related to the
in Measure W initiatives.
availability of potable water. Local sources, including aquifers,
across the state have not recovered from years of drought, a
problem exacerbated by the anticipated impacts of climate
change. Continuing the import of water from elsewhere is target 1
unsustainable in the long term. The ramifications of these two
Reduce potable water use by 22% from the 2030
challenges will be felt, especially in Southern California.
Business as Usual scenario.
As of 2018, 97.4% of our water consumption is potable water.
Potable water consumption is expected to increase due to
More than half of Metro’s water use goes toward irrigation along
our Twenty-Eight by '28 initiative, featuring transit and facility
rail and bus alignments (55.3%) and over another quarter of our
expansion projects set to come online by 2028. In a BAU
consumption goes toward operational divisions (26.6%).
scenario, system growth is estimated to increase overall
water use by 38.1% by 2030 (from 2018 levels).
Metro is actively monitoring water use and finding new ways
to increase conservation efforts. We have reduced potable
To mitigate anticipated increases in water consumption,
water use by 34% since 2013 through conservation efforts,
we have identified, approved and are implementing several
system enhancements and efficiency upgrades aligned with
strategies to reduce potable water consumption, including:
Metro’s 2010 Water Action Plan. These actions supported the
bus and rail car wash facility improvements, domestic fixture
City of LA’s goal of reducing consumption by 20% over the
replacements and an upgrade to smart irrigation controllers
same timeframe. Our efforts have included bus wash system
along the G Line (Orange) alignment. Conservative estimates
retrofits, smart irrigation controller installations, turf removal,
suggest these strategies will yield a 22% reduction in water
water-efficient landscaping upgrades and irrigation restrictions.
consumption from levels in the 2030 BAU scenario.
Water reclamation and reuse will be an equally critical
As a responsible steward of water conservation, Metro
component of our water use strategy through 2030. We will
continues to develop additional water use reduction strategies
identify and evaluate opportunities to implement capture
focused on technical improvements and behavioral change
and reuse strategies, such as reusing water discharged
at Metro, while developing partnerships with key regional
from dewatering activities, and nature-based, low-impact
stakeholders to build a more resilient LA county.
development measures, such as stormwater runoff infiltration.
We expect that this intentional, responsible water consumption
and resource management will contribute to community-wide

32 | la metro
 water consumption forecast ( 2013 – 2030 )

450M

400M

350M

300M
Water Consumption (Millions of Gallons)

250M

200M

150M

100M

50M

0
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Identified Water Conservation Projects BAU Consumption Target Trendline BAU Trendline

2018 total water consumption by end use target 2

Increase runoff infiltration and capture capacity for
4.6% stormwater by 15% from 2020 baseline levels.

Metro is actively evaluating opportunities to increase runoff

13.5% 23.4% infiltration and capture capacity for stormwater. For example,
permeable surface installations at divisions with large asphalt
surface areas could reduce runoff, increasing infiltration
3.2% capacity systemwide. Installations along rail alignments and
23% highways or near current and forthcoming facilities, such as
bioswales or other nature-based solutions, have the potential
to increase stormwater infiltration and contribute to larger
32.3% ecosystem health and restoration. Together, these efforts will
produce long-term water savings as more water can safely
infiltrate into soil and replenish groundwater sources and local
aquifers. Such installations also have filtration features that
Bus Divisions Rail Alignments
capture and prevent pollutants from entering land and water
Rail Divisions Facilities ecosystems and harming wildlife.
 Line (Orange)
G Other
Bus Alignment

moving beyond sustainability | 33

water quality and conservation

What We’ve Done Intentional and responsible

achievements and ongoing initiatives
water consumption and
Low Flow Nozzle Pilot Installation for Bus Washes
Metro’s pilot study at Division 15 evaluated the effect of
resource management
a decreased flow rate (gallons per minute) on water use
during bus washing. The nozzle modifications proved
will contribute to
effective, reducing the average water consumption per wash
cycle by 40% while maintaining bus cleanliness. Following
community-wide resilience.
this success, similar modifications will be made at other
bus divisions, accompanied by monitoring practices to
quantify water and cost savings. It is estimated that nozzle
replacements systemwide will save over 20 million gallons of
water per year.

G Line (Orange) Upgrades: Smart Irrigation, Recycled

Water and Use Efficiency
In 2018, 32.3% of Metro’s overall water consumption was
used along the G Line (Orange) alignment or right-of-way.
To reduce potable water consumption, multiple reduction
measures were identified and implemented. Forty-one
conventional irrigation controllers were replaced with smart
controllers in 2018. Total water use along this alignment alone
declined by 49 million gallons or by nearly 44% between 2018
and 2019. In addition, we completed installation of purple
pipe recycled water between Vesper Avenue and Sepulveda
Boulevard along the G Line (Orange) (which accounts for
2.6% of Metro’s overall water use), with plans to install more
in 2020 between Tujunga and Laurel Canyon boulevards.

Permeable Pavement and Bioretention Pilot Project

In 2018, Metro replaced 40,000 square feet of asphalt at the
Division 4 facility in Downey with permeable pavement and
a landscaped bioretention area. This new installation can
capture and filter more than 300,000 gallons of rainwater
during a single rain event allowing this water to safely
infiltrate into the ground to replenish local groundwater
and aquifer systems.

Low-to-No Flow Sanitary Fixtures

Several low-flow and no-flow sanitary fixtures have been
installed across Metro facilities over the last few years. Several
other sanitary fixtures are set to be remodeled at various
division locations through 2030, which are anticipated to save
roughly 3.1 million gallons of water per year.

34 | la metro
 water quality and conservation

PLANNED STRATEGIES AND ACTIONS

strategies actions status responsibility
Identify and 1.1 Implement all identified water conservation projects. ECSD
implement
operational water
conservation and 1.2 Update the 2010 Water Action Plan to outline operational water ECSD
efficiency projects conservation, efficiency and reuse strategies through 2030 to

W1
fulfill the goals of the 2019 CAAP and MBS.

1.3 Prioritize the new Water Action Plan strategies for ECSD
phased implementation. Operations

1.4 Conduct pilot studies on rail wash facilities to reduce potable ECSD
water use and replace existing equipment with more efficient Operations
equipment based on the pilot results.

1.5 Develop and conduct staff training on water conservation strategies. ECSD

Increase the use of 2.1 Identify opportunities to expand water capture for reuse. ECSD
non-potable water Operations
sources to offset
potable water use 2.2 Transition to recycled water where purple pipe is available and ECSD

W2
coordinate with local water providers to expand purple pipe Operations
access near Metro facilities.

2.3 Determine the feasibility of including graywater and other water ECSD
reuse strategies in Metro’s design specifications. Engineering

2.4 Evaluate grant opportunities to study and implement innovative ECSD

reclaimed water strategies. Planning

2.5 Evaluate the use/reuse of water from system dewatering activities ECSD
for operations and construction. Operations

Implement water 3.1 Install smart sub-meters to improve the collection of water ECSD
monitoring and usage data. Operations
reporting systems

W3
3.2 Explore the feasibility of automated data communications and leak ECSD
detection systems to provide real-time water consumption information Operations
and leak alerts to facility managers.

3.3 Install and utilize an environmental management reporting system to ECSD

issue reminders of upcoming compliance deadlines, monitor trends in Operations
consumption and costs and facilitate the recognition of emerging issues.

key: status of completion

in development started up to 25% up to 50% up to 75%

moving beyond sustainability | 35

water quality and conservation

strategies actions status responsibility

Integrate water 4.1 Further integrate and regularly update water conservation approaches ECSD
conservation and into contractor requirements to better mitigate water use impacts from
efficiency best construction through operations.
practices into
policies, standard 4.2 Establish and implement specifications for water reuse during ECSD
operating procedures dewatering activities. Operations
(SOPs) and
specifications 4.3 Establish a policy requiring all new construction projects to achieve ECSD

W4
75% or greater of the available points for the Water Efficiency category Engineering
of Leadership in Energy and Environmental Design (LEED) or most
applicable sustainable design or construction rating system.
ECSD
4.4 Establish and implement specifications for high-efficiency water Operations, Planning
fixtures and systems for all new construction and renovations. Engineering

4.5 Establish and implement specifications for native, climate ECSD

appropriate landscaping for all new construction and renovations. Operations, Engineering
Facilities Management
Systemwide Design

4.6 Establish procedures requiring the regular review and update of SOPs ECSD
for water use that reflect best water conservation and efficiency practices. Operations

4.7 Evaluate State of Good Repair of existing equipment and conduct ECSD
maintenance activities to ensure existing equipment works as designed Operations
and in an efficient manner.

4.8 Integrate a triple bottom line analysis into cost and value assessments ECSD
of all planned water efficiency measures. V / CM

Partner with other 5.1 Establish ongoing evaluation of local partner policies, procedures, ECSD
public agencies and mandates, requirements and best practices to identify Engineering
community groups collaborative opportunities.
to advance regional
water goals 5.2 Collaborate with other Municipal Separate Storm Sewer System permittees ECSD

W5
for implementation of enhanced watershed management programs. Engineering

5.3 Work with regional partners, like the Metropolitan Water District, to ECSD
maximize stormwater capture and recycled water use opportunities that Operations
support Measure W and other applicable requirements or regulations.

5.4 Engage with external stakeholders to identify collaboration and funding ECSD
opportunities that advance regional water goals.

key: status of completion

in development started up to 25% up to 50% up to 75%

36 | la metro
 water quality and conservation

strategies actions status responsibility

Develop strategic 6.1 Expand partnerships with operations staff across the agency to ECSD
resources and develop and implement water initiatives and projects. Operations
collaborative
relationships across 6.2 Use the Metro Intranet and other digital media tools to communicate ECSD
the agency to advance water program goals, initiatives and achievements internally. Marketing and
the water program and Communications
drive behavior change

W6
6.3 Develop and conduct trainings, workshops and other outreach events ECSD
for staff to drive water conservation and behavior change in areas of Marketing and
greatest impact. Communications
Talent Development

Implement best 7.1 Characterize stormwater quality at operating division discharge ECSD
management locations to identify opportunities for improvement. Operations
practices to minimize
stormwater runoff and 7.2 Identify stormwater management opportunities and constraints for ECSD
keep stormwater clean underground, at grade and above grade rail/busway stations. Operations

W7
Engineering

7.3 Determine the feasibility of installing drywells, treatment trenches ECSD

and other best management practices at operating divisions and Operations
discharge locations in alignment with applicable regulations. Engineering

Prioritize the 8.1 Evaluate and prioritize opportunities to retrofit existing facilities using ECSD
infiltration, capture a whole systems approach, including life cycle, maintenance needs and Operations
and /or use of potential system impacts.
stormwater

W8
8.2 Integrate green infrastructure principles into specifications. ECSD
Operations
Engineering

8.3 Support regional water initiatives through collaborative ECSD

capture/reuse projects. Operations
Engineering
Reduce pollutants 9.1 Develop a source control pollution prevention plan focused on  ECSD
in industrial decreasing the volume and increasing the quality of wastewater. Operations
wastewater

W9
9.2 Develop a screening process for new materials based on their ECSD
potential to affect discharge. V / CM

moving beyond sustainability | 37

WE WILL
GENERATE
LESS
WASTE.
Eliminating waste starts by
evaluating our choices. Metro
always looks for new ways to get
the most out of materials. We’re
working to reduce, reuse, recycle
and repair as we support the
movement to zero waste and 
a sustainable circular economy.

38 | la metro
moving beyond sustainability | 39
solid waste

SOLID WASTE

goals
>  Reduce Metro’s waste disposal.
>  Increase diversion from landfill.

targets
1 Reduce annual operational solid waste disposal 24% from 2030 Business as Usual scenario.
2 Achieve 50% landfill diversion rate for operational waste.
3 Achieve 85% construction landfill diversion rate.

3.5 Overview
As one of the largest transportation authorities in the U.S., our operational waste. Using this hierarchy, we are prioritizing
Metro acquires, moves, uses and disposes of thousands of waste reduction and sustainable procurement as the first and
tons of material each year. Disposing of this material carries most important steps toward managing and reducing solid waste.
operational expenses, has land use implications and generates The IWMH is also an integral component of multiple agency-wide
regional GHG emissions. Our priorities for reducing the impact policies and programs, including our Solid Waste Management
of our waste are two-fold: decrease the amount of waste that is Plan, Sustainable Acquisition Program and Construction and
generated and divert waste from landfills. Demolition Debris Policy. These efforts help us support and comply
with California state legislation and CalRecycle regulations.
In alignment with the City of LA and LA County, Metro is actively
applying the Integrated Waste Management Hierarchy (IWMH)6 to Waste reduction and diversion strategies through sustainable
procurement and operational improvements will be critical to
integrated waste management hierarchy
Traditional Approach: New Approach:

Source Reduction

Recovery

Disposal

6. U
 .S. Environmental Protection Agency. “Sustainable Materials Management: Non-Hazardous Materials and Waste Management Hierarchy.”
https://www.epa.gov/smm/sustainable-materials-management-non-hazardous-materials-and-waste-management-hierarchy

40 | la metro
 solid waste

meet our 2030 operational targets. We are building on waste

characterization studies and our growing Sustainable Acquisition
Program to identify strategies to change existing behavioral and
purchasing practices as a means to minimize both the upstream
and downstream impacts of procured material. To address
construction waste, we are partnering with Metro’s contractors
to further develop waste management strategies that focus on
material reuse and landfill diversion.

Definitions
Generation: The amount of waste that is produced before it is
recycled, diverted or sent to the landfill
Disposal: The amount of waste that is sent to the landfill or
treated as “trash”
Diversion: The percentage of waste that is diverted from landfill
through recycling, composting, reuse or source reduction
Prevention: Eliminating waste through source reduction (e.g.,
using paperless systems)

target 1
Reduce annual operational solid waste disposal 24%
from 2030 Business as Usual scenario.

In 2018, 61.2% of our solid waste was sent to landfills. While Planned waste prevention and diversion strategies are expected
we have made substantial progress over the last five years to to minimize the impact of expected system growth on waste
capture and divert waste from landfills, disposed waste has still generation. The strategies, outlined under Target 2, will contribute
increased steadily during that time period. In a BAU scenario, toward reducing waste sent to landfills. By 2030, we expect to
we anticipate a 21.6% increase in waste sent to landfills from reduce landfill waste disposal from 2030 BAU levels by 24%.
2018 levels due to system growth by 2030.

target 2
2018 operational solid waste composition Achieve 50% landfill diversion rate for
operational waste.

New diversion and prevention programs will assist with

14.8% reducing waste sent to landfills. Not only will this reduce our
overall landfill disposal tonnage, but it will also increase our
overall diversion rate. Strategies to increase waste diversion
15.7% at Metro include the launch of a food waste collection program
Prevention at Metro headquarters and increased attention on sorting
61.2% recyclables across all Metro facilities among other waste
Recycled
8.4% prevention strategies. It is also expected that the launch
Organics Recycling and growth of the Sustainable Acquisition Program will lead
to increased opportunities for diversion. Using these and
Disposed
other strategies yet to be identified, we aim to achieve a 50%
diversion rate by the year 2030.

moving beyond sustainability | 41

 solid waste

operational solid waste forecast ( 2013 – 2030 )

18,000

16,000

14,000
Operational Solid Waste (Tons)

12,000

10,000

8,000

6,000

4,000

2,000

0
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Strategies in Development Disposed Waste (BAU)

Identified Diversion Projects Target Trendline

Diverted Waste (BAU) BAU Trendline

Note: This graph forecasts operational solid waste only as construction waste is variable and measured separately.

target 3
Achieve 85% construction landfill diversion rate.

Materials generated during construction and demolition and creating a central electronic repository to track and
activities have the greatest potential to be diverted from typical monitor all project construction and demolition waste
landfills. California Green Building Standards Code (CALGreen) prevention and landfill diversion rates. In addition, through
code currently requires 65% diversion of construction and the Sustainability Plan Program, we are developing tools and
demolition materials, yet we are committed to diverting at procedures to help contractors develop more comprehensive
least 85% of our construction waste. To achieve this, we are waste plans.
updating our construction waste management specifications

42 | la metro
 solid waste

What We’ve Done Waste reduction and

achievements and ongoing initiatives
diversion strategies
Solid Waste Baseline and Characterization Studies
In 2017, we completed a solid waste baseline study and waste
through sustainable
characterization studies to evaluate existing activities and
performance at Metro headquarters and multiple bus and rail
procurement and
facilities. The baseline study evaluated operational practices
and procedures and identified the material composition of
operational improvements
the agency’s waste streams. The results provided insight into
our current reduction and recycling activities and quantified
will be critical to meet our
diversion activities that were not previously reported,
including multiple organics, recycling and reuse programs.
2030 targets.
The studies provided compliance thresholds for regulated
waste streams, giving us metrics to track compliance with
AB 939 and AB 1826.

Solid Waste Management Plan

Metro is developing a Solid Waste Management Plan that
provides a roadmap to address climate change and reduce
regional GHG emissions by managing solid waste sustainably
and effectively. The plan prioritizes upstream solutions to
prevent waste, which reflect the IWMH and consider the
benefits of prevention, recycling, conversion and minimization
of landfill disposal. This plan will help the agency set up the
infrastructural framework for implementing disposal reduction
programs that achieve regulatory compliance and progress
toward meeting sustainability goals.

Pallet Return Program

Metro’s Central Maintenance Facility (CMF), which fulfills
nearly 360,000 inventory requests per year, implemented
a program to reduce waste output from pallets used for
inventory storage and distribution. The program replaced
standard wooden pallets with heavy-duty block wooden pallets,
which are far more durable than conventional slatted pallets
and survive an average of five times as many trips. In 2018, the
program prevented approximately 2,100 tons of wood waste
from going to landfills.

moving beyond sustainability | 43

solid waste

PLANNED STRATEGIES AND ACTIONS

strategies actions status responsibility
Implement operational waste 1.1 Add waste prevention and reuse specifications to ECSD
prevention and material major product/service contracts. V / CM
reuse programs, which
support a circular economy 1.2 Develop contract language to support Extended Facilities

S1
Producer Responsibility requirements for bulky and Maintenance
non-recyclable items. ECSD

1.3 Partner with regional stakeholders to develop and ECSD

implement material reuse/exchange programs for Operations
surplus materials. General Services

1.4 Implement paperless systems and paper reduction ECSD

programs and systems (e.g., Safety Data Sheets). Operations
General Services

1.5 Explore options to minimize single use consumable ECSD

supplies and provide alternatives. Operations
General Services

1.6 Evaluate the feasibility of implementing a reuse ECSD

program for materials like furniture and other items Operations
that may be discarded in a remodel. General Services

1.7 Identify opportunities for waste reduction by aligning ECSD

with the Sustainable Acquisition Program and the Operations
principles of a circular economy. General Services

Implement operational 2.1 Add recycling specifications to major ECSD

recycling and organics product/service contracts. V / CM
diversion programs,
including those that support 2.2 Update agency-wide recycling programs to streamline ECSD
compliance with AB 939, AB collection bins and standardize signage. Marketing and
341, AB 1826 and SB 1383 Communications

S2 2.3 Update specifications and contractor SOWs to require

compliance with organics regulations.

2.4 Establish programs to divert organic waste from

landfills, including edible food donation, anaerobic
digestion and composting.
ECSD
Engineering

ECSD
Operations
General Services

2.5 Evaluate and prioritize facilities for implementation of ECSD

organics programs. Operations

2.6 Conduct a feasibility study on the costs and diversion ECSD

potential of utilizing waste-to-energy for conversion of
hard-to-divert materials such as bus blow-out trash.

44 | la metro
 solid waste

strategies actions status responsibility

Establish and integrate best 3.1 Implement the Solid Waste Management Plan. ECSD
waste management practices Operations
into agency-wide operations

S3
3.2 Integrate waste management best practices into the ECSD
SOPs and policy of strategic business units. Operations

3.3 Develop and deploy staff training on sustainable waste ECSD

management principles and compliance obligations.

3.4 Integrate waste collection and diversion systems Planning

into the planning process in order to include space
considerations for separating and storing waste.

Establish comprehensive 4.1 Standardize solid waste/recycling monitoring protocols ECSD

monitoring and reporting and incorporate into the EMS.
practices to drive continual
improvement 4.2 Develop mechanisms to track and report waste ECSD

S4
generation and diversion accomplishments. Operations

4.3 Partner with waste haulers to improve data accuracy by ECSD

refining bin subscription levels and reporting protocols.

Implement construction 5.1 Update Metro’s Waste Management specification. ECSD

waste prevention and landfill
diversion best practices 5.2 Update the Construction and Demolition Debris Policy. ECSD

S5
Engineering

5.3 Update vendor and construction specifications to ECSD

support agency waste reduction and diversion targets. V / CM

5.4 Provide supporting tools and procedures to ECSD

help contractors develop and implement more
comprehensive waste plans.

5.5 Explore new technologies and cutting-edge ECSD

practices that further construction waste prevention
and diversion.

5.5 Create a central electronic repository to track and ECSD

monitor all project construction and demolition waste
prevention and landfill diversion rates.

key: status of completion

in development started up to 25% up to 50% up to 75%

moving beyond sustainability | 45

WE WILL
CRAFT EVERY
PRO ECT
SUSTAINABLY.
Innovative design and construction
standards will increase Metro’s
use of low-carbon and responsibly
produced materials. Smarter, more
efficient operations will ensure
the benefits of our green design
strategies are realized.

46 | la metro
moving beyond sustainability | 47
MATERIALS, CONSTRUCTION AND OPERATIONS

goals
>  Demonstrate sustainable design and construction practices throughout all phases of
capital improvement projects.
>  Optimize sustainable operations and maintenance of fleet, infrastructure and facilities.

targets
1 Achieve LEED Silver certification or higher for all new facilities over 10,000 square feet, and
achieve Envision certification where LEED is not applicable.
2 Design and build 100% of capital projects to CALGreen Tier 2 standards.
3 Complete Sustainable Acquisition Program training/implementation and develop
2030 program targets for annual sustainable acquisition spend by 2022.

3.6 Overview target 1

Metro has embarked on an extensive capital construction Achieve LEED Silver certification or higher for all new
program to expand our world-class transportation system. facilities over 10,000 square feet, and achieve Envision
LA County voters approved two half-cent sales tax measures, certification where LEED is not applicable.
Measure R in 2008 and Measure M in 2016, which have provided
Metro with the resources to catalyze rapid growth in our system. Metro has committed to constructing all new buildings over
The expansion includes construction and maintenance of new 10,000 square feet to LEED Silver standard or higher, per Board
transit alignments and support infrastructure for rail lines, as policy. To date, 12 buildings have been certified to LEED Silver or
well as rapid bus lines and bike paths. These improvements will higher including Metro headquarters and several transportation
advance regional mobility, but they require considerations for and maintenance buildings. Additionally, we currently have
sustainable building and construction equipment and mindful four new facilities undergoing the certification process. We
consumption of water, fuels and materials. continue that commitment with additional efforts to incorporate
applicable strategies from rating systems like Envision where
Over and above the requirements of the National Environmental LEED is not applicable.7
Policy Act (NEPA) and the California Environmental Quality Act
(CEQA), we have established programs to reduce the negative
impacts of system growth. We established a Green Construction target 2
Policy (GCP) in 2011 to reduce emissions during construction,
Design and build 100% of capital projects to CALGreen
as well as the Sustainability Plan (SP) Program to assist
Tier 2 building standards.
contractors with meeting CALGreen obligations. Going forward,
we are turning our attention to materials sourcing, for which
Metro capital projects are designed and constructed based
we are actively identifying opportunities and funding for a more
on approved design criteria, standards and specifications.
sustainable acquisition and services procurement.
In 2016, we developed and updated the Metro Rail Design
Criteria (MRDC) section related to project environmental
Metro has established a sustainability engagement team who is
and sustainability requirements, specifically relating to
responsible for developing interdepartmental partnerships across
energy conservation and efficiency, renewable energy,
ECSD, Planning, Engineering & Operations to ensure sustainability
water conservation, biological and cultural resources and
gets integrated into our construction projects at the earliest stages.
climate change and adaptation. The Metro systemwide

7. https://sustainableinfrastructure.org/envision/overview-of-envision/

48 | la metro
design team has developed a “kit of parts” to assist project target 3
teams in implementing sustainable infrastructure, such as
Complete Sustainable Acquisition Program training/
light-emitting diode (LED) lighting. In 2017, we developed
implementation and develop 2030 program targets for
a new Sustainability Technical Requirements specification
annual sustainable acquisition spend by 2022.
(13 60 00) to augment our Sustainability Plan specification
(01 35 63) requiring contractors to create a Sustainability
Metro strives to integrate sustainability considerations
Plan that integrates sustainable elements into design
into procurement decisions and evaluate the sustainability
and construction of every project and ensure compliance
consequences of a product throughout its life cycle. To
to CALGreen Tier 2 requirements. More importantly, the
this end, new products and technologies are evaluated
specification requires contractors to comply with mandatory
for their ability to advance our environmental and social
and voluntary (Tier 2) sustainability measures per the latest
commitments, such as resource efficiency and small
of the California Green Building Standards Code (Part 11)
business engagement, while delivering the best financial
California Code of Regulations, Title 24 (CALGreen), as well
value for Metro. Our Sustainable Acquisition Program will
as mandatory federal and local requirements.
apply a more structured and comprehensive approach to
considering the direct social and environmental impacts of
Capital projects designed and built to Tier 2 building standards
products and services, as well as the operational practices
include both buildings and stations. Going forward, we will be
of vendors along key points in the supply chain. As a
applying relevant sections of the standard to other infrastructure
result, the program will operationalize commitments in our
improvements, including rights-of-way and alignments.
environmental policy, advance our sustainability initiatives
and continue Metro’s leadership regionally and among
transportation agencies nationally.

moving beyond sustainability | 49

materials, construction and operations

What We’ve Done Sustainable Infrastructure Engagement Process

achievements and ongoing initiatives
capital key sustainability
Metro Environmental Management System project phase stakeholders engagement team
activities
(ISO 14001)
Metro integrates sustainability and environmentally friendly Project Metro Assign Engagement
practices into the life cycle of its projects, including the Initiation Countywide Team, start technical
planning, design, construction, operations and maintenance (Planning) Planning & assessments and catalog
phases. One tool to achieve this is our robust EMS, which Development requirements.
is certified to the ISO 14001:2015 standard and serves as
a system for internal and external stakeholders to help us Preliminary Metro Program Complete project
continually measure and improve our environmental and Design Management specific assessments,
sustainability efforts. As of 2019, the Metro EMS covers 19 (Preliminary & Design analysis and studies;
operational facilities (as defined by ISO 14001), bus and rail Engineering) Contractor deliver Sustainability/
divisions and recently introduced construction (CEMS) as part Environmental
of its scope. EMS seeks to continually improve sustainable Requirements Package,
building and construction processes through a rigorous review contract
process (Plan-Do-Check-Act) within an overall framework for specifications and ensure
managing the challenges of a project. budget for next phase.
Design Metro Program Track requirements,
Sustainability Plan Program
(Design Management review design, develop
In 2018, Metro’s baseline specifications were updated to
Development) & Design commissioning
require the development and implementation of a project-
Contractor protocols, review contract
specific sustainability plan regardless of the project size.
specifications and ensure
These plans outline the environmental and sustainability
budget for next phase.
commitments for each project. The commitments are
consistent with statutory and regulatory requirements. Each Construction Metro Program Track project-specific
project-specific sustainability plan meets or exceeds Metro’s Management Sustainability Plan
environmental and sustainability requirements, as well as & Construction progress submittals
the requirements of the California Green Building Code. Contractor per design and
The sustainability plan specification requires the contractor specifications.
to also provide a project-specific sustainability coordinator
Transition to Operations and Provide O&M training,
to oversee all resilience and long-term sustainability-
Operations Maintenance & develop manuals,
related requirements for the project. Additionally, Metro is
and Contracts commissioning and
actively engaging project team members early through our
Maintenance maintenance protocols.
Sustainability Engagement Teams to integrate sustainability
into the design and planning process.

Metro Rail Design Criteria Update

The environmental considerations within the MRDC
were updated in 2010 and 2018 to include sustainability
requirements, multi-mobility hubs with various first/last
mile strategies, climate change adaptation principles and
green infrastructure.

50 | la metro
 materials, construction and operations

Certification Report Card Envision Certification

The following Metro facilities have achieved LEED certification: With the focus on planning and process from design stage
through operations and maintenance, there is much in the
facility certification level year / Envision rating system that helps Metro consider the best
status sustainability practices throughout the life of our projects.
Division 16 Division 16 Silver 2019 Both the Expo Line Phase 2 and the Purple (D Line) Extension –
Southwestern Yard Southwest Yard Section 1 achieved Platinum Envision certification. While
Location 64 Location 64 Gold 2019 Envision is an industry best practice and is used to guide
the building of sustainable infrastructure, it is not a formally
Division 14 Division 14 Gold 2017
adopted Metro policy.
Division 24 Division 24 Silver 2016
Metro’s Environmental Construction Awareness (MECA)
Division 7 Campus Division 7 Silver 2015
Launched in 2017, MECA is an online platform that provides
Campus
information and resources to contractors about environmental
Division 10 Campus Division 10 Silver 2014 requirements to help them develop effective proposals. MECA
Campus reinforces the importance of environmental compliance and
Division 3 Division 3 Gold 2010 sustainability from project design through construction,
Maintenance Annex Maintenance upholding Metro’s commitment to the environment.
Annex
Sustainable Acquisition Program
Union Station Union Station Gold 2010
In June 2019, Metro’s Board of Directors adopted the
Gateway Gateway
Sustainable Acquisition Program: Metro’s first top-down
El Monte Station El Monte Station Gold 2009 and enterprise-wide program for sustainable purchasing.
This program enhances the agency’s acquisition practices,
Division 13 Division 13 Gold 2009
ensuring that environmental, human health, social, ethical and
Division 3 Division 3 Certified 2008 financial considerations consistently inform such decisions.
Maintenance Maintenance The program supports an already robust supplier outreach
Building Building program at Metro that incorporates social considerations
into Metro’s acquisition process, including Disadvantaged
Division 9 Division 9 Gold 2008 Business Enterprise (DBE), Small Business Enterprise (SBE)
Transportation Transportation and Disabled Veteran Business Enterprise (DVBE).
Building Building
CMF Building 6 CMF Building 6 Gold 2007

Metro is actively working

As of this printing, the following projects are in the process of
LEED certification:
to engage project team
facility certification level year /
status
members early to integrate
Emergency Security NC TBD In design sustainability into the design
Operations Center
Airport Metro NC Silver In design and planning process
Connector 96th
Street Station through our Sustainability
Willowbrook/Rosa NC TBD 2020–under
Parks Station– construction Engagement Teams.
Security Hub
Willowbrook/Rosa NC TBD 2020–under
Parks Station–Bike construction
Hub

moving beyond sustainability | 51

materials, construction and operations

PLANNED STRATEGIES AND ACTIONS

strategies actions status responsibility
Continually improve 1.1 Adopt CALGreen Tier 2 building standards for all ECSD
sustainability standards and capital projects. Engineering, Planning
requirements for project
design and construction 1.2 Ensure continual improvement in alignment with ECSD

M1
MRDC, Bus Rapid Transit, design criteria and language Engineering, Planning
with current CALGreen codes and Board policies.

1.3 Increase early engagement with ECSD by identifying ECSD

sustainability standards that are required during early Planning
project planning phases.

1.4 Require design and construction projects to use ECSD

sustainable building materials. V / CM, Planning

1.5 Require Environmental Product Declarations for V / CM

construction materials. ECSD, Planning

1.6 Update requirements for urban greening actions on all ECSD

applicable project specifications. Planning

1.7 Evaluate the opportunity to hold an annual supplier ECSD

symposium where contractors can present green Planning
alternatives for products and services.

1.8 Develop a green infrastructure decision- Planning

making framework.

Pursue green certification 2.1 Assess and implement available environmental ECSD
standards for buildings and certifications for adoption as Metro’s policy.
infrastructure construction

M2
2.3 Collaborate with designers to determine achievable ECSD
green certification options for specific projects.

key: status of completion

in development started up to 25% up to 50% up to 75%

52 | la metro
 materials, construction and operations

strategies actions status responsibility

Commission all projects to 3.1 Develop a commissioning policy and specifications ECSD
ensure optimal performance identifying the size and frequency of buildings to Program Management

M3
undergo commissioning and retro-commissioning. Engineering

3.2 Provide oversight for project commissioning and retro- ECSD

commissioning efforts. Program Management
Engineering

3.3 Perform Metro enterprise-wide assessment of Building ECSD

Management System (BMS) and update performance Program Management
specifications with results of data. Engineering

3.4 Provide training on commissioning requirements to ECSD

Metro engineers and project managers. Talent Development

3.5 Perform upgrades and improvements to the existing ECSD

BMS and install BMS at those facilities that do not yet
have one.

3.6 Install an Energy Management System to monitor, ECSD

control and remotely audit the BMS at each
Metro facility.

3.7 Perform regular energy audits on the Energy ECSD

Management System to ensure it is running efficiently
and effectively and that the BMS at each facility
is connected and transmitting data to the Energy
Management System.

Expand the Green 4.1 Evaluate the SP Program to identify opportunities ECSD
Construction Policy and to increase contractor compliance and project Program Management
Sustainability Plan Programs sustainability commitments.

M4 4.2 Develop sustainability budget allowances or alternatives

in project bid documents to fund sustainability
elements for projects.

4.3 Develop a set of tools to assist contractors in meeting

CALGreen and Metro sustainability requirements.
ECSD
Program Management
V / CM

ECSD

4.4 Investigate expanding the GCP to include or favor ECSD

electric construction equipment.

moving beyond sustainability | 53

materials, construction and operations

strategies actions status responsibility

Implement the Sustainable 5.1 Integrate the Sustainability Engagement Team into all ECSD
Infrastructure Engagement phases of major capital projects to shepherd project V / CM, Engineering
Process on all major specific sustainability and environmental requirements. Planning
capital projects

M5
5.2 Ensure proper budget allocation and contract language ECSD
for sustainability and environmental requirements to V / CM, Engineering
eliminate change orders. Planning

5.3 Conduct project specific research, sustainability ECSD

technical assessments and studies, life cycle cost V / CM, Engineering
analysis and other technical specification requirements Planning
to demonstrate value.

5.4 Update the Sustainability Plan specifications and ECSD

guidance documents to provide clear direction to V / CM, Engineering
contractors on incorporation of sustainability and Planning
environmental requirements in all major capital projects.

Develop and implement an 6.1 Develop tools and procedures to guide implementation ECSD
agency-wide Sustainable of the Sustainable Acquisition Program. V / CM
Acquisition Program

M6
6.2 Conduct annual spend analyses to identify and ECSD
prioritize product replacement and other high impact V / CM
acquisition opportunities.

6.3 Assess environmental impacts of products and materials ECSD

using life cycle cost analysis, including embodied carbon. V / CM

6.4 Engage the Metro vendor community to evaluate ECSD

opportunities for supplier leadership. V / CM

6.5 Assess feasibility of electronic bid submission system ECSD

for all procurements. V / CM

6.6 Include DBE as part of the Sustainable V / CM

Acquisition Program. ECSD

54 | la metro
 materials, construction and operations

strategies actions status responsibility

Integrate resource 7.1 Evaluate implementing a hierarchical sustainability ECSD
conservation, life cycle and decision matrix as a tool for prioritizing procurement
efficiency considerations into and overall programmatic decisions.
Metro’s operational policies,
SOPs and specifications

M7
Develop and implement
materials, construction and
8.1 Develop a certification program within MECA to
improve contractor and subcontractor knowledge of
ECSD
DEOD
operations related training environmental and sustainability requirements.
for Metro staff, partners and
community to facilitate a 8.2 Expand Growing a Greener Workforce (GGW) Program ECSD
culture of sustainability to include additional curriculum and partners to raise

M8
awareness about sustainable materials, construction
and operations.

8.3 Implement Metro staff training on sustainable ECSD

materials, construction and operations goals, targets Talent Development
and strategies.

8.4 Provide sustainable design training to support the Planning

selection of sustainable design materials for Metro Talent Development
discretionary grant recipients and public agency partners.

key: status of completion

in development started up to 25% up to 50% up to 75%

moving beyond sustainability | 55

WE WILL
USE MORE
RENEWABLE
ENERGY.
Our energy choices have far-
reaching impacts on air quality,
community health and well-being.
By improving the efficiency of
our buildings and purchasing
carbon-free electricity, Metro is
flipping the switch to a renewable,
resilient and reliable energy future.

56 | la metro
moving beyond sustainability | 57
ENERGY RESOURCE MANAGEMENT

goal
>  Optimize and manage Metro’s use of energy.

targets
1 Reduce energy consumption by 17% at facilities from the 2030 Business as Usual scenario.
2 Increase onsite renewable energy generation to 7.5 MW.

3.7 Overview
Our transportation system is powered primarily by electricity Vehicle Fleet Energy
and natural gas, provided by seven utility suppliers across Metro’s vehicle fleet accounts for 80% of total energy
the region. The use and sourcing of that energy has ongoing consumption per year. Vehicle fuels power Metro’s bus fleet,
impacts and longstanding implications for the environmental, bus transit alignments, vanpool and all non-revenue vehicle
fiscal and infrastructural resilience of our system. That is why fuels. Strategies to minimize Metro’s fleet energy impact are
Metro is taking proactive measures to procure and generate more thoroughly discussed in the Emissions and Pollution
more renewable energy and implement innovative energy Control section.
conservation practices and technologies in buildings.
Rail Traction Power Energy
However, 80% of our energy footprint is vehicle fuel, including Rail propulsion power accounts for greater than 200 GWh of
a mix of compressed natural gas (CNG), diesel and gasoline electricity use and accounts for 12% of the agency’s energy
that powers vehicles across our fleet. Metro is making strides in consumption. Metro’s coverage includes over 100 miles of light
electrifying its fleet through our Zero Emissions Bus Master Plan and heavy rail transit across LA County, with an expected 51
(2020) and Electric Vehicle (EV) Implementation Plan (2021), additional route miles by 2030. Metro purchases electricity from
which will substantially reduce our GHG emissions (see the local utilities all of which are mandated to provide carbon-free
Emissions and Pollution Control section and the 2019 CAAP for energy by 2045 (SB 100).
more information).

We primarily use energy in three ways: powering our operational 2018 energy consumption by end use
facilities, fueling our vehicles and powering our rail systems.

Facility Energy 7.4%

Building operations support over 1.2 million weekday rail and
12.3%
bus transit patrons. Metro’s building energy consumption alone
accounts for just over 100 gigawatt-hours (GWh) of electricity
consumption per year across our extensive inventory of facilities
in LA County.
Facilities

Rail Propulsion
80.2%
Vehicle Fuel

58 | la metro
 A Growing Future, target 1
A Growing Responsibility Reduce energy consumption by 17% at facilities from the
2030 Business as Usual scenario.
Metro’s total energy consumption is expected to increase
as a result of aggressive expansion of the rail system and
Despite system growth and increasing demand, we are
commitment to increasing our electrified bus assets. In
committed to reducing our energy consumption. We have
November 2016, Measure M was passed to help ease
identified multiple opportunities to achieve a 17% reduction
traffic and improve transportation. Within the Measure M
from the 2030 BAU scenario. These include implementing
Program Management Plan, the Twenty-Eight by ’28 Initiative
already identified energy projects, instituting an enterprise-level
highlights the highest priority developments to complete
BMS and adopting a formal facility commissioning and
prior to the 2028 Olympic Games. Key developments include
retro-commissioning policy.
the Purple (D Line) Extension Project Sections 1-3, the Airport
Metro Connector and the Metro Rail Foothill Extension Project.
The chart below shows how Metro will reduce its energy
consumption from the BAU scenario, highlighting the specific
contributions of each of the strategies that we will implement
between now and 2030.

total facility energy consumption forecast

Facility Energy Consumption (MJ)

600M

500M

400M

300M

200M

100M

0
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

540M
Facility Energy Consumption (MJ)

520M
Strategy 1: Energy Conservation Portfolio
500M
Strategy 2: Building Management System (BMS)
480M
 Strategy 3: Facility Commissioning and Retro-Commissioning
Facility Energy Consumption (BAU) 460M

Target Trendline 440M

BAU Trendline 420M
400M
2030

moving beyond sustainability | 59

energy resource management

target 2
Increase Renewable Energy Generation to 7.5 MW. 2030 onsite renewable energy generation target

Solar photovoltaic (PV) technology is a critical component 8

of our renewable energy strategy. We currently own and
operate 2.6 megawatts (MW) of solar PV across eight facilities.
These onsite installations accounted for 2.65 megawatt-hours
7
of consumption in 2019. However, we are working aggressively
to increase renewable energy generation capacity through New Solar and Battery
installations at multiple operating divisions, the newly Storage Project 2.4
constructed Location 64 and the Airport Metro Connector by 6 Opportunities
2023. Together, these projects will help us achieve our 2030
goal of 7.5 MW of renewable energy generation – tripling
current generation levels.

Renewable Energy Generation (MW)

5 Airport Metro Connector 0.5

4
Divisions 11, 14 & 22 1.7

3
Location 64 0.4

Existing Solar 2.6

1

New projects will help us achieve an increase to our target of

7.5 MW of renewal energy generation by 2030.

60 | la metro
 energy resource management

What We’ve Done We primarily use energy in

achievements and ongoing initiatives
three ways: powering our
Union Station Gateway Parking Garage Lighting Retrofit
We are currently retrofitting the parking garage at Union Station
operational facilities, fueling
Gateway with new LED lamps to replace existing lighting
fixtures. This project is estimated to reduce energy consumption
our vehicles and powering
by 866,000 kWh each year. After the installation, we will
measure and verify consumption and cost reduction on an
our rail systems.
ongoing basis to support similar projects at other facilities.

Parking Structure Lighting Upgrades

Our Parking Management department completed a lighting
retrofit at four parking structures in 2018. Upgrades to light
fixtures produced annual savings of 1.2 million kWh.

PV Preventative Maintenance Program

To support our renewable energy investments, we launched
the PV Operations and Maintenance Program in 2014 to
provide technical training and resources to Metro maintenance
personnel at facilities with PV systems. The program teaches
Metro staff to benchmark energy generation and troubleshoot
issues. Since launch, the program has provided over 700
hours of training to 120 personnel, resulting in faster response
times and increased system uptime year over year. As a
result, we embarked on a significant maintenance program in
2019, reducing annual output. Even so, the program avoided
approximately $220,000 in utility costs this year with a
promise of even greater savings moving forward.

Energy Conservation Portfolio

We have created a portfolio of energy conservation measures
for implementation across maintenance facilities, terminals and
administrative buildings. Planned portfolio projects include:

>  LED lighting, air compressor upgrades at Location 30

>  Installation of retrofit LED lighting at Divisions 7, 9, 10, 11, 15
and 22
>  Installation of electrical sub-meters at all Metro Bus and Rail
Maintenance Facilities
>  Energy efficient dust collection system installation at Metro’s
CMF, Building 5 Paint Shop
>  Planned Heating, Ventilation and Air Conditioning (HVAC)
system retrofits at Divisions 5, 11 and 22

moving beyond sustainability | 61

energy resource management

PLANNED STRATEGIES AND ACTIONS

strategies actions status responsibility
Implement projects identified 1.1 Complete Gateway LED Lighting Project. ECSD
in the energy conservation Engineering, Facilities Maintenance
project portfolio

E1
1.2 Complete ECSD’s Phase 1 Energy ECSD
Project portfolio. Engineering, Facilities Maintenance

1.3 Identify additional energy conservation ECSD

measures for implementation. Engineering, Facilities Maintenance

1.4 Consolidate existing energy studies into ECSD

a comprehensive Energy Efficiency Study. Engineering, Facilities Maintenance

1.5 Consolidate energy data and develop ECSD

formal management and analysis plan Engineering, Facilities Maintenance
for quality-controlled agency reporting.

Optimize BMS at all divisions 2.1 Perform an enterprise-level ECSD

and Gateway facility BMS assessment. Maintenance and Engineering

E2
Facilities Maintenance, ITS

2.2 Implement recommended repairs ECSD

identified by BMS assessment. Maintenance and Engineering
Facilities Maintenance, ITS

2.3 Install BMS controls at divisions ECSD

without preexisting system to streamline Maintenance and Engineering
operations and maintenance. Facilities Maintenance, ITS

2.4 Incorporate BMS into brand-agnostic ECSD

and uniform user interface for improved Maintenance and Engineering
quality assurance. Facilities Maintenance, ITS

2.5 Develop BMS maintenance and ECSD

training program. Maintenance and Engineering
Facilities Maintenance, ITS

Implement an agency-wide 3.1 Develop commissioning ECSD

facility commissioning standards, guidelines and Engineering, Facilities Maintenance
and retro-commissioning commissioning specifications. Planning
program

E3
3.2 Onboard an in-house ECSD
Commissioning Team. Engineering, Facilities Maintenance

3.3 Develop a five-year rolling cycle of energy ECSD

auditing and retro-commissioning for all Engineering, Facilities Maintenance
major facilities.

62 | la metro
 energy resource management

strategies actions status responsibility

Expand the onsite renewable 4.1 Complete installation of identified solar ECSD
energy portfolio PV projects. Engineering, Facilities Maintenance

E4 4.2 Expand PV Operations and

Maintenance Program.

4.3 Update renewable energy inventory and

include distributed energy resources.

4.4 Develop and refine solar design

ECSD
Engineering, Facilities Maintenance

ECSD
Engineering, Facilities Maintenance

ECSD
guidelines for all Metro projects, Engineering, Facilities Maintenance,
including considerations for scalability. Planning

4.5 Identify additional onsite renewable energy ECSD

generation and energy storage projects. Engineering, Facilities Maintenance

Develop supporting 5.1 S

 ecure favorable utility billing rates for ECSD
infrastructure for electrified rail and bus charging. Rail Vehicle Acquisition,
electric transportation Government Relations

E5
5.2 Analyze opportunities to reduce peak ECSD
loads from propulsion power. Rail Vehicle Acquisition,
Government Relations
5.3 Partner with regional utilities to ECSD
implement EV charging infrastructure. Rail Vehicle Acquisition,
Government Relations

key: status of completion

in development started up to 25% up to 50% up to 75%

moving beyond sustainability | 63

WE WILL
REDUCE
EMISSIONS.
Clean air is among t he building
blocks of healthy living. Metro’s
investments in zero-emissions
vehicles and advanced energy
sources are helping LA County
improve air quality. And each trip
you make on a bus, train or bike
helps, too.

64 | la metro
moving beyond sustainability | 65
EMISSIONS AND POLLUTION CONTROL

goals
>  Reduce regional GHG emissions.
>  Reduce Metro’s GHG and criteria air pollutant emissions. 8

targets
1 Displace 903,000 MTCO2e annually.
2 Reduce total GHG emissions by 79% from 2017 baseline.9
3 Reduce total nitrogen oxides (NOx) emissions 54% from 2018 baseline.
4 Reduce total particulate matter (PM) emissions 62% from 2018 baseline.

3.8 Overview
Transportation is a major contributor to reducing regional a step toward achieving regional and statewide emissions goals,
GHG emissions. By providing more convenient, efficient and and ultimately achieving a zero emission transportation system.
appealing transportation options, we can move more people,
while reducing GHG emissions for each trip taken – reducing The impacts of our transportation system and its operations
the negative impact that transportation has on the environment extend beyond GHG emissions. We operate within the South
and public health. Coast Air Basin, the most polluted air basin in the United States.
Criteria air pollutants of particular concern include low level
We have an obligation to recognize and mitigate the negative ozone, oxides of nitrogen and particulate matter. Metro’s fuel
environmental impacts of operating our system. We understand consumption and use of chemicals contribute to present air
the urgency posed by climate change projections, which are quality issues. We recognize that our commitments to mitigate
expected to present risks affecting our riders and employees, as emissions must include strategies that reduce the formation of
well as our infrastructure and services. The Intergovernmental smog and other air pollution, which will be critical to protecting
Panel on Climate Change’s Special Report on Global Warming of regional public health.
1.5-degrees Celsius provides clear information about these risks
and the consequences of inaction.
target 1
In addition, California has passed ambitious climate and
Displace 903,000 MTCO2e annually.
renewable energy legislation and regulations, including Assembly
Bill 32 (AB 32) in 2006 and Senate Bill 100 (SB 100) in 2018.
Metro consistently displaces more GHG emissions than we
Accordingly, Metro updated our 2019 CAAP, where we commit
produce, meaning that by virtue of providing an alternative
to building climate change resilience within our transportation
mode of transit we are preventing GHG emissions. A fifth of
system and across the region, and commit to zero GHG
Metro’s displaced emissions come from individuals selecting
emissions by 2050. Thus far, we have completed several energy
to ride Metro over driving their own vehicles, and the rest
assessments and implemented large-scale projects, including
are displaced through land use patterns based on our transit
LED lighting retrofits, a transition to renewable natural gas (RNG)
services, Without Metro, LA County’s GHG emissions in 2017
for our bus fleet, a bus electrification plan and various system
would have been 3.7% higher.
upgrades at rail and bus maintenance divisions. Each action is

8. C
 riteria air pollutants are pollutants for which the U.S. EPA has set National Ambient Air Quality Standards. Metro tracks emissions for three common criteria air
pollutants: Nitrogen Oxides (NOx), Particulate Matter (PM), and Hydrocarbons (HC).
9. This baseline was set in the 2019 CAAP and incorporated new APTA guidelines for calculating displaced emissions from land use.

66 | la metro
 It is important to quantify and track Metro’s regional GHG
impact in order to ensure we are meeting the intent of regional
Increasing ridership through
and state climate goals. In 2019 alone, we displaced or prevented
900,000 metric tons of carbon dioxide equivalent (MTCO2e)
improved access, quality
from being emitted. By 2030, we anticipate this figure will slightly
increase to 903,000 MTCO2e, since we anticipate that passenger
and affordability will harness
miles traveled will increase by 21% by 2030 (from 2017),
preventing additional emissions via mode shift and changes to
additional benefits.
land use. However, increased fuel efficiency standards for private
vehicles are expected to reduce displaced emissions over time
(12% by 2030, 15% by 2050). Despite that, we anticipate that net target 2
GHG benefits (emissions displaced minus direct emissions) will
Reduce total GHG emissions by 79% from 2017 baseline.
increase over time, but increasing ridership through improved
access, quality and affordability will yield additional benefits.
The single largest contributor to Metro emissions is our directly
operated bus fleet (57%). From operational activities alone, we
emitted over 432,000 MTCO2e in 2017 (or one year’s worth of
projected net ghg emission benefit
GHG emissions from 88,000 passenger vehicles), 81% of which
are attributable to transit.
Net Benefit (MTCO2e)

800K
700K
600K
Metro estimates that our emissions will decrease by 57% from the
2017 baseline by 2030 in a BAU scenario (See the 2019 CAAP).
500K
Reductions are largely anticipated based on expected shifts in fuel
400K
sourcing from CNG to RNG through 2020. However, in the CAAP,
300K
we identified 13 measures to expedite the reduction of GHG
200K emissions at Metro. These include electrifying our vehicle fleet,
100K increasing renewable energy sourcing and storage and improving
0 electricity, water and other facility fixtures. Metro is coordinating
2017 2030
with regional utilities including the Clean Power Alliance to reduce
Current Benefit Projected Benefit emissions from electrical sourcing and support the utilities in
achieving the SB 100 requirement of carbon-free energy by 2045.
By implementing the CAAP, Metro expects to achieve a 79%
reduction in emissions from 2017 levels by 2030.
ghg emissions forecast by end-use category

200K
BAU Trendline
GHG Emissions (MTCO2e)

150K
Emissions with All Measures 100% Renewable
Implementation Grid Electricity by
2045 (SB 100)
100K
100% Renewable Electricity
Procurement by 2035
50K

0
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050

Bus Rail Other Transit Refrigerants Employee Commuting Facilities

Note: Other transit includes CNG compression, contracted buses, vanpool and non-revenue vehicles.
moving beyond sustainability | 67
emissions and pollution control

target 3 We recognize that our

Reduce total nitrogen oxides (NOx) emissions 54% from
2018 baseline.
commitments to mitigate
Reducing criteria air pollutant emissions is critical to
emissions must include
protecting public health and reducing air pollution. Metro
is expediting the transition of our directly operated bus fleet
strategies that reduce the
engines to near-zero emissions engines, already yielding
substantial reductions in NOx emissions. We have committed
formation of smog and
to completely electrify our bus fleet by 2030, as well as to ramp
up electrification across our contracted bus, non-revenue and
other air pollution.
vanpool fleets.

We are in the process of developing our EV Implementation

target 4
Plan (2021), which will commit Metro to increasing support for Reduce total particulate matter (PM) emissions 62%
bus and non-revenue fleet electrification, as well as increase from 2018 baseline.
EV charging access for community members and employees.
As of now, we anticipate that 70% of our non-revenue light Metro is committed to reducing PM emissions by replacing
duty vehicles will be battery electric by 2030. older engines with near-zero emissions engines, as well as
transitioning to battery electric buses and vehicles. These
These shifts in fleet composition will lower overall NOx efforts are expected to yield substantial reductions in PM
emissions by just over 54% by 2030 (from 2018 levels). We will emissions, amounting to a 62% reduction by 2030 from the
continue to evaluate additional opportunities to expand and 2018 baseline.
expedite vehicle electrification.

68 | la metro
 emissions and pollution control

criteria air pollutant emissions forecast ( 2018–2030 )

250 4.0

3.5

200
3.0
NOx Emissions ( Short Tons)

PM Emissions ( Short Tons)

2.5
150

2.0

100
1.5

1.0
50

0.5

0 0.0
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

NOx Emissions PM Emissions

Note: Non-revenue fleet criteria air pollutant emissions measurements were not recorded until 2017.
Vanpool fleet criteria measurements were not recorded until 2018. The circle notes the addition of the
non-revenue fleet and vanpool fleet criteria air pollutant emissions measurements to Metro’s total measurements.

moving beyond sustainability | 69

emissions and pollution control

What We’ve Done

achievements and ongoing initiatives

2019 Climate Action and Adaptation Plan (CAAP) 710 Clean Truck Program
The 2012 CAAP was updated in 2019, describing Metro’s At the April 2020 Board Meeting, the Board approved
commitment to mitigate the impacts of climate change and programming $50 million in Metro-controlled funds for the
build climate resilience. The 2019 CAAP identifies 13 measures 710 Clean Truck Program, aimed at easing congestion and
to reduce GHG emissions by 79% by 2030 and 100% by 2050 reducing pollution on the southern part of the 710 between
(from 2017 levels). It lays out our commitment to make climate the ports and rail yards. The idea is to help develop and
resilience an organizational priority, as well as approaches to incentivize zero or near-zero emission truck technology
adapt. The CAAP working group was formed, including key and recharging equipment to be used by private industry.
members from ECSD, Planning, Vehicle Technology/Non-Revenue
Vehicles, Engineering, Asset Management and other key
departments. The cross-sectional working group analyzed We have an obligation to
strategies that reduce emissions from regional transportation,
support vehicle technology with emissions calculations and recognize and mitigate
reviewed estimates, plans and programs related to biomethane,
bus electrification and other fleet improvements. The working the negative environmental
group also assessed existing legislation and guidance from local,
regional, state and federal entities and completed an inventory of impacts of operating
all new and/or existing emission-reducing projects.
our system.
Transition from Compressed Natural Gas to Renewable
Natural Gas
As of 2018, 85% of Metro’s GHG emissions came from vehicle
fuels. Metro turned to RNG as a cost effective, low-carbon
alternative to CNG. Derived from waste sources such as landfills,
RNG has proven effective in reducing emissions and fuel costs.
Our 2017 pilot realized a 3.5% reduction in fleet emissions and a
19% cut to fuel costs. The directly operated bus fleet completed
its full transition to RNG fuel sourcing in mid-2020.

Green Construction Policy

The GCP was updated in 2018, requiring contractors to use
renewable diesel for all diesel engines and thus reducing the
negative health impacts from diesel exhaust. For the Crenshaw/
LAX project, the reduction in emissions for 2017 was equivalent
to removing over 15,000 cars from the road. This effort reaffirms
Metro’s commitment to protect the communities we serve,
especially those disproportionately affected by air pollution.

Near-Zero Emission Engines and Bus Electrification

Metro has already replaced over 220 aging bus engines with
near-zero emission engines and plans to continue, replacing
at a rate of 140-180 engines per year. This initiative not only
increases the operating life of existing buses, but more
importantly it reduces NOx and PM emissions from our bus
fleet. We have additionally adopted a comprehensive plan to
transition to a 100% zero emission electric bus fleet by 2030.
Our first electric buses hit the road in summer 2020, running
on the G Line (Orange).

70 | la metro
 emissions and pollution control

PLANNED STRATEGIES AND ACTIONS

strategies actions status responsibility
Transition Metro’s fleet to 1.1 Adopt and implement Metro’s Zero Emission Bus Operations
zero emissions technology Master Plan. ECSD

EP1 1.2 Develop, adopt and implement an EV

Implementation Plan to expand use of EVs and
access to EV charging infrastructure.

1.3 Pursue transition of non-revenue medium-to-heavy

duty vehicles and vanpool fleet to electric vehicles.
ECSD
Operations

ECSD
Non-Revenue

Decarbonize Metro’s energy 2.1 Complete fleet transition to RNG fuel. Operations
and fuel supply ECSD, Program

EP2
Management

2.2 Apply renewable diesel requirements for contractors ECSD

and identify opportunities to decarbonize fuel
sources at construction sites.

2.3 Adopt an Energy Supply Plan to establish a clear ECSD

pathway to 100% renewable energy supply.

Improve methodology 3.1 D

 evelop a GHG Inventory Plan to improve GHG ECSD
for monitoring and accounting practices, including additional Scope 3
measuring emissions emissions sources and alignment with the

EP3
ISO 14064 standard.

3.2 Enhance accounting practices for air quality to ECSD

include both operations and construction activities. Corporate Safety

3.3 Inventory and phase out refrigerants with high ECSD

global warming potential for both mobile and Corporate Safety
stationary sources.

3.4 Update CAAP every five years. ECSD

3.5 Develop associated performance metrics in Planning

Metro’s LRTP.

key: status of completion

in development started up to 25% up to 50% up to 75%

moving beyond sustainability | 71

emissions and pollution control

strategies actions status responsibility

Implement a scheduled 4.1 Inventory all portable engines to ECSD
maintenance program ensure portable equipment registration
for stationary and mobile program compliance.
emissions sources in order
to reduce emissions 4.2 Implement a tracking system for off-road vehicles ECSD

EP4
and engines to monitor maintenance, fuel type and
engine hours.

Coordinate and partner on 5.1 Adopt and support an LA County Goods Movement Planning
regional efforts to achieve Strategic Plan.
state GHG emissions
reduction goals 5.2 Support the state of California’s Zero Emissions Operations

EP5
Vehicle Action Plan by using zero emission freight
service equipment.

5.3 Prioritize use of zero emission vehicles in the ECSD

Green Construction Program by requiring use
of electric medium- and heavy-duty equipment
during construction.

5.4 Explore further measures to reduce employee ECSD

commuting emissions. Facilities Maintenance
Human Capital &
Development

5.5 Continue to participate in the Transportation Operations

Electrification Partnership formed by Los Angeles ECSD
Cleantech Incubator. Planning

5.6 Evaluate the concept of a regional VMT exchange/ Planning

bank as a method to reduce VMT through the
funding of Metro demand management programs.

5.7 Work with SCAG and CARB to assess the utility of Planning
regular measuring and monitoring of VMT and/or ECSD
GHG emissions attributable to light-duty vehicles at
the county level to support state climate goals.

key: status of completion

in development started up to 25% up to 50% up to 75%

72 | la metro
emissions and pollution control

moving beyond sustainability | 73

WE WILL
BE STRONG
IN THE FACE
OF CHANGE.
Climate change and other crises need
a thoughtful and proactive response.
Metro is improving the resilience
of our system and is committed to
being a partner in regional efforts to
safeguard our community.

74 | la metro
moving beyond sustainability | 75
RESILIENCE AND CLIMATE ADAPTATION

goals
>  Increase responsiveness to shocks or stressors that impact Metro services to
maintain a safe, reliable, equitable and comfortable experience for our customers,
even as the climate changes over time.
>  Expand Metro’s leadership as a key partner in establishing a regional
resilience network.

targets
1 Identify all acute shocks or stressors for critical and/or vulnerable areas at or near Metro
infrastructure by 2025.
2 Implement the flexible adaptation pathways concept to incorporate climate adaptation
into planning, procurement, asset management and operations by 2025.
3 Prioritize improvements to locations, facilities, infrastructure, equipment and operations
to reduce risk.

3.9 Overview
Metro understands that planning for uncertainty is Metro, along with a growing number of other agencies and
challenging but essential. Projections for changes in jurisdictions, is pursuing an approach known as flexible
climate, population, land use, technology and other factors adaptation pathways, a conceptual framework that can guide
can influence how the Metro system is planned, used and decisions about where, when and how to select climate
operated. It is therefore important to develop solutions adaptation actions, while providing the flexibility needed for the
that can be implemented gradually and modified as new future. Using this approach, we will identify and set thresholds
information becomes available, thus minimizing cost and for action, as well as metrics to evaluate system resilience.
disruptions to service, while providing safe and comfortable
transit for a growing population. In using the flexible adaptation pathways concept, we
recognize that resilience is best achieved through multiple
Metro’s service and continuity have the potential to affect strategies that are evaluated and implemented in stages
several million people directly or indirectly. As the climate over time, as background conditions, risks, exposure and
changes, it will be critical to not only maintain reliable and technology change. Using the pathways approach has several
consistent service but also increase passenger comfort and advantages. It reduces the risk of being underprepared or
safety. To reduce the potential of service disruption, we have overprepared at unnecessary cost. It encourages proactive,
been assessing the resiliency of our systems against the rigorous and transparent monitoring to ensure that action
anticipated changes to climate since 2012 and are developing is taken at the appropriate time, while safeguarding against
an All-Hazards Mitigation Plan that comprehensively assesses unexpected climate events. A flexible pathways approach
natural hazards. This plan will develop strategies to mitigate enables us to identify a range of potential paths forward and to
hazards, maintain system reliability and build regional recognize the pros and cons associated with each approach.
resilience in the communities we serve. This allows us to enhance system resilience, providing a safe
and reliable service for our riders.

76 | la metro
target 1 by a monitoring program that evolves over time as data and
information become available. Integrating this approach into
Identify all acute shocks or stressors for critical and/or
Metro’s state of the art asset management, project planning
vulnerable areas at or near Metro infrastructure by 2025.
processes and maintenance practices will minimize risk to
business continuity.
The services Metro provides are a crucial part of LA County
infrastructure and disruptions to service have the potential to
impact millions of people. In addition to addressing climate
concerns, we are committed to reducing the risk of impacts to
target 3
the system from natural and human-induced hazards. We will Prioritize improvements to locations, facilities,
identify potential acute or chronic hazards to critical and/or infrastructure, equipment and operations to reduce risk.
vulnerable assets through assessments like the Triennial Threat
and Vulnerability Assessment Program, all hazard mitigation Metro understands that resilience-related investments
planning efforts and climate vulnerability assessments. need to be carefully evaluated and planned to provide the
greatest benefit and reduction in risk to its users. Resilience
investments will address physical assets and social
target 2 vulnerability, so that we can make informed and strategic
decisions about where and when to invest in measures that
Implement the flexible adaptation pathways concept
increase local and systemwide resilience. We will develop
to incorporate climate adaptation into planning,
and prioritize improvements to critical infrastructure and in
procurement, asset management and operations by 2025.
EFCs. Improvements to reduce risks may include increasing
redundancy of communication systems, installing backup
The flexible pathways approach creates a structure for
power, coordinating regional multi-agency resilience programs
thoughtful, incremental integration of clear adaptation strategies
or preparing to provide resources to meet employee and
into Metro business units by identifying alternatives and
patron needs post-disaster.
establishing triggers for action. This process will be supported

moving beyond sustainability | 77

resilience and climate adaptation

What We’ve Done

achievements and ongoing initiatives

Resiliency Indicator Framework Enterprise Geographic Information System (GIS)

In 2015, Metro released the Resiliency Indicator Framework that Platform for Spatial Data Management
established a mechanism to measure and evaluate climate As of July 2019, ITS is leading the initiative to consolidate
adaptation priorities to ensure infrastructure resilience and disparate GIS systems across the agency, in collaboration
maintain a good state of repair. These indicators could have a with teams from Planning, Maintenance-of-Way, Industrial
broad multi-hazard application across Metro since they facilitate Hygiene, ECSD, Real Estate, Security, Engineering and the
continual improvement and allow us to track the effectiveness Enterprise Asset Management System (EAMS) project. This
of our planning, construction and operations to increase initiative is especially critical for the EAMS and Real Estate
agency-wide resilience. Management System (REMS) projects in order to standardize
and manage spatial data in a connected environment. This
All-Hazards Mitigation Plan platform will enhance the evaluation and mitigation of risks to
The All-Hazards Mitigation Plan is an interdepartmental Metro’s assets and resources, using better analytical and visual
effort to improve Metro’s resilience to natural hazards. The tools to see the big picture for resilience. It will also support
plan identifies all assets, their threats and vulnerabilities connectivity to Metro’s strategic partners and an improved
and ways to reduce and/or mitigate potential hazards – or decision-making framework within the region.
limit the negative effects of such natural hazards – to Metro’s
operations. The goal is to identify actions that will minimize
or eliminate threats from major hazards impacting Metro
properties and to secure eligibility to pursue additional This plan will develop
federal funding.
strategies to mitigate
Transportation Mutual Assistance Compact (TransMAC)
The TransMAC is a mutual aid compact of more than 20 hazards, maintain system
Southern California transit agencies designed to streamline the
transit mutual aid process to respond to planned and unplanned reliability and build
emergencies and events. Currently, a resource guide based on
a Metro-developed template is being compiled to identify the regional resilience in the
types of resources owned by transit entities (i.e., vehicles, fuel,
equipment, personnel) and associated costs to ensure requestor communities we serve.
and provider parties are aligned during emergencies.

Earthquake Early Warning System

Metro’s Emergency Management and Information Technology
Services (ITS) departments are working together to expand the
current U.S. Geological Survey (USGS) ShakeAlert earthquake
early warning system. Phase One went live in 2018 to alert
Metro Rail Operations Control Center of pending ground
shaking to minimize train derailments and injuries on the
system. Phase Two is underway and expands access of the
warning system to all employee-occupied facilities, including
all bus and rail divisions, locations and Gateway headquarters.
Phase Three is planned to expand the system to all buses.

78 | la metro
 resilience and climate adaptation

PLANNED STRATEGIES AND ACTIONS

strategies actions status responsibility
Conduct and maintain a 1.1 Regularly perform detailed natural and anthropogenic Emergency
multi-hazard risk assessment risk assessments for all critical Metro properties, Management
to understand vulnerabilities assets and operations.
of the transportation system

R1
1.2 Assess climate change hazards to the transportation ECSD
system, with an emphasis on EFCs, utilizing best Planning
available data from recognized sources like Cal-Adapt,
FEMA, USGS and other research institutions.

1.3 Develop an Energy Resiliency Policy. ECSD

1.4 Identify data gaps for all-hazards at Metro properties, ECSD

assets and operations to improve vulnerability and Emergency
risk assessment. Management
Planning

1.5 Create and integrate climate hazard data ITS

into a geodatabase enterprise for use by
relevant departments.

1.6 Deploy and manage an enterprise GIS platform with ITS

appropriate infrastructure and applications to enable
better data sharing.

key: status of completion

in development started up to 25% up to 50% up to 75%

moving beyond sustainability | 79

resilience and climate adaptation

strategies actions status responsibility

Incorporate considerations 2.1 Develop prioritization criteria for the implementation ECSD, Emergency
for all-hazards into of all-hazards mitigation actions across the Management,
Metro decision-making transportation system, leveraging existing Planning,
about capital planning, decision-making support tools such as the Transit Enterprise
procurement, asset Asset Management / State of Good Repair Program Transit Asset

R2
management and operations and focusing efforts by utilizing evaluation criteria Management,
like EFCs. Engineering

2.2 Develop and implement a climate adaptation decision ECSD

support framework (flexible adaptation pathways) that
defines triggers for adaptation actions.

2.3 Develop a monitoring system allowing Metro to adjust ECSD

the adaptation approach over time as climate science
data improves.

Regularly update resilience 3.1 Regularly update Metro Continuity of Operations, Emergency
and climate adaptation plans All-Hazards Mitigation Plan and related reports, Management
and policies to address incorporating new data and information about the
changing hazards and risks type and duration of hazards and make corresponding

R3
to system service updates to the mitigation strategies.

3.2 Integrate and apply the Resiliency Indicator Framework ECSD

into the EMS process. Emergency
Management,
Operations

80 | la metro
 resilience and climate adaptation

strategies actions status responsibility

Implement hazard 4.1 Adjust existing bus and rail operations to minimize the Operations
mitigation and climate impacts of hazards to revenue service. ECSD, Emergency
adaptation strategies to Management
increase transportation
system resilience and 4.2 Include climate resilience of materials in the V/CM

R4
passenger safety Sustainable Acquisition Program (e.g., heat-, water-,
fire-resilient materials).

4.3 Institute a Reliability-Entered Maintenance Program for Asset Management

critical systems to track persistent maintenance and Engineering,
repair issues. Planning,
Operations

4.4 Pilot and implement earthquake early warning systems Emergency

for train vehicles and facilities, including Metro shake Management
alert mobile application. ITS, Operations

4.5 Deploy emergency supply kits and communication Emergency

devices at key locations and facilities. Management

4.6 Protect and harden Metro infrastructure to better ECSD, Engineering,

withstand hazards. Planning,
Emergency
Management,
Operations

4.7 Identify opportunities to relocate or resite Metro Planning

infrastructure and services to avoid hazards. Operations, ECSD

4.8 Increase passenger comfort and safety through Emergency

shading and cooling features at transit stations, Management
ensuring HVAC equipment functionality on Metro Planning,
buses and identifying and partnering with local Operations
municipalities with jurisdiction over sensitive
bus stops.

4.9 Implement the Safety Review Standard Policy for Corporate Safety
activities that may contain HAZMAT or HAZCON.

key: status of completion

in development started up to 25% up to 50% up to 75%

moving beyond sustainability | 81

resilience and climate adaptation

strategies actions status responsibility

Develop and implement 5.1 Develop and update trainings for Metro staff regarding Emergency
all-hazards-related trainings hazard identification and mitigation, increasing Management
for Metro staff and partners resilience and emergency procedures. Talent Development
to further advance a culture
of sustainability 5.2 Regularly update the Employee Personal Emergency

R5
Preparedness Guide. Management

5.3 Identify key internal staff with a role in all-hazards Emergency

mitigation and convene regularly to track key Management
vulnerabilities and opportunities. ECSD

5.4 Provide climate adaptation and resilience training to ECSD

contractors and engineers.

5.5 I dentify, train and state certify additional licensed Emergency

professionals (engineers, architects, building Management
inspectors, etc.) to expand Metro’s Safety Assessment
Program Teams for evaluations of Metro’s structures in
the aftermath of a disaster; provide refresher trainings
as needed, along with drills to maintain resilient and
responsive Safety and Damage Assessment Teams.

key: status of completion

in development started up to 25% up to 50% up to 75%

82 | la metro
 resilience and climate adaptation

strategies actions status responsibility

Build a greater LA 6.1 Maintain the TransMAC and other information sharing Emergency
resilience network mechanisms with relevant agencies. Management

R6 6.2 In conjunction with health care providers, first

responders and other emergency managers, develop
redundant transportation service plans in EFCs to be
deployed after a disaster.

6.3 Maintain a coordinated, multilingual public awareness

campaign to educate and engage the public about
Emergency
Management
Operations,
Corporate Safety

Marketing and
Communications
hazard risks, preparedness and safety on or around Safety, Emergency
Metro’s system. Management
ECSD

6.4 Establish real-time communication protocols and tools Emergency

for use during hazard events (e.g., Metro’s earthquake Management
early warning system). Operations, ITS,
Marketing and
Communications

6.5 Partner with regional leaders to provide real-time Emergency

information on resources available for short term Management
shocks, such as extreme heat or poor air quality Operations,
warning days. Marketing and
Communications

6.6 Improve digital infrastructure to communicate Marketing and

emergency and service disruption information to riders. Communications
Operations,
Emergency
Management

6.7 Coordinate with regional agencies and local partners ECSD

involved in resilience planning, such as LA County, Planning
City of LA, SCAG, LADWP, Caltrans, the Councils of OEI
Governments and other cities and municipalities to
collaborate and partner to leverage resources.

6.8 Coordinate with local jurisdictions and licensed and Emergency

certified Safety Assessment Program members to Management
evaluate structural integrity of retrofit systems and Planning
buildings to withstand seismic activity, including Engineering
collapse threats from other non-Metro structures to
Metro structures, transit-ways and support facilities.

6.9 Develop program guidelines and pilot an urban Planning

greening competitive grant program. ECSD

moving beyond sustainability | 83

WE WILL
TRAIN TODAY
FOR THE
WORK OF
TOMORROW.
Because innovation and continual
improvement are cornerstones 
of a robust economy, Metro is
preparing our employees to reach
for new kinds of work, setting the
stage for a vibrant future.

84 | la metro
moving beyond sustainability | 85
ECONOMIC AND WORKFORCE DEVELOPMENT

goals
>  Provide opportunities for continual career growth within the agency.
>  Prepare for the talent needs of the future.
>  Utilize Metro investments to support the regional economy and increase opportunity
for LA County residents.

targets
1 Review job classifications on a regular basis and eliminate obsolete requirements that create
barriers to career advancement.
2 Recruit employees from diverse sources, including vocational schools, community colleges,
groups supporting formerly incarcerated persons and organizations supporting persons
with disabilities and older adults.
3 Achieve triennial DEOD contracting goals related to small, disadvantaged and veteran-
owned businesses.

3.10 Overview target 1

The economic impact of transit on the economy includes Review job classifications on a regular basis and
job creation, resource procurement, economic output and eliminate obsolete requirements that create barriers to
the ability to catalyze investment and development. Metro’s career advancement.
investments in new infrastructure and ongoing expenditures
related to operating our existing transportation system can Job classifications will be reviewed regularly to ensure that
generate high-quality employment, new career pathways minimum requirements related to education, expertise,
and business opportunities for a wide array of residents and experience and capacity are appropriate and align with industry
businesses. Measure M is projected to generate more than standards. Descriptions will ensure that potentially qualified
778,000 new job opportunities in the transportation industry applicants are not dissuaded from applying or unintentionally
over the next 40 years. screened out of consideration for positions.

Metro is investing in the future of the LA region, which

starts with investing in our greatest asset – people. We must
expand our highly skilled and diverse workforce to meet this
expected workforce demand, recognizing that as of today 46%
of Metro’s workforce will be eligible for retirement over the
next five years. Succession planning is crucial to maintaining
business continuity and Metro needs qualified professionals to
deliver our aggressive infrastructure program over the coming
decades. To meet the ongoing need for talent and expertise, we
are creating clear pathways for existing employees to advance
their careers while we expand our recruitment efforts and
create proactive pipelines and equitable access to opportunity
for the next generation of employees to follow.

86 | la metro
 economic and workforce development

target 2 target 3
Recruit employees from diverse sources, including Achieve triennial DEOD contracting goals related to
vocational schools, community colleges, groups small, disadvantaged and veteran-owned businesses.
supporting formerly incarcerated persons and
organizations supporting persons with disabilities Metro will increase efforts to provide access to opportunity for
and older adults. local businesses, SBE, women-owned businesses, DBE and/or
DVBE at Metro. We know from experience that the ingenuity,
In this era of expansion, we must attract, develop and retain innovation and expertise of such businesses are the forefront
expertise to further the agency’s innovative work. Recruitment of our region’s economic development. Metro needs to
efforts should be multifaceted and engage those groups harness this workforce in order to build, operate and maintain
and communities that Metro has traditionally had difficulty our fast-growing transportation system. Agency-wide, Metro’s
reaching. We recognize the need for a well-trained workforce SBE goal is 30%, DBE goal is 27% and DVBE goal is 3%.
to build, run and maintain our growing transportation system.
We are investing in preparing local residents, often from
underrepresented populations, for positions with Metro and in
the transportation industry as a whole.

moving beyond sustainability | 87

economic and workforce development

What We’ve Done

achievements and ongoing initiatives

Environmental Training Institute (ETI) impact on LA County youth, Metro also plans to offer a range
ETI offers environmental and sustainability-focused trainings of supplemental E3 programs that complement the school
and certifications designed to build support for sustainability program, providing students direct exposure, education and
initiatives, ensure regulatory compliance and foster an real-world work experience.
agency-wide culture of sustainability. ETI not only ensures the
success of Metro’s sustainability program over time, but also
Transportation Career Academy Program (TCAP)
helps develop a regional workforce equipped for the expanding
TCAP provides paid summer internships to junior and
green economy. ETI includes the MECA online training for
senior high school students who are transit dependent,
contractors, environmental compliance training for employees
reside in LA County, live near a Metro rail station and whose
and the GGW Program. The GGW program offers courses in
school is located near Metro’s rail expansion efforts. TCAP
environmental concepts for employees and the public, and
offers students an opportunity to learn about careers in
environmental compliance training for employees. Through ETI,
transportation and apply classroom theories and concepts
Metro is driving a cultural revolution and transforming Metro
to real work situations. Interns establish professional
employees and community members alike into agents of change.
relationships with mentors who provide on-the-job guidance
and help students explore their interests in the industry.
Workforce Initiative Now (WIN-LA)
WIN-LA launched in 2018 to attract, hire and grow a world-class
Project Labor Agreement /Construction Careers Policy
transportation workforce locally from the communities of LA
Metro adopted the Construction Careers Policy in conjunction
County. WIN-LA creates career pathways in construction and
with the Project Labor Agreement to encourage construction
non-construction operations and maintenance, administration
employment and training opportunities to those who reside
and professional services within Metro and throughout the
in economically disadvantaged areas on Metro construction
transportation industry. The program provides support in areas
projects. The agreement applies to certain local and federally
including life skills development, skill set enhancement and
funded construction projects with a construction value greater
educational attainment services. WIN-LA increases resources
than $2.5 million.
needed for training and placement focused on traditionally
hard-to-fill positions in our industry.

Metro leverages the successful outcomes of our Project Labor

Agreement and Construction Careers Policy (PLA /CCP) to
Measure M is projected to
deliver construction career opportunities and a collaborative
model of trainers, service providers and partners to identify,
generate more than 778,000
assess, train and employ WIN-LA participants for career
pathways in construction and non-construction.
new job opportunities in the
E3 (Expose – Educate – Employ) Initiative and
transportation industry over
Transportation School
The mission of E3 is to prepare LA County youth for career and
the next 40 years.
college pathways in the global transportation infrastructure
industry by teaching them transferrable STEAM (Science,
Technology, Engineering, Arts and Math) based industry skills.
The centerpiece of the E3 Initiative is Metro’s Transportation
School, designed to prepare students for STEAM careers with
a specialized focus on the transportation and infrastructure
industries. This program also includes paid externships for
teachers and supports BridgeBuilders, a program for high
school students in South LA. To maximize its potential

88 | la metro
 economic and workforce development

PLANNED STRATEGIES AND ACTIONS

strategies actions status responsibility
Eliminate barriers to career pathways 1.1 Review hiring and advancement criteria for Talent Development
and advancement relevance to current tasks. Civil Rights & EEO,

EW1
Talent Acquisition

1.2 Identify and eliminate barriers or bias in current Talent Development

job descriptions. Civil Rights & EEO,
Talent Acquisition

1.3 Review and update policies, procedures and Talent Development

practices to eliminate barriers or bias. Civil Rights & EEO,
Talent Acquisition

Reach out to traditionally 2.1 Create effective, targeted communication to Talent Development
underrepresented communities about communities typically unresponsive or under- Civil Rights & EEO,
hiring opportunities represented in hiring practices. DEOD, PEDM,

EW2
Talent Acquisition

2.2 Retain employees from targeted communities Talent Development

through authentic engagement. Civil Rights & EEO

2.3 Establish a Board policy based on the tenets DEOD

of WIN-LA. PEDM

Offer quality training on skills needed 3.1 Evaluate efficacy of and expand the E3 and Talent Development
for Metro’s future workforce Transportation School initiatives.

EW3 3.2 Raise awareness about Metro as a future employer

with local junior colleges and universities.

3.3 Offer vocational opportunities that combine

classroom learning with field experience.
Talent Development

Talent Development

3.4 Develop training that will be needed by Talent Development

future employees.

3.5 Leverage GGW and MECA with WIN-LA and other Talent Development
programs to increase sustainability-based skills DEOD, PEDM
across LA County.

3.6 Offer sustainability and environmental Talent Development

stewardship curriculum as part of E3 and
Transportation School programs.

key: status of completion

in development started up to 25% up to 50% up to 75%

moving beyond sustainability | 89

economic and workforce development

strategies actions status responsibility

Increase awareness of Metro 4.1 Provide assistance in navigating the Metro DEOD
opportunities among SBE, DBE and business registration and procurement process.
DVBE firms

EW4
4.2 Reach targeted businesses through workshops, DEOD
various forms of media and trade organizations.

Increase the region’s economic viability 5.1 Complete the Goods Movement Strategic Plan. Planning
and growth

EW5
key: status of completion

in development started up to 25% up to 50% up to 75%

90 | la metro
economic and workforce development

moving beyond sustainability | 91

WE WILL
FOSTER
CONNECTED
COMMUNITIES.
The choice to use public transportation
requires a safe, convenient and
enjoyable trip. We’re committed to
helping communities plan and build
dynamic, transit-supportive places
where riding together is integral to 
our daily lives.

92 | la metro
moving beyond sustainability | 93
 Photo: Scott Oshima

94 | la metro
CONNECTING TRANSIT AND COMMUNITY
3.11 Overview
In order to create a more sustainable LA County, Metro must Metro has been working with stakeholders in developing the
leverage its role as a transportation planner to support our TOC Implementation Plan, establishing how Metro will partner
vibrant communities and promote healthy, equitable and with others to create equitable TOCs in LA County. Release of the
livable neighborhoods. In livable neighborhoods, multimodal TOC Implementation Plan is anticipated in fall of 2020. The plan is
transportation networks are effectively combined with organized under the four following initiative areas:
community development and land use patterns that include
a range of housing options (including affordable housing), 1. Creating TOC Corridor Baseline Assessments For
neighborhood amenities, recreation and social services, All Measure M Transit Corridors
economic centers and cultural centers. Metro proposes to create TOC Corridor Baseline Assessments
(Baselines) for every Measure M Transit Corridor, in
The effective integration of public transportation and land use partnership with local jurisdictions and with stakeholder
planning promotes local land use and urban design patterns engagement throughout the entire process.
that meet community needs and make it easier for people
to drive less and access transit more, thereby improving The Baselines will focus on the communities surrounding
sustainability outcomes. transit corridors and provide a snapshot of existing
demographic characteristics, an inventory and assessment
The design and location of public transportation routes, of existing jurisdiction TOC-related policies, and a series of
stops and stations have an impact on patterns of growth recommended strategies that jurisdictions can pursue, with
and development, and should be informed by current and Metro support.
anticipated future factors. Creating convenient connections
between transportation modes, including bicycling, walking and 2. Continually Improving Metro TOC Programmatic Areas
efficient transfers, promotes transit as a viable alternative to Metro’s TOC Programmatic Areas include Joint Development,
driving. In addition, physical activity associated with accessing First/Last Mile, Systemwide Design and TOC Strategic
transit can enhance public health, both physical and mental. Initiatives. Through the TOC Implementation Plan, Metro seeks
Partnerships with local agencies and governments are critical to to continuously improve these programmatic areas and align
realizing these benefits. them with the TOC Policy goals.

To create more livable neighborhoods, transit and other mobility 3. Improving Metro’s Internal Coordination
investments must be integrated with broader strategies to create Our work in this area identifies a series of internal
compact, complete and connected neighborhoods, preserve collaboration opportunities that Metro can undertake to create
and create affordable housing, provide local services and jobs equitable TOCs in areas within Metro’s functional jurisdiction,
and ensure that transit facilities can be accessed in a safe and i.e., identifying joint development sites and incorporating TOC
convenient manner. When combined with land use and design goals and tasks in the Measure M corridor delivery process.
decisions that recognize the value of transit, these strategies can
produce livable places that promote health and opportunity. 4. Strengthening Coordination and Collaboration with
Metro Partners
In 2018, the Metro Board of Directors adopted the Transit Many of the community development policies and programs
Oriented Communities (TOC) Policy as an affirmation of that are integral to creating TOCs are outside of Metro’s
the importance of incorporating considerations of equity, functional jurisdiction. Metro will use a series of strategies to
community development and land use in how Metro plans the strengthen coordination and collaboration with partners, such
transit system. The TOC Policy outlines Metro’s definition of a as municipalities, in order to create equitable TOCs.
TOC, defines areas where Metro leads and where the agency
supports others in realizing TOCs and TOC activities that
are eligible for local return. Local Return funds are a portion
of the transportation funds derived from sales taxes that are
reallocated to the county’s local governments.

moving beyond sustainability | 95

connecting transit and community

What We’ve Done

achievements and ongoing initiatives

First/Last Mile Planning especially for communities with demonstrated need. The plan
Since 2016, Metro has been preparing groundbreaking first/ showcases Metro’s mobility-based definition of park access
last mile solutions based on the award-winning First/Last Mile need and analyzes this need by focusing on countywide issues
Strategic Plan. The plan outlines a range of strategies to improve and opportunities. It evaluates prior programs, pinpoints best
primary access to transit. Improvements such as pedestrian practices that can be applied locally and recommends cost
and bicycle safety and seamless interfaces between the Metro effective strategies for both Metro and partner agencies.
system and other modes of travel can now be experienced in our
first-of-its-kind New Blue Improvements Project, completed in
2020. This 22-station project was planned in partnership with
community-based organizations. In 2018, the Metro Board
NextGen Bus Study of Directors adopted
In 2018, Metro launched the NextGen Bus Study, aiming to
reimagine and restructure the agency’s bus system to better the Transit Oriented
meet the needs of current and future riders. This project is the
first major overhaul of the bus network in 25 years and includes Communities (TOC) Policy
extensive community engagement. The outcome of NextGen will
be a bus network that is more relevant, reflective of and attractive as an affirmation of the
to LA County residents. Updates to the system are scheduled to
be implemented by the end of 2020. importance of incorporating
Bike Share considerations of equity,
The Metro Bike Share Program launched in the summer
of 2016 and provides impactful first/last mile solutions for community development
Angelenos across the county. This program offers convenient
round-the-clock access to a fleet of over 1,000 bicycles at 90 and land use in how Metro
different stations that are available for riders 365 days a year.
Riders can unlock bicycles using the same regional TAP card plans the transit system.
that provides them access to the Metro bus and rail system and
over 20 other TAP-enabled systems in LA County. Additionally,
the fleet of smart Metro Bikes and e-bikes can be unlocked using
the official Metro Bike Share mobile app. The rapidly expanding
program currently serves Downtown LA, the San Fernando
Valley, the Port of LA and the Westside with more locations to
come. To date, over 1,000,000 trips have been made with Metro
Bike Share in LA County. Since the program launch, riders have
collectively pedaled over 2.4 million miles and reduced over 2.3
million pounds of CO2 emissions from the air.10

Transit to Parks Strategic Plan

In 2019, Metro adopted the Transit to Parks Strategic Plan
providing a systematic vision for increasing access to parks and
open spaces across LA County. The purpose of the plan is to
find targeted, holistic ways to increase access to these spaces,

10. https://bikeshare.metro.net/about/data/

96 | la metro
connecting transit and community

moving beyond sustainability | 97

WE WILL
RAISE
THE BAR.
Moving Beyond Sustainability establishes
a new perspective for Metro. It’s a path
of increasing leadership and greater
collaboration within our organization, 
in concert with our partners and –
most of all – with our community.

98 | la metro
moving beyond sustainability | 99
HOW WE’LL GET THERE
Metro has built a robust sustainability program since its 4.1 How This Plan Will Be Used
inception over a decade ago. In order to move beyond
MBS Implementation Plan
sustainability, we are adopting ambitious goals and timelines.
The strategies and actions identified in MBS offer a set of
We will need to be nimble and adaptable as we move
initiatives Metro will implement to advance sustainability. A
forward during these unprecedented times. To achieve our
review of these initiatives will be performed annually to identify
sustainability goals, Metro is committed to working internally
ongoing and new MBS initiatives to be pursued in the coming
and with external partners and stakeholders to implement
fiscal year (FY). These initiatives will be prioritized using our
Moving Beyond Sustainability strategies and actions. ECSD
guiding principles defined in chapter one.
and Planning have already started implementing some of the
actions and strategies outlined, as evidenced by completion
Metro will review best practices and innovations when
status indicators within this document, while others will go
prioritizing actions for the coming fiscal year and make
through an annual implementation planning process. This
adjustments and course corrections as necessary. The selected
process includes an estimation of capital costs and staff
MBS initiatives will be compiled into an annual MBS-IP, which
resources and the development of key milestones for projects
will serve as a project development, implementation and
and programs. The CSO will ultimately work with ECSD and
monitoring tool.
Planning to prepare an MBS Implementation Plan (MBS-IP)
and assemble resources to do so, and will directly oversee the
Implementation Program Costs
implementation process each year.
The selected actions and projects will be analyzed and evaluated
in order to identify resource and staffing requirements,
budgetary needs and other factors influencing the associated

tentative fiscal year milestones

quarter tentative fy milestones

Q1 Identify capital projects for the next FY. Workbooks will be developed for each capital project and submitted
to the CSO for review and approval. The CSO will submit approved workbooks to OMB for inclusion in the FY
Capital Program.

Q3 Identify potential Task Orders (TO) and their estimated cost for the next FY; some of these potential TOs will
support new capital projects identified in Q1 and others may be continuing capital projects. The proposed TOs
will be submitted to the CSO for approval/incorporation into the annual budget.

Q3 Recap and analyze the capital projects and TOs developed in Q1 and Q3; review and update MBS; identify
potential sustainability projects for the next FY Sustainability Capital Funds (out of cycle).

Q4 Prepare Statements of Work (SOW) for the TOs identified in Q3 and submit to the CSO for review and approval.
Approved SOWs are sent to the appropriate consultant team for development of Cost and Schedule Proposals
(CSP) and to Metro’s Cost Estimator for preparation of an Independent Cost Estimate (ICE).

Q4 Receive CSPs from the consultant teams and ICEs from the cost estimator and conduct fact finding (if needed).
Sustainability staff prepares TO worksheet and other procurement documents and submits them to the CSO
for review and approval. Approved CSPs/TO packets are sent to Metro’s Contract Administration and Project
Controls for processing.

Q1 (New FY) Check the cumulative value of new TOs against the amount budgeted in the various Sustainability project
numbers to ensure sufficient funds are available for all new TOs (if there are insufficient funds, then some
of the new TOs will be delayed to the next FY). The new TOs are executed and sustainability staff prepares
requisitions for the amount to be expended in the current FY.

100 | la metro
projects and program costs. This information will be used by
Metro to develop its sustainability capital project and operating
budget requests for the coming FY. Additionally, we will secure
state and federal grants, utility incentive programs and mutually
beneficial financial partnerships to augment the annual budget.

MBS-IP Procedure and Milestones

Projects and actions aligned with this strategic plan will be
reviewed annually to determine those to pursue each fiscal
year. See the Tentative Fiscal Year Milestones Table for the
annual review process guidelines.

4.2 How to Measure Success

Performance Reporting
The strategies and actions in this plan are tied to measurable
performance metrics and timebound targets. Progress on
the metrics and the targets will be reported annually through
Metro’s online Sustainability Dashboard, and formally
reported every two years in Metro’s Sustainability Performance
Report. Producing formal reports every two years enables
Metro to better understand and communicate the impact of
sustainability initiatives on our performance over time.

As part of the reporting process, Metro will revisit the targets

set in the MBS and develop revised or more metrics as new
technologies and frameworks emerge to better monitor and
communicate our progress. In addition, Metro will adopt sustainability staff and local government organizations.
and implement a decision matrix, drawing from the flexible We are looking forward to maintaining those partnerships as
adaptation pathways concept to help prioritize the mitigation we move forward in implementing our plan. These efforts will
of different environmental impacts (i.e., GHG emissions, be informed by the Equity Platform in order to authentically
energy consumption, water consumption, etc.) and determine engage with our riders and the communities we serve.
if performance metrics and targets must be revised. Any
such revisions to performance metrics and targets will be Metro’s commitment to serving LA County extends beyond
addressed and communicated via the biennial Sustainability transportation infrastructure. Metro is dedicated to engaging
Performance Reports. with the community in transformative ways and providing
resources that advance connectivity, equity and economic
opportunity to improve quality of life.
4.3 Outreach and Communication
Public outreach, engagement and communication are
essential to ensuring that the successes we achieve are in line
with the expectations of the wider public. In drafting MBS, we
engaged with partners and valued stakeholders along the way
from various community-based organizations, city and county

moving beyond sustainability | 101

102 | la metro
WE WILL
GET THERE,
TOGETHER.
Each of us has a part to play in
creating a better LA County. It starts
with the choice to walk, bike, carpool
or take transit, and flows easily into
other everyday actions. Metro is doing
our part. You can too.

moving beyond sustainability | 103

A PRECEDENT-SETTING UNDERTAKING
Moving Beyond Sustainability is an ambitious, aspirational and strategies identified a potential net positive financial benefit
precedent-setting undertaking. It reflects Metro’s commitment of at least $155M by 2030. To realize these benefits, the CAAP
to continual improvement. Fulfilling this commitment will measures need to be executed, including a combination of
require reviewing and updating internal standards and operational, financial and delivery model modifications. This
procedures, providing staff with education and training, capturing approach balances urgent priorities and opportunities that are
opportunities across all plans and projects and working as a influenced by the impacts of the COVID-19 pandemic with fiscal
collaborative partner with the residents of LA County. As Metro challenges from decreased revenue since March 2020.
assembles the expertise, partnerships and funding to implement
this plan, it will be essential to both celebrate incremental success The analysis we employed on the CAAP strategies will be applied
and acknowledge that the long-term work is never complete. to those outlined in MBS. This is a necessary step to ensure
continued success and address short- and long-term solutions
The thoughtful procurement and management of energy, water on a scale proportional to the challenges and goals in front of us.
and materials remains at the core of our sustainability programs. Self-generated funding will allow us to make strategic decisions
MBS builds on this foundation establishing a unified approach to deploy the sustainable infrastructure necessary to achieve the
to sustainability that integrates emerging topics, such as equity, goals outlined in this plan. Furthermore, we will be able to make
economic opportunity and resilience. MBS also emphasizes the investments that offer the greatest benefits to our communities
need for collaboration so that the transportation system can and our ridership, create additional benefits for those beyond our
become the backbone of efforts to create low-carbon, equitable service area and ultimately set a strong example for other transit
and healthy communities, enable access to opportunity and agencies and industries striving to do the same or similar work.
support ridership on Metro’s growing system. This expanded
understanding of sustainability is integral to our role as an Emerging Issues
innovative agency in Southern California and the nation. Through MBS, Metro also recognizes that policies, priorities,
rider needs, trends and technology are constantly evolving. We are
MBS charts the path for sustainability over the next decade aware of these and other emerging issues, and intend to track and
by outlining clear goals, strategies and actions. Whenever report out on our progress on how these issues are addressed
possible, quantifiable targets are provided. In some instances, and integrated into our plan. These include but are not limited to:
where sufficient background data is not available or the ability
to implement the actions is dependent on other entities or >  Addressing COVID-19 and Recovery Task Force
agencies, qualitative or process-based targets are provided. recommendations
As more data or definition about these parts of the plan
>  Achieving our goals amidst and in response to an ongoing
become available, quantitative targets can be developed.
fiscal and economic crisis
MBS is a precedent-setting undertaking, and in light of >  Developments with highway infrastructure and active
COVID-19 and other external pressures, Metro will need to transportation funds
rely heavily on adaptive design principles to meet its goals in a
>  Managing retired diesel and CNG bus fleets and potential
financially sustainable way. To date, ECSD and the sustainability
community impacts
program have prioritized cost neutrality, cost effectiveness,
revenue generation and value creation. Accordingly, the program >  New opportunities and developments in technology, funding
has generated over $100 million in revenue since 2015 and has and financing
been cost neutral since 2017. Metro has achieved this success
>  Revisiting and incorporating learned lessons through our
by adopting low-carbon technologies, monetizing green benefits
flexible adaptive pathways approach
and reinvesting savings from energy and water use reductions.
>  Forthcoming plans and newly developed social and
Staff developed a financial model to forecast the magnitude economic sustainability metrics
of net financial benefits from our sustainability and resiliency
activities. Using this model, an analysis of the 2019 CAAP

104 | la metro
We will continue to improve our actions and strategies to
achieve our goals based on new information. The goals indicate
This expanded understanding
our long-term direction, while the strategies and actions to
achieve them may shift in emphasis, timing or magnitude of
of sustainability is integral
application over the life of the plan.
to our role as an innovative
Through diligence, smart decisions and innovation, Metro can
achieve the goals laid out in this plan and, along the way, make
agency in Southern California
major contributions to the sustainability, equity, health and
resilience of LA County.
and the nation.

moving beyond sustainability | 105

appendix

Acronyms/Abbreviations
APTA American Public Transportation ICE Independent Cost Estimate
AQMD Air Quality Management District ISO International Organization for Standardization
BAU Business as Usual ITS Information Technology Services
BMS Building Management System IWMH Integrated Waste Management Hierarchy
CAAP Climate Action and Adaptation Plan kWh Kilowatt-hour
CARB California Air Resources Board LADWP Los Angeles Department of Water and Power
CBOs Community-Based Organizations LEED Leadership in Energy and Environmental Design
CEQA California Environmental Quality Act LRTP Long Range Transportation Plan
CMF Central Maintenance Facility MBS Moving Beyond Sustainability
CNG Compressed Natural Gas MBS-IP Moving Beyond Sustainability
CO2 Carbon Dioxide Implementation Plan

COVID-19 Coronavirus Disease (2019) MECA Metro Environmental Construction Awareness

CSO Chief Sustainability Officer MRDC Metro Rail Design Criteria

CSP Cost and Schedule Proposal MTCO2e Metric Ton of Carbon Dioxide Equivalent

DBE Disadvantaged Business Enterprise MW Megawatt

DEOD Diversity & Economic Opportunity Department NEPA National Environmental Policy Act

DVBE Disabled Veteran Business Enterprise NOx Nitrogen Oxides

E3 Expose – Educate – Employ OEI Office of Extraordinary Innovation

EAMS Enterprise Asset Management System OMB Office of Management and Budget

ECSD Environmental Compliance & PEDM Project Economic Development Management

Sustainability Department PM Particulate Matter
EEO Equal Employment Opportunity Program PV Photovoltaic
EFCs Equity Focus Communities RNG Renewable Natural Gas
EMS Environmental Management System SBE Small Business Enterprise
ETI Environmental Training Institute SCAG Southern California Association of Governments
EV Electric Vehicle SOP Standard Operating Procedure
FEMA Federal Emergency Management Agency SP Sustainability Plan
FY Fiscal Year STEAM Science, Technology, Engineering, Arts and Math
GCP Green Construction Policy TCAP Transportation Career Academy Program
GGW Growing a Greener Workforce TO Task Order
GHG Greenhouse Gas TOC Transit Oriented Communities
GIS Geographic Information System TransMAC Transportation Mutual Assistance Compact
GWh Gigawatt-hour USGS U.S. Geological Survey
HAZCON Hazardous Condition V/CM Vendor Contract Management
HAZMAT Hazardous Materials VMT Vehicle Miles Traveled
HVAC Heating, Ventilation and Air Conditioning WIN-LA Workforce Initiative Now

106 | la metro
 appendix

Categories at a Glance
category goals targets strategies
W1 Identify and implement operational water
conservation and efficiency projects.

W2 Increase the use of non-potable water

sources to offset potable water use.

W3 Implement water monitoring and

reporting systems.

Optimize and manage 1. Reduce potable water use W4 Integrate water conservation and
Metro’s water use. by 22% from the 2030 efficiency best practices into policies,
AND CONSERVATION

Business as Usual scenario. Standard Operating Procedures (SOPs)

WATER QUALITY

and specifications.

W5 Partner with other public agencies and

community groups to advance regional
water goals.

W6 Develop strategic resources and

collaborative relationships across the
agency to advance the water program
and drive behavior change.

W7 Implement best management practices

to minimize stormwater runoff and keep
stormwater clean.
2. Increase runoff infiltration
and capture capacity for
Manage wastewater
stormwater by
and stormwater W8 Prioritize the infiltration, capture and/or
15% from 2020 levels.
constructively. use of stormwater.

W9 Reduce pollutants in industrial

wastewater.

moving beyond sustainability | 107

appendix

category goals targets strategies

S1 Implement operational waste prevention
and material reuse programs, which
support a circular economy.
Reduce Metro’s 1.Reduce annual operational
waste disposal. solid waste disposal S2 Implement operational recycling and
24% from 2030 Business as organics diversion programs, including
Usual scenario. those that support compliance with AB
939, AB 341, AB 1826 and SB 1383.
SOLID WASTE

S3 Establish and integrate best waste

2. Achieve 50% landfill management practices into agency-wide
diversion rate for operations.
operational waste.
Increase diversion S4 Establish comprehensive monitoring
from landfill. and reporting practices to drive
continual improvement.

3. Achieve 85% construction S5 Implement construction waste prevention

landfill diversion rate. and landfill diversion best practices.

M1 Continually improve sustainability

1. Achieve LEED Silver
standards and requirements for project
certification or higher for
design and construction.
Demonstrate all new facilities over
sustainable design 10,000 square feet,and achieve
M2 Pursue green certification standards for
and construction Envision certification where
buildings and infrastructure construction.
practices throughout LEED is not applicable.
all phases of capital
M3 Commission all projects to ensure
MATERIALS, CONSTRUCTION

improvement projects. 2. Design and build 100%

optimal performance.
of capital projects to
CALGreen Tier 2 standards.
M4 Expand the GCP and SP Programs.
AND OPERATIONS

M5 Implement the Sustainable Infrastructure

Engagement Process on all major
capital projects.
M6 Develop and implement an agency-wide
3. Complete Sustainable Sustainable Acquisition Program.
Optimize sustainable
Acquisition Program
operations and M7 Integrate resource conservation, life
training/implementation
maintenance of fleet, cycle and efficiency considerations
and develop 2030 program
infrastructure and into Metro’s operational policies, SOPs
targets for annual sustainable
facilities. and specifications.
acquisition spend by 2022.
M8 Develop and implement materials,
construction and operations related
training for Metro staff, partners and
community to facilitate a culture
of sustainability.

108 | la metro
 appendix

category goals targets strategies

E1 Implement projects identified in the
energy conservation project portfolio.
ENERGY RESOURCE

1. Reduce energy E2 Optimize BMS at all divisions and

MANAGEMENT

consumption by 17% at Gateway facility.

facilities from the 2030
Optimize and Business as Usual scenario. E3 Implement an agency-wide
manage Metro’s use facility commissioning and
of energy. retro-commissioning program.

2. Increase onsite renewable E4 Expand the onsite renewable

energy generation to 7.5 MW. energy portfolio.

E5 Develop supporting infrastructure for

electric transportation.

EP1 Transition Metro’s fleet to zero

1. Displace 903,000 MTCO2e emissions technology.
annually.
EP2 Decarbonize Metro’s energy and
POLLUTION CONTROL

fuel supply.
2. Reduce total GHG
EMISSIONS AND

Reduce regional GHG

emissions. emissions by 79% from 2017 EP3 Improve methodology for monitoring
baseline. and measuring emissions.

Reduce Metro’s 3. Reduce total nitrogen EP4 Implement a scheduled maintenance

GHG and criteria air oxides (NOx) emissions 54% program for stationary and mobile
pollutant emissions. from 2018 baseline. emissions sources in order to
reduce emissions.

4. Reduce total particulate EP5 Coordinate and partner on regional

(PM) emissions 62% from efforts to achieve state GHG emissions
2018 baseline. reduction goals.

moving beyond sustainability | 109

appendix

category goals targets strategies

R1 Conduct and maintain a multi-hazard risk
assessment to understand vulnerabilities
of the transportation system.

R2 Incorporate considerations for all-hazards

1. Identify all acute shocks or into Metro decision-making about
stressors for critical and/or capital planning, procurement, asset
vulnerable areas at or near Metro
CLIMATE ADAPTATION

Increase responsiveness management and operations.

to shocks or stressors that infrastructure by 2025.
RESILIENCE AND

impact Metro services to R3 Regularly update resilience and

maintain a safe, reliable, climate adaptation plans and policies
equitable and comfortable to address changing hazards and risks
experience for our to system service.
customers, even as the
climate changes over time. R4 Implement hazard mitigation and
2. Implement the flexible climate adaptation strategies to increase
adaptation pathways concept to transportation system resilience and
incorporate climate adaptation passenger safety.
into planning, procurement, asset
management and operations R5 Develop and implement all-hazards-related
by 2025. trainings for Metro staff and partners to
further advance a culture of sustainability.

Expand Metro’s leadership 3. Prioritize improvements to R6 Build a greater LA resilience network.

as a key partner in locations, facilities, infrastructure,
establishing a regional equipment and operations to
resilience network. reduce risk.

1. Review job classifications on EWD1 Eliminate barriers to career pathways

Provide opportunities for
a regular basis and eliminate and advancement.
continual career growth
WORKFORCE DEVELOPMENT

within the agency. obsolete requirements that create

barriers to career advancement.

EWD2 Reach out to traditionally

ECONOMIC AND

2. Recruit employees from diverse

underrepresented communities about
sources, including vocational
hiring opportunities.
schools, community colleges,
Prepare for the talent
groups supporting formerly
needs of the future.
incarcerated persons and EWD3 Offer quality training on skills needed for
organizations supporting persons Metro’s future workforce.
with disabilities and older adults.

EWD4 Increase awareness of Metro

Utilize Metro investments
3. Achieve triennial DEOD opportunities among SBE, DBE and
to support the regional
contracting goals related to small, DVBE firms.
economy and increase
opportunity for disadvantaged, women and
veteran-owned businesses. EWD5 Increase the region’s economic viability
LA County residents.
and growth.

110 | la metro
Acknowledgments
This plan was prepared by the Los Angeles County Metropolitan Authority (Metro), led by Metro’s Environmental Compliance &
Sustainability Department and the Countywide Planning & Development Department. Several internal partners were involved in
and supported the drafting of this plan.

metro departments
Asset Management Facilities/Property Office of Management Service Planning
Building Services Maintenance & Budget & Scheduling
Bus Maintenance Federal/State Policy Office of the Chief Strategic Transit
Civil Rights & Equal & Programming Executive Officer Asset Management
Employment Opportunity Finance & Budget Operations System Security & Law
Communications First/Last Mile Operations Liaison Enforcement
Community Relations Human Capital & Planning Systems Engineering
Congestion Reduction & Development Parking Management Systemwide Design
Construction Management Information Management Procurement Talent Acquisition
Corporate Safety Information Technology Program Control Talent Development
Countywide Planning Services Program Management Third Party Administration
& Development Local Programming Project Engineering Transit Demand Model
Diversity & Economic Long Range Transportation Public Relations Policy & Regional
Opportunity Department Plan & Mobility Corridors Purchasing Shared Mobility
Emergency Preparedness Maintenance Administration/ Quality Assurance Transit Project Delivery
Environmental Compliance Non-Revenue Rail Vehicle Engineering Transit-Oriented Communities
& Sustainability Major Capital Project Real Property & Asset Vendor/Contract
Department Engineering Management Management
Facilities Engineering Metro Design Studio Risk, Safety & Asset Wayside Systems
Operations Metro Marketing Management Facility Maintenance

Metro was supported by Cumming Management Group, Raimi + Associates and Lentini Design & Marketing through the development
of this plan. Metro also engaged several external stakeholders for input through multiple outreach efforts and public events:

external partners
Metro Sustainability Council Colbert Group Kempton Strategies SuRF
3Cotech County of Los Angeles, Kleinfelder TetraTech
AECOM Chief Sustainability Office Los Angeles Cleantech Incubator The Leonardo DiCaprio
All About Waste County of Los Angeles, Los Angeles Walks Foundation
Alta Environmental Department of Public Works LSA Associates, Inc. The Natural Resources
ARUP County of Los Angeles, Metropolitan Water District of Defense Council
Caltrans District 7 Department of Public Health Southern California The Nature Conservancy
CivilEarth Engineering Deep Root Green Morgner The Sierra Club
City of Los Angeles, Infrastructure LLC MugenKioku Transportation Business
Bureau of Street Services ESA Associates Nature for All Advisory Council
City of Los Angeles, EW Consulting Inc O2EPCM, Inc. TRC Solutions
Department of Public Works For Strategy Consulting, Inc. Phase 5 Environmental Tree People
City of Los Angeles, Office of FPL and Associates Siemens The Trust for Public Land
Mayor Eric Garcetti Gateway Cities Councils Small Cities UCLA Transportation
City of Los Angeles, of Governments South Bay Council UCLA Sustainability
Department of GHD of Governments Value Management
Transportation GlobalASR Southern California Strategies, Inc.
City of Los Angeles, ICI Engineering Association of Watershed Health
Department of Investing in Place Governments Westside Cities Council
Water and Power Jack Sahl & Associates Supervisor Sheila Kuehl’s of Governments
Climate Resolve Jacobs Office ZelDesign

moving beyond sustainability | 111

Board of Directors

Eric Garcetti James T. Butts Paul Krekorian

Chair Mayor Councilmember
Mayor City of Inglewood City of Los Angeles
City of Los Angeles
Jacquelyn Dupont-Walker Sheila Kuehl
Hilda L. Solis Appointee Los Angeles County Supervisor
First Vice Chair City of Los Angeles Third Supervisorial District
Los Angeles County Supervisor
First Supervisorial District John Fasana Mark Ridley-Thomas
Councilmember Los Angeles County Supervisor
Ara Najarian City of Duarte Second Supervisorial District
Second Vice Chair
Councilmember Robert Garcia John Bulinski
City of Glendale Mayor Caltrans District 7 Director
City of Long Beach Non-Voting
Kathryn Barger Appointed by the Governor
Los Angeles County Supervisor Janice Hahn of California
Fifth Supervisorial District Los Angeles County Supervisor
Fourth Supervisorial District
Mike Bonin
Councilmember
City of Los Angeles

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