HomeMy WebLinkAboutItem 09c - Arcadia Transit Service Assessment and Changes
STAFF REPORT
DEVELOPMENT SERVICES DEPARTMENT
DATE: September 1, 2026
TO: Honorable Mayor and City Council
FROM: Lisa Flores, Development Services Director
By: Alana Johnson, Transportation Services Manager
SUBJECT: RESOLUTION NO. 7709 APPROVING ARCADIA STRATEGIC TRANSIT
SERVICE ASSESSMENT FINAL REPORT AND RECOMMENDED SERVICE
CHANGES
CEQA: Not a Project
Recommendation: Adopt
SUMMARY
As a transit service provider, it is important for the City to periodically assess and
evaluate its offerings to the community to ensure strategic alignment with goals,
performance, and resource use. The Strategic Transit Service Assessment
(“Assessment”) for Arcadia Transit was recently completed following a
comprehensive planning process that included two phases of community
engagement. The Assessment evaluated the City’s local transit services, including
fixed-route and Dial-A-Ride operations, with consideration given to the current travel
patterns, ridership trends, system performance, community needs, development
patterns, and public input.
The Assessment confirms that Arcadia Transit’s fixed-route system continues to
provide important transportation options for the community, with service
connecting major residential areas, activity centers, and regional transportation
connections. At the same time, changes in travel behavior, development patterns,
and transit use since the COVID-19 pandemic present opportunities to improve the
convenience, reliability, connectivity, and the overall effectiveness of the system.
The Assessment recommends targeted changes to fixed-route services, including
increased service frequency on selected routes, improved access to key destinations,
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and stronger connections to the Arcadia Metro A Line Station. Additional
recommendations include enhancements to transit infrastructure and technology
and expanded marketing and community outreach. The Assessment also
recommends maintaining the City’s Dial-A-Ride program due to its continued
importance to seniors and individuals with disabilities, while pursuing operational
improvements to enhance efficiency and service reliability.
It is recommended that the City Council adopt Resolution No. 7709 (refer to
Attachment No. 1) approving Arcadia Strategic Transit Service Assessment Final
Report and the recommended service changes to the Arcadia Transit System.
BACKGROUND
Arcadia Transit has provided local transportation services to residents since 1975,
when the City established its Dial-A-Ride program to provide demand-response
transportation for the general public, with a focus on serving seniors, individuals with
disabilities, and residents whose mobility needs were not fully met by regional transit
services.
Following the opening of the Metro Gold Line Foothill Extension in March 2016, the
City restructured its transit services to improve local and regional connectivity
through a two-tier system of fixed-route and demand-response services. The fixed-
route system provides general public service through three color-coded routes
(Green, Blue, and Red), as shown below in Figure 1, connects residential
neighborhoods with major destinations, including the Arcadia Metro A Line Station,
Santa Anita Park, Arcadia High School, USC Arcadia Hospital, The Shops at Santa
Anita, and other commercial, educational, and civic facilities. The demand-response
Dial-A-Ride service complements the fixed-route network by providing curb-to-curb
transportation for eligible seniors and individuals with disabilities.
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Figure 1. The Current Arcadia Transit Fixed-Route Network
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DISCUSSION
The Transit Service Assessment evaluated Arcadia Transit’s fixed-route and Dial-A-
Ride services, travel patterns, service performance, and community needs. The
system recorded nearly 50,000 combined annual boardings in Fiscal Year 2024,
demonstrating continued demand for local transit, although fixed-route ridership
remains below pre-pandemic levels. Figure 2 illustrates annual ridership trends for
Arcadia Transit’s fixed-route and Dial-A-Ride services from Fiscal Years 2018 through
2024. There is no single ridership benchmark that defines successful transit
performance, as demand varies based on population, density, service levels, and
community characteristics. The Assessment evaluated fixed-route service
productivity among comparable nearby transit systems to provide context for
Arcadia’s performance. In Fiscal Year 2024, Arcadia Transit averaged 2.0 boardings
per vehicle revenue hour, compared with 3.4 in Monterey Park, a community similar
to Arcadia in population. While differences in population density and other local
factors limit direct comparisons, the comparison provides useful context for
Arcadia’s current level of service productivity and highlights opportunities to improve
ridership through enhanced frequency, connectivity, and access to key destinations.
Figure 2. Arcadia Transit Annual Ridership From Fiscal Years 2018 – 2024
The Assessment found that Arcadia Transit provides important connections to
residential neighborhoods, schools, medical facilities, shopping areas, civic
destinations, and the Arcadia Metro A Line Station. The A Line Station was the
system’s highest ridership stop, highlighting the importance of connections to
regional transit. Tables 1 and 2 summarize ridership at the stop and route levels
during Fiscal Year 2024.
0
10,000
20,000
30,000
40,000
50,000
60,000
FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
An
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u
a
l
R
i
d
e
r
s
h
i
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Fixed Route Dial-A-Ride
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Table 1. Highest and Lowest Ridership Stops, Fiscal Year 2024
Highest Ridership
Stop Total Boardings Routes Served
Arcadia A Line Station 12,364 Blue, Red, Green
Sunset & Duarte 4,102 Blue
Live Oak & Santa Anita 3,815 Blue, Red
USC Arcadia Hospital 2,825 Green
Lowest Ridership
Stop Total Boardings Routes Served
L.A. County Arboretum 544 Green
Santa Anita Park 385 Green
The Shops at Santa Anita Mall
(On Baldwin Avenue)
232 Green
City Hall 120 Green
Table 2. Fixed-Route Ridership by Route, Fiscal Year 2024
Route Total Ridership
Green 12,369
Blue 11,333
Red 6,080
Overall, the existing system provides a strong foundation for local mobility, but
opportunities remain to improve service frequency, reliability, connectivity, access to
key destinations, technology, and operational efficiency. Dial-A-Ride continues to
provide an important mobility option for seniors and individuals with disabilities,
with opportunities to improve scheduling, dispatch, and technology. The detailed
analysis is provided in the Transit Service Assessment – refer to Attachment No. 2.
Public Outreach and Key Findings
Community and stakeholder outreach supplemented technical analysis with input
from riders, non-riders, operators, community organizations, and local stakeholders.
The City conducted outreach in two phases through surveys, stakeholder meetings,
public meetings, onboard observations, operator interviews, and other community
engagement activities.
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Phase 1 outreach identified opportunities to improve service frequency and
reliability, regional connections, access to major destinations, public awareness,
technology, and Dial-A-Ride operations. Based on technical analysis and community
feedback, the City developed three concepts for consideration:
1. Concept #1 – Expanded Service on Existing Fixed-Route Lines: Maintains
the existing network while expanding service and improving access to key
destinations, including areas east of the Arcadia Metro A Line Station.
2. Concept #2 – Two Fixed-Route Loops: Restructures the existing network into
two connected circulation loops with a transfer point at The Shops at Santa
Anita.
3. Concept #3 – Citywide Microtransit Alternative: Replaces fixed-route
service with an on-demand, reservation-based service model providing
flexible trips throughout the City.
During Phase 2, the City sought additional stakeholder and community feedback on
the proposed concepts. Feedback generally favored maintaining the existing fixed-
route system or expanding service on existing routes, while participants expressed
concerns about direct connections under the two-loop concept and wait times, fares,
and accessibility under the microtransit alternative.
Based on the technical analysis and community feedback, Concept #1 – Expanded
Service on Existing Arcadia Transit Fixed-Route Bus Lines, was identified as the
preferred alternative. Additional outreach findings are provided in the Transit Service
Assessment – refer to Attachment No. 2.
Recommended Changes and Implementation Priorities
The Assessment identifies a phased package of improvements to strengthen Arcadia
Transit over the next five years. Subject to City Council approval, implementation
would proceed based on operational requirements, funding availability,
infrastructure needs, and coordination with the City’s transit operator and regional
partners. The recommendations are organized into three strategies:
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1. Transit Service Changes
Fixed-Route
The Assessment recommends targeted changes to the existing fixed-route network
to increase frequency, improve connectivity, and provide better access to key
destinations.
The recommended implementation actions are outlined in the table below:
Current Role Recommended Changes Proposed Service
Frequency
Connects residential
neighborhoods, the Arcadia
Metro A Line Station, and
key destinations.
Extend service east of the
Arcadia Metro A Line
Station to Second Avenue.
Consistent 15-minute
service throughout
the day.
Connects residential areas,
commercial destinations,
and the Arcadia Metro A
Line Station.
Modify northbound service
along First Avenue between
Foothill Boulevard and
Colorado Boulevard and
return southbound service
via Second Avenue.
Consistent hourly
service throughout
the day.
Connects the Arcadia Metro
A Line Station, residential
areas, and commercial
destinations.
Extend service to The
Shops at Santa Anita via
Holly Avenue and Duarte
Road.
Consistent hourly
service throughout
the day.
The proposed route changes are shown in Figure 3 below.
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Figure 3. Map of Proposed Fixed-Route Changes
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The proposed changes would improve east-west connectivity, create more balanced
Red Line circulation, and provide more direct access to The Shops at Santa Anita, a
destination identified through community outreach as a priority.
Implementation of the Blue Line extension will require improvements at the Holly
Avenue and Duarte Road intersection to allow buses to safely make the necessary
turn movement. The City will coordinate these improvements with Blue Line
implementation.
Dial-A-Ride Service
The Assessment recommends maintaining Dial-A-Ride service for seniors and
individuals with disabilities while evaluating opportunities to improve scheduling,
dispatch, and customer-facing technology. In the near term, proposed actions
include working with the current transit service provider to improve scheduling and
dispatch practices, dispatcher performance, and customer service. The current
reservation system is provided through the contracted transit operator, with broader
technology enhancements, including online or electronic scheduling options, to be
considered as part of the next transit operations Request for Proposals (“RFP”). An
RFP for a new transit operations contract is anticipated in Fiscal Year 2027-28,
providing an opportunity to establish enhanced service and performance
requirements for scheduling, dispatch, customer service, and technology. These
improvements are intended to enhance reliability, accessibility, responsiveness, and
overall quality of Dial-A-Ride service.
2. Supporting Infrastructure and Technology
The Assessment recommends targeted improvements to support the service
changes and improve rider experience:
• Holly Avenue and Duarte Road Intersection: Complete improvements
needed to support the Blue Line extension.
• Bus Stop Improvements: Update bus stop locations and signage associated
with the proposed route changes and coordinate updates to customer-facing
transit information.
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• Metro TAP Integration: Continue evaluating integration with Metro’s TAP
system to provide electronic fare payment and more convenient connections
to regional transit.
3. Marketing and Outreach
The Assessment recommends increasing public awareness of Arcadia Transit
through targeted communication, partnerships, and ongoing community
engagement, particularly as new routes and schedules are implemented.
As a near-term priority, a scope of work has been developed for a transit marketing
and outreach strategy. Upon City Council approval, a Request for Proposals (“RFP”)
for a consultant to develop a comprehensive marketing, engagement, and branding
plan.
Implementation of Recommended Changes
The recommended changes would be implemented in phases beginning in the
current Fiscal Year, as outlined in Table 3, and in coordination with the City’s transit
operator and regional partners. Table 3 provides a five-year implementation
framework that includes near-term actions, major service and infrastructure
improvements, and longer-term technology, marketing, and ridership initiatives.
Specific timing may be adjusted based on operational, infrastructure, technology,
funding, and coordination requirements, with ridership, service performance, and
customer feedback monitored throughout implementation. The improvements
would be well underway before the Los Angeles 2028 Olympic and Paralympic
Games.
The recommended changes are:
• Green Line: Extend service east of the Arcadia Metro A Line Station to Second
Avenue and provide consistent 15-minute service throughout the day.
• Red Line: Modify the route to improve circulation and provide consistent
hourly service throughout the day.
• Blue Line: Extend service to The Shops at Santa Anita via Holly Avenue and
Duarte Road and provide consistent hourly service throughout the day.
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• Dial-A-Ride: Maintain existing service and evaluate improvements to
scheduling, dispatch, and customer-facing technology.
• Supporting Improvements: Complete necessary intersection and bus stop
improvements; pursue Metro TAP integration to provide a convenient cashless
fare option; and implement supporting technology, marketing, and outreach
improvements.
Table 3. Proposed Implementation Timeline
Recommended Change FY
2026–27
FY
2027–28
FY
2028–29
FY
2029–30
FY
2030–31
Green Line: Service extension and
frequency improvement
• •
Red Line: Route modification and
frequency improvement
• •
Blue Line: Service extension and
frequency improvement
• •
Dial-A-Ride improvements • • •
Intersection and bus stop
improvements
• • • •
Metro TAP/cashless fare payment
option
• •
Marketing, outreach, and
supporting technology
• • • • •
Together, these recommendations are intended to provide a more connected,
convenient, reliable, and accessible transit system that better meets community
needs and supports future ridership growth.
ENVIRONMENTAL ANALYSIS
The proposed action of adopting a final report does not constitute a project under
the California Environmental Quality Act (“CEQA”), and it can be seen with certainty
that it will have no impact on the environment. Any environmental impacts resulting
from the various recommendations included in the final report will be evaluated and
determined before their implementation.
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FISCAL IMPACT
Implementation of the recommended improvements will result in one-time and
ongoing costs, which will be phased based on project readiness, funding availability,
and coordination requirements. It is anticipated that eligible local, state, and federal
transportation funding sources, including Measure R and M Local Return, Proposition
A and C Local Return, and other applicable programs will be used.
The Assessment evaluated fare revenue and found that farebox recovery is
extremely limited, at approximately 0.3%. Individual and monthly fare rates have not
been adjusted for many years. Fare options will be considered as service
improvements are implemented in the coming years.
No General Fund contribution is anticipated to implement the final report’s
recommendations. Procurement and coordination activities will be initiated as
implementation progresses, with items requiring Council action, including future
consultant agreements, brought back to the City Council for approval.
RECOMMENDATION
It is recommended that the City Council determine this action does not constitute a
project under the California Environmental Quality Act (“CEQA”); and adopt
Resolution No. 7709 approving the Arcadia Strategic Transit Service Assessment Final
Report and the recommended service changes to the Arcadia Transit system.
Attachment No. 1: Resolution No. 7709
Attachment No. 2: Arcadia Transit Strategic Transit Service Assessment Report
Attachment No. 3: Map of Proposed Route Changes
1
RESOLUTION NO. 7709
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARCADIA,
CALIFORNIA, APPROVING ARCADIA STRATEGIC TRANSIT SERVICE
ASSESSMENT FINAL REPORT AND RECOMMENDED SERVICE CHANGES
WHEREAS, the City of Arcadia (“City”) provides local public transportation
services through Arcadia Transit, including fixed-route and Dial-A-Ride services; and
WHEREAS, the City initiated the Arcadia Transit Strategic Transit Service
Assessment (“Assessment”) in 2024 to evaluate the City's existing transit system,
changing transportation needs, travel patterns, ridership, system performance, and
community input, and to identify opportunities to improve local transit services; and
WHEREAS, the Assessment included technical analysis and community and
stakeholder engagement and identified opportunities to improve the accessibility,
reliability, connectivity, and effectiveness of Arcadia Transit; and
WHEREAS, the recommendations identified in the Assessment are intended to
improve local transit services and align City transit resources with current and future
community needs.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF ARCADIA, CALIFORNIA,
DOES HEREBY FIND, DETERMINE AND RESOLVE AS FOLLOWS:
SECTION 1. The City Council hereby approves the Arcadia Transit Strategic
Transit Service Assessment.
Attachment No. 1
2
SECTION 2. The City Manager, or designee, is authorized to coordinate with
the City’s transit operator, regional transportation partners, City departments, and
other appropriate agencies and stakeholders, and to take such actions as may be
reasonably necessary to advance implementation of the Assessment
recommendations.
SECTION 3. Implementation of the Assessment recommendations shall be
phased and may be adjusted as appropriate based on funding availability,
operational considerations, community needs, system performance, and other
factors affecting the City’s transit services.
SECTION 4. The Resolution is effective upon its adoption by the City Council.
SECTION 5. The City Clerk shall certify to the adoption of this Resolution.
[SIGNATURES ON THE NEXT PAGE]
Passed, approved and adopted this 1st day of September, 2026.
ATTEST:
City Clerk
APPROVED AS TO FORM:
Michael J. Maurer
City Attorney
Mayor of the City of Arcadia
Arcadia
Transit
Strategic
Assessment
NOVEMBER 2025
PREPARED BY
Attachment No. 2
P
Table of Contents
Executive Summary ......................................................................................................................... 5
1. Introduction.................................................................................................................................... 7
2. Transit Service Evaluation .......................................................................................................... 9
Key Terms ...................................................................................................................................................................... 10
Systemwide Overview .................................................................................................................................................. 11
Ridership .......................................................................................................................................................................... 17
Service Productivity ................................................................................................................................................... 20
Rider Experience ......................................................................................................................................................... 22
Financial Overview ..................................................................................................................................................... 23
Fleet and Facilities ..................................................................................................................................................... 24
Technology ................................................................................................................................................................... 25
3. Travel Market Assessment ....................................................................................................... 26
Service Area Characteristics .................................................................................................................................. 27
Key Travel Markets ..................................................................................................................................................... 33
Potential Impacts of Future Development Arcadia Travel Patterns .......................................................... 37
4. Public Outreach and Engagement .......................................................................................... 40
Phase One ...................................................................................................................................................................... 41
Phase Two ..................................................................................................................................................................... 45
5. Areas of Opportunity ................................................................................................................. 47
6. Recommended Service Enhancements .................................................................................. 50
Recommended Transit Service Changes ............................................................................................................ 51
Supporting Strategies ............................................................................................................................................... 55
7. Implementation Plan ................................................................................................................. 64
8. Appendix ..................................................................................................................................... 68
P
List of Figures
Figure 1. Arcadia Transit Fixed-Route System ........................................................................................................... 12
Figure 2. Arcadia Transit Connecting Routes by Regional Providers ................................................................ 14
Figure 3. Ridership by Fare Type, FY24 ...................................................................................................................... 15
Figure 4. Arcadia Transit Ridership by Service, FY24 ............................................................................................ 17
Figure 5. Arcadia Transit Annual Ridership, FY18 – FY24 ..................................................................................... 17
Figure 6. Arcadia Transit Ridership Post-Pandemic Recovery by Service, Jan/Feb 2024 vs. Jan/Feb
2020 ................................................................................................................................................................. 18
Figure 7. Arcadia Transit Average Daily Ridership by Service, FY24 ................................................................ 19
Figure 8. Arcadia Transit Weekday vs. Weekend Productivity by Service, FY24 ......................................... 21
Figure 9. Community Travel Survey Results: Question 8, Fall 2024 ................................................................. 22
Figure 10. Community Travel Survey Results: Question 9, Fall 2024 ............................................................... 22
Figure 11. Arcadia Population Density and Fixed-Route Network ...................................................................... 29
Figure 12. Arcadia Employment Density and Fixed-Route Network ................................................................. 30
Figure 13. Arcadia Household Income and Fixed-Route Network ...................................................................... 31
Figure 14. Total Travel Originating in Arcadia, Fall 2019 versus Fall 2023 ...................................................... 33
Figure 15. Trips Originating within Arcadia to the Mall/Racetrack Area by Start Time ............................... 34
Figure 16. Residential Population Change by TAZ, 2019 to 2035 ...................................................................... 38
Figure 17. Employment Change by TAZ, 2019 to 2035 ......................................................................................... 39
Figure 18. Current Arcadia Bus Stop Amenity Examples ...................................................................................... 57
P
List of Tables
Table 1. Local and Regional Route Frequencies and Key Destinations .............................................................. 13
Table 2. Highest Ridership Stops, FY24 ...................................................................................................................... 19
Table 3. Transit Agency Comparison, FY24 ............................................................................................................. 20
Table 4. Transit Agency Operating Subsidy Comparison, FY24 ........................................................................ 23
Table 5. Selected Financial Information by Arcadia Transit Service, FY24 .................................................... 23
Table 6. Arcadia Transit Fleet Replacement Schedule .......................................................................................... 24
Table 7. Nearby Average Population Densities ........................................................................................................ 27
Table 8. Bus Stop Additions and Removals ............................................................................................................... 56
Table 9. Proposed Implementation Timeline ............................................................................................................ 65
Table 10. Cost Estimates for Potential One-Time Capital or Program Investments .................................... 66
Arcadia Transit Strategic Transit Service Assessment | 5
Executive Summary
The 2025 Arcadia Transit Strategic Transit Service Assessment (STSA) evaluates the transit services
operated by the City of Arcadia, ten years after the opening of the Arcadia Light Rail Station for the Los
Angeles County Metropolitan Transportation Authority’s (Metro) A Line (previously the Gold Line) in
Arcadia and the launch of the Arcadia Transit fixed-route system. The introduction of the fixed-route
system was accompanied by the restructuring of the Dial-A-Ride service to serve only senior and
disabled residents rather than the general public. Through analysis of the current transit services’
performance, the demographics and travel patterns of the City’s residents, workers, and visitors, and
two rounds of stakeholder and public outreach, this study identified recommendations for Arcadia
Transit to better meet the community’s transit needs and operate more efficiently and sustainably.
This STSA found that Arcadia Transit’s fixed-route system is fundamentally well-designed and generally
still aligned with where people live, work, and travel the most in Arcadia. However, there are areas of
opportunity for targeted improvements. This study recommends maintaining a fixed-route system
oriented around the City’s regional transit hub at the Arcadia A Line Station, while expanding coverage
to new destinations and improving direct connections between key locations within Arcadia.
Preserving strong transit connections at the Arcadia A Line Station, which will function as a major
gateway for 2028 Olympic equestrian event attendees, will importantly also support the City’s Olympic
preparations. These route adjustments would be accompanied by improved operating hours and route
frequency to enhance the usability and convenience of the system for a variety of riders.
Service Recommended Service Change
; All Routes Extend the span of service to 6:00am to 9:00pm weekdays
and 7:00am to 7:00pm on weekends
; Green Line Modify the route to extend east of the Arcadia A Line Station
to Second Avenue
; Green Line Improve the schedule to operate regular 15-minute headways
throughout the day
; Red Line
Modify the route to continue operating northbound along First
Avenue between Foothill Boulevard and Colorado Boulevard
but return southbound via Second Avenue
; Blue Line Modify the route to serve The Shops at Santa Anita Mall via
Holly Avenue and Baldwin Avenue
; Red/Blue Lines Improve the schedule to operate regular hourly headways
throughout the day
Arcadia Transit Strategic Transit Service Assessment | 6
The STSA recommends maintaining the DAR service given its importance to the community and its
strong ridership recovery post-pandemic, and offers actions to improve efficiency and reliability. The
City should explore adopting advanced scheduling software to help improve dynamic trip assignment,
which could in turn help address the concerns expressed by riders and the current transit service
operator regarding limited vehicle availability during peak morning hours. If future cost pressures arise
and fixed-route performance is strong, strategies could include DAR fare adjustments to encourage
fixed-route use for those who are able to switch, or reducing DAR service hours and vehicle availability.
In addition to the proposed service changes, the STSA team identified a suite of potential supporting
strategies to maximize Arcadia’s investments to improve public transit services over the next five years.
x Invest in upgraded infrastructure and technology such as intersection improvements at
Holly/Duarte, new stop infrastructure, bus stop signage, bus stop improvements, wayfinding,
and Metro TAP integration to improve system visibility and rider experience.
x Pair transit service changes with a marketing action plan that builds excitement and awareness
in the community to help attract riders. The STSA team recommends a two-pronged approach,
consisting of 1) upfront investments, and 2) ongoing marketing and engagement.
x Monitor system performance over time through tracking and benchmarking performance
measures.
Arcadia Transit Strategic Transit Service Assessment | 7
1. Introduction
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The 2025 Arcadia Transit Strategic Transit Service Assessment (STSA) is a comprehensive
assessment of the fixed-route and Dial-A-Ride (DAR) services provided by Arcadia Transit. The STSA
identifies the transit needs of the community and evaluates potential changes to the existing system.
Arcadia last conducted a transit assessment in 2015 to inform the design of the current fixed-route
system. Prior to the launch of the fixed-route services in June 2016, Arcadia Transit operated a general-
public DAR service to supplement existing fixed-route services provided by Metro and Foothill Transit
within the City of Arcadia (“City”).
The Metro Light Rail Foothill Extension brought regional light rail service to Arcadia in early 2016, and
presented an opportunity to introduce a scheduled local circulator network with the train station as its
hub. The Arcadia Transit fixed-route system worked well in its initial years, connecting commuters to
the Gold Line (now the A Line) and visitors and residents to points of interest within the City (such as
The Shops at Santa Anita Mall, USC Arcadia Hospital, Santa Anita Park, and the L.A. County Arboretum).
The decline in ridership on Arcadia Transit, particularly following the COVID-19 pandemic
(“pandemic”), suggests the community’s transit needs, travel patterns, and/or mode preferences have
changed. This report seeks to understand these changes, and recommends strategies for meeting the
transit needs of Arcadia residents, workers, and visitors today.
The report is structured as follows:
x Transit Service Evaluation reviews Arcadia Transit’s current operations, including routes,
schedules, connections, and fare policies. This evaluation looks at the performance of the fixed-
route system as a whole, its individual routes, and the DAR service.
x Travel Market Assessment uses demographic data, future development projections, and travel
pattern data to identify areas where Arcadia Transit resources could be better aligned with the
community’s needs.
x Public Outreach and Engagement summarizes insights from community engagement activities
conducted during Fall 2024 and Spring 2025 with stakeholders, riders, non-riders, and bus
operators on Arcadia’s transit system.
x Areas of Opportunity brings together the key findings that informed potential service changes from
the travel market assessment, transit service evaluation, and first phase of community engagement.
x Recommended Service Enhancements provides recommendations for service changes, supporting
investments in infrastructure and technology, and a marketing action plan.
Arcadia Transit Strategic Transit Service Assessment | 9
2. Transit Service Evaluation
Arcadia Transit Strategic Transit Service Assessment | 10
The service evaluation provides an overview of the current Arcadia Transit system, including headways,
span of service, connecting services, and fare policies.
x Current and historical ridership data informs our understanding of ridership recovery since
the COVID-19 pandemic, and identifies areas of the city with the greatest transit ridership.
x Together with ridership data, annual revenue hours by route and by service allow us to analyze
service productivity (passenger trips per revenue hour) by service and day of week.
x Fare data and community transportation survey data illuminate Arcadia Transit’s different
ridership markets and each market’s share of overall ridership.
x Results from the Community Transportation Survey, conducted online and in-person at
various locations in Arcadia in November 2024, inform our understanding of the rider
experience as well as the overall travel patterns of Arcadia residents.
Key Terms
Some important concepts about transit services and how this evaluation addresses them:
Fixed-route services are bus routes following a specific series of stops on a published schedule. Riders
must go to a bus stop before the bus is scheduled to arrive and can only exit the bus at a designated
stop. Fixed-route buses generally have the capacity to carry dozens of passengers an hour as people
get on and off the route, and no reservation or advanced tickets are required. Arcadia Transit uses
cutaway buses, which can accommodate up to 14 seated passengers.
Dial-a-ride (DAR) service, also known as demand response, refers to reservation-based transit
programs that will pick up and drop off an individual at times and places of their choosing (within a
defined service area). Demand-response programs traditionally require riders to request their trips at
least a day in advance, although recent advances in technology have made it more practical to offer
same-day or even on-demand response times. Demand-response programs using this on-demand
technology are sometimes called microtransit. DAR capacity is typically limited to only serving a few
passengers per hour per vehicle.
Service span is how much of the day transit service is offered; for example, between 4:00am and
10:00pm.
Service frequency is how often a given fixed-route bus heading in one direction departs a stop. In
California, service is generally considered “frequent” if buses come at least every 15 minutes throughout
the day.
Fiscal years: Governmental agencies typically follow a fiscal year (FY) that begins on July 1st and
concludes the following June 30th. For brevity, this report will refer to fiscal years only by the year they
end. For example, fiscal year 2023 (FY23) began on July 1, 2022, and ended June 30, 2023. In most
cases, this report will refer to fiscal year ridership unless otherwise specified.
Revenue hours and miles are the hours and mileage each day that service is operating to pick up and
drop off passengers. Buses driving that are not in passenger (revenue) service are deadheading. Local
bus routes generally try to avoid deadhead hours and miles. In this report, transit productivity is
measured by dividing the annual number of passenger boardings by the annual revenue hours
operated.
Arcadia Transit Strategic Transit Service Assessment | 11
Systemwide Overview
Arcadia Transit offers three fixed-route bus routes as well as a DAR service. Figure 1 shows the three
current bus routes—the Green Line, the Blue Line, and the Red Line. The DAR system operates within
City limits.
The DAR service is available for residents with a disability, and to residents aged 62 years or older, but
not the general public. Access Services is a Countywide agency that meets the requirements of ADA
complementary paratransit service—shared-ride, curb-to-curb public transportation service for
individuals with disabilities who are unable to use fixed-route public transit must be provided within ¾
of a mile of fixed-route bus service—and is also available to Arcadia residents with disabilities. The
fixed-route services were implemented in 2016 due to the expansion of the Metro A Line (then Gold
Line) to Arcadia, as well as in response to general feedback from riders about the DAR service (then
available to all residents) being overwhelmed by students around high school bell times.
Fixed-Route Services
Green Line
The Green Line provides connections between the Arcadia A Line Station and the Los Angeles County
Arboretum, predominantly via Huntington Drive. This route serves major community destinations
including USC Arcadia Hospital, The Shops at Santa Anita Mall, Santa Anita Park, and the civic center.
It runs on weekdays every 15-30 minutes between 6:30am and 7:30pm, and on weekends every 20
minutes between 9:20am and 6:20pm.
Blue/Red Lines
The Blue and Red Lines operate together to form a bidirectional loop between the Arcadia A Line
Station and Las Tunas Drive and Live Oak Avenue on the south end of the City. The Blue and Red Lines
predominately serve the City’s residential neighborhoods, as well as Arcadia High School, the Arcadia
Public Library, and the Arcadia Hub Shopping Center at Baldwin Avenue and Duarte Road. The Red Line
extends beyond the Arcadia A Line Station, serving neighborhoods along First Avenue in north Arcadia
and the retail plaza at Foothill Boulevard and Second Avenue. The Blue and Red Lines each run on
weekdays every 45-90 minutes between 6:30am and 8:30pm, and on weekends every 45-55 minutes
between 7:00am and 7:00pm.
Fixed-Route Access
In addition to providing access to most educational, civic, recreation, and healthcare facilities in the
City of Arcadia, the fixed-route network provides a bus stop within one-half mile of approximately 60
percent of Arcadia’s overall population, or about 33,000 people. This includes:
x 61 percent of Arcadia seniors
x 57 percent of Arcadia youth
x 66 percent of Arcadia households living below the poverty line
x 63 percent of Arcadia households without access to a motor vehicle
x 68 percent of jobs in Arcadia
Arcadia Transit Strategic Transit Service Assessment | 12
Figure 1. Arcadia Transit Fixed-Route System
Arcadia Transit Strategic Transit Service Assessment | 13
Dial-A-Ride
The DAR service is available for residents with a disability, and to residents aged 62 years or older, to
and from any destination within City limits. This service requires passengers to complete a one-time
pre-registration to confirm their eligibility, must be reserved in advance, and may be shared rides,
depending on the origin and destination points and demand for services at the time. The DAR service
operates on weekdays between 7:00am and 9:00pm and on weekends between 7:00am and 7:00pm.
Connecting Services
Metro and Foothill Transit also provide transit service within the City of Arcadia for local trips and trips
to the broader San Gabriel Valley region. Metro operates the A Line Metro Rail service, providing access
to Long Beach, Downtown Los Angeles, Pasadena, and points as far east as Pomona in the San Gabriel
Valley. The Foothill Extension to Montclair is expected to be completed in 2029. Metro also provides
bus service to communities to the south and west such as El Monte, Temple City, and Pasadena. Foothill
Transit provides bus service that connects Arcadia to communities such as Monrovia, Azusa, Duarte,
and Pasadena.
Table 1 shows transit service frequency by day of the week and key destinations for regional transit
routes that pass through Arcadia. Figure 2 shows a map of these services in relation to Arcadia City
limits and Arcadia Transit services.
Table 1. Local and Regional Route Frequencies and Key Destinations
Operator/Route Weekday
Frequency
Saturday
Frequency
Sunday
Frequency Key Destinations
Metro A Line 8-10 min 10 min 10 min Long Beach, Downtown LA,
Pasadena, Azusa
Metro 179 30 min 45 min 45 min San Marino, South Pasadena,
Alhambra
Metro 267 30 min 30 min 30 min Pasadena, El Monte
Metro 268 30-60 min 60 min 60 min Temple City, El Monte
Metro 287 40 min 60 min 60 min El Monte, Montebello
Foothill 187 15 min 30 min 30 min Pasadena, Duarte, Azusa
Foothill 270 60 min 60 min 60 min Monrovia, El Monte
Arcadia Transit Green
Line 15-30 min 20 min 20 min
Santa Anita Park, City Hall, USC
Arcadia Hospital, The Shops at
Santa Anita Mall, and L.A. County
Arboretum
Arcadia Transit
Blue/Red Lines 45-90 min 45-55 min 45-55 min
Arcadia schools, commercial,
retail, and residential areas along
and south of Duarte Road
Source: Transit agency websites.
Arcadia Transit Strategic Transit Service Assessment | 14
Figure 2. Arcadia Transit Connecting Routes by Regional Providers
Source: GTFS data.
Arcadia Transit Strategic Transit Service Assessment | 15
Fares and Transfers
The base fare for the fixed-route services is $0.50, with one free transfer between Arcadia Transit
routes. Seniors and persons with disabilities can ride the fixed-route system for free, or pay $0.50 per
ride for the DAR service. Additionally, there is a $5.00 monthly pass available for DAR users that
provides unlimited rides. Children under the age of five are also eligible to ride the fixed-route system
free of charge. Fares must be paid with cash in exact change; the system does not accept TAP or other
farecard media.
Currently less than a quarter of riders pay the full fare, as shown in Figure 3. Seniors make up nearly 82
percent of Green Line ridership and about half of Blue/Red Line ridership, making them Arcadia Transit’s
largest ridership market.
Ridership data also indicates that 19 percent of Blue/Red Line riders are transferring from the Green
Line to the Blue/Red Lines. Irregular schedules of every 45-90 minutes on the Blue/Red Lines and every
15-30 minutes on the Green Line limit the opportunity for timed connections between these routes at
the Arcadia A Line Station. More than half of all Blue/Red Line trips require waiting more than 15 minutes
to transfer to the Green Line and nearly two-thirds of Green Line trips require waiting more than 15
minutes to transfer to the Blue/Red Lines.
Figure 3. Ridership by Fare Type, FY24
There are currently no transfer agreements in place with regional transit providers like Metro or Foothill
Transit. Passengers transferring from an Arcadia Transit bus to a Metro or Foothill Transit route must
pay both fares. Full fare on either connecting system is $1.75, but both Metro and Foothill Transit offer
reduced fare options for seniors, students, and those with disabilities; there is also a countywide low-
income fare subsidy program called LIFE. Riders must also pay the $0.50 Arcadia Transit fare when
transferring from Metro or Foothill Transit routes onto Arcadia Transit services, unless they are eligible
for free fare.
11%
3%
4%
82%
Green Line
Full Fare Transfers ADA Seniors
24%
19%
8%
49%
Blue/Red Lines
Arcadia Transit Strategic Transit Service Assessment | 16
Public Awareness
Low awareness of Arcadia Transit services is a significant factor affecting ridership potential. Nearly
half of all respondents to the Fall 2024 community transportation survey indicated they were not
familiar with Arcadia Transit. The need to grow awareness of Arcadia Transit was also a common theme
raised during conversations with operators and stakeholders, which included representatives from the
Arcadia Unified School District, Arcadia Chamber of Commerce, Arcadia Recreation š Community
Services, Santa Anita Park, and several local hotels. Several stakeholder representatives acknowledged
their assumption was that Arcadia Transit services were primarily for senior citizens.
Arcadia Transit Strategic Transit Service Assessment | 17
Ridership
Arcadia Transit had just under 50,000 total annual boardings across its services in FY24, which
translates to 83 average daily fixed-route boardings and 55 average daily DAR boardings. Fixed-route
services accounted for about 60 percent of total Arcadia Transit ridership, while DAR accounted for
the remaining 40 percent of ridership. Figure 4 shows the breakdown between the Blue/Red Lines,
Green Line, and the DAR service.
Figure 4. Arcadia Transit Ridership by Service, FY24
Post-Pandemic Recovery
Fixed-route ridership reached a high point of over 53,000 total annual boardings in FY19, before a
sharp decline during the COVID-19 pandemic. DAR ridership also peaked that year with almost 24,000
total annual boardings. DAR ridership declined during the pandemic, though not as drastically as fixed-
route ridership. Since 2020, ridership recovery on the fixed-route services has been slower than on the
DAR service, which has nearly returned to pre-pandemic ridership. In FY24, the fixed-route services
had nearly 30,000 total annual boardings (53 percent of FY19 total boardings), while DAR had just
under 20,000 total annual boardings (83 percent of FY19 total boardings).
Figure 5. Arcadia Transit Annual Ridership, FY18 – FY24
Note: FY18 data is for October-July only.
17,364
(35%)
12,570
(25%)
19,615
(40%)
Blue/Red
Green
DAR
0
10,000
20,000
30,000
40,000
50,000
60,000
FY18 FY19 FY20 FY21 FY22 FY23 FY24
An
n
u
a
l
R
i
d
e
r
s
h
i
p
Fixed Route Dial-A-Ride
Arcadia Transit Strategic Transit Service Assessment | 18
Ridership recovery since the peak of the COVID-19 pandemic has been uneven across Arcadia Transit
services. DAR weekday ridership has nearly recovered to pre-pandemic levels and weekend DAR
ridership is around 80 percent of pre-pandemic ridership. Weekday ridership has been slower to
recover than weekend ridership across the fixed-route services, though the Blue/Red Lines have seen
stronger ridership recovery than the Green Line on both weekdays and weekends. Figure 6 shows the
ridership recovery for each transit service by day of the week, comparing January and February 2024
ridership with January and February 2020 ridership.
There are several possible reasons for these differences in ridership recovery. The Green Line is more
dependent on employment centers for weekday ridership, including the civic center and USC Arcadia
Hospital, than the Blue/Red Lines, which receive much of their ridership from senior facilities and
schools. Additionally, the Green Line might be more dependent on ridership recovery of the Metro Rail
system, as it predominantly connects the Arcadia A Line Station to important regional destinations in
the City. August 2024 weekday Metro rail boardings were about 23 percent lower than August 2019
weekday rail boardings1. Lower racetrack attendance and fewer race days at Santa Anita Park since the
pandemic may be another contributing factor.
Figure 6. Arcadia Transit Ridership Post-Pandemic Recovery by Service, Jan/Feb 2024 vs.
Jan/Feb 2020
Ridership by Day of Week
During the week, the Blue/Red Lines carry nearly three times as many daily passengers as the Green
Line. However, the Green Line experiences significantly higher ridership on weekends compared to its
weekday levels. In fact, Green Line average daily weekend ridership surpasses the average daily
ridership of the Blue and Red Lines on both weekdays and weekends—despite the Green Line only
recovering 40–50% of its pre-2019 ridership levels. These trends may be related to the destinations
served by each service. The Blue/Red Lines serve schools and senior facilities, which are largely
oriented around weekday programming, while the Green Line serves a major shopping mall and
recreational attractions. DAR services serve seniors and people with disabilities, helping them access
1 LA Metro. “LA Metro’s August Ridership Marks 21st Consecutive Month of Year-Over-Year Growth,” September
2024.
67%
88%
105%
30%
50%43%
97%
79%84%
0%
20%
40%
60%
80%
100%
120%
Weekday Recovery Saturday Recovery Sunday Recovery
Re
c
o
v
e
r
y
R
a
t
e
Blue/Red Green DAR
Arcadia Transit Strategic Transit Service Assessment | 19
appointments for healthcare or other needs, which are also more likely to occur Monday through Friday.
Figure 7 compares the average daily ridership in the most recent fiscal year between different Arcadia
Transit services on weekdays and weekends.
Figure 7. Arcadia Transit Average Daily Ridership by Service, FY24
Ridership by Stop
Arcadia Transit relies on driver counts for stop-level ridership information. As a result, stop-level
ridership is not available for all stops, as drivers only record stop-level boardings at major
stops/timepoints.
Amongst stops where stop-level boardings are tracked, the Arcadia A Line Station has the highest
ridership in the system. This stop had over 12,000 boardings during FY24, averaging 34 boardings per
day. Other high ridership stops are spread out across the system but are predominantly on the Blue/Red
Lines. The USC Arcadia Hospital was the only Green Line stop with greater than 1,000 annual boardings
in FY24, which translates to just under four boardings per day. Table 2 lists Arcadia Transit stops with
more than 1,000 annual boardings, as counted by operators in FY24.
Table 2. Highest Ridership Stops, FY24
Stop Total FY24 Boardings Routes Served
Arcadia A Line Station 12,364 Blue, Red, Green
Sunset š Duarte 4,102 Blue
Live Oak š Santa Anita 3,815 Blue, Red
USC Arcadia Hospital 2,825 Green
Baldwin š Duarte 1,916 Blue
Camino Real š Second 1,404 Red
58
22
67
27
67
29
0
10
20
30
40
50
60
70
80
Blue/Red Green DAR
Av
e
r
a
g
e
D
a
i
l
y
R
i
d
e
r
s
h
i
p
Weekday Weekend
Arcadia Transit Strategic Transit Service Assessment | 20
Service Productivity
Overall fixed-route productivity in FY24 was 2.0 boardings per revenue hour, with the lowest
productivity service being the Green Line on weekdays, which averaged 1.1 boardings per revenue hour.
This is considered low for fixed-route transit. In FY24, other comparable systems operating in the
nearby communities of Monterey Park, Baldwin Park, and El Monte had productivity values of 3.4, 3.3,
and 10.7 boardings per vehicle revenue hour, respectively—although these communities all serve areas
with greater population density than Arcadia. The City of Monterey Park is closest in size to Arcadia in
terms of population, and operates a transit service that was 60 percent more productive than Arcadia
Transit in FY24, as shown in Table 3. The Spirit Bus, Monterey Park’s transit service, serves a mix of
residential areas, commercial corridors/plazas, and public buildings throughout the community, as well
as East Los Angeles College. Unlike Arcadia Transit, the Spirit Bus only operates on weekdays.
Table 3. Transit Agency Comparison, FY24
City
Population
Density
(Pop.
per
Square
Mile)
Fixed-
Route
Ridership
Number
of
Routes
Operating
Days
Fixed-
Route
Revenue
Hours
Fixed-
Route
Boardings
per
Revenue
Hour
Arcadia
Transit 56,697 5.2k 29,934 3 Mon-Sun 15,330 2.0
Spirit Bus
(Monterey
Park)
61,828 7.7k 64,354 4 Mon-Fri 18,944 3.4
Baldwin Park
Public
Transit
76,056 10.9k 70,849 3 Mon-Sun1 21,584 3.3
El Monte
Transit 201,889 20.2k 264,012 5 Mon-Sun 24,698 10.7
Source: City of Arcadia; Federal Transit Administration National Transit Database, “Transit Agency Profiles,”
2024.
Note:
1 Baldwin Park Public Transit’s Express Line operates on weekdays only. The Pumpkin and Teal Lines, which follow
the same route but operate in opposite directions, offer service seven days a week.
Arcadia Transit Strategic Transit Service Assessment | 21
During the weekdays, the Blue/Red Lines serve more passengers per hour than the Green Line.
However, this trend reverses on weekends, when the Green Line becomes nearly four times more
productive than the Blue/Red Lines, as shown in Figure 8. Weekends on the Green Line are the most
productive service and time period operated by Arcadia Transit by a substantial margin, and the only
time period to exceed four boardings per hour. This level of productivity remains low compared to
similar fixed-route systems but is approaching the level at which fixed-route transit surpasses the
maximum efficiency demand-response service could achieve. Pre-pandemic, the Green Line was
even more productive on weekends, carrying twice as many passengers as it did in the most recent
fiscal year.
Figure 8. Arcadia Transit Weekday vs. Weekend Productivity by Service, FY24
2.2
1.1
1.8
1.3
4.2
1.7
0
1
2
3
4
5
Blue/Red Green DAR
Bo
a
r
d
i
n
g
s
p
e
r
R
e
v
e
n
u
e
H
o
u
r
Weekday Weekend
Arcadia Transit Strategic Transit Service Assessment | 22
Rider Experience
Arcadia Transit riders are generally satisfied with their on-board experience. In the Fall 2024
community transportation survey, riders identified top areas for fixed-route service improvement as
on-time performance, service frequency, and convenience of bus stop locations. Top areas for
improvement for DAR services were trip availability and the trip reservation process. As shown in Figure
9 and Figure 10, these areas of opportunity are among the most important features for riders when
considering taking transit. Arcadia Transit bus operators confirmed that these are the areas of
improvement they hear most about from passengers as well. Many non-riders shared that one of their
top reasons for not using Arcadia Transit was that it does not come often enough, suggesting greater
frequency could be a lever for growing ridership in addition to improving existing rider satisfaction.
Areas with the most rider satisfaction across Arcadia Transit services were ease of payment and
affordability.
Figure 9. Community Travel Survey Results: Question 8, Fall 2024
Figure 10. Community Travel Survey Results: Question 9, Fall 2024
0102030405060708090
Physical accessibility (bus and bus stops)
I have not considered/will not consider Arcadia Transit fixed-route service
Ease of payment
Availability of seats
Comfort (bus and bus stop)
Hours of operation
Travel time
Connections to other transit services (e.g. Metro A Line)
Reliability (consistent and on-time arrival and departure)
Safety
Affordability/cost
Frequency (how often a bus comes)
Convenience (proximity of bus stop to your home and/or destination)
Q8 - When considering taking a fixed-route bus, what are the three most
important features to you?
Most important Second most important Third most important
010203040506070
Physical accessibility of bus
Pre-registration process (applying to confirm eligibility status)
Customer service
Ease of payment
Comfort of bus
Trip reservation process
Availability of trip reservations
Hours of operation
Reliability (consistent and on-time arrival and departure)
Affordability/cost
Q9 - When considering taking Dial-A-Ride, what are the three most important
features to you?
Most important Second most important Third most important
Arcadia Transit Strategic Transit Service Assessment | 23
Financial Overview
Arcadia Transit spent around $2.6 million delivering transit services in FY24, with nearly half of contract
operations expenditures supporting DAR operations. For fixed-route service, the operating cost per
passenger trip generally decreases as ridership increases. In FY24, the per passenger trip operating
cost for DAR services in Arcadia was $59.00, which is typical of the industry average. However, at
$49.29, the operating cost per passenger trip in Arcadia for fixed-route service is considered high.
Table 4 shows the operating cost per passenger trip for Arcadia in FY24 compared to other transit
agencies serving nearby communities.
Table 4. Transit Agency Operating Subsidy Comparison, FY24
City Population
Fixed-Route
Boardings per
Revenue Hour
Fixed-Route
Operating Cost
per Passenger
Trip
Fixed Route
Operating Cost
per Revenue
Hour
Arcadia Transit 56,697 2.0 $49.29 $97.35
Spirit Bus (Monterey
Park) 61,828 3.4 $45.92 $155.98
Baldwin Park Public
Transit 76,056 3.3 $26.89 $88.28
El Monte Transit 201,889 10.7 $11.35 $121.37
Source: Federal Transit Administration National Transit Database, “Transit Agency Profiles,” 2024.
The average fare collected per passenger ranged from $0.08 to $0.19 depending on the Arcadia Transit
service, leading to a farebox recovery ratio of around 0.3 percent. Given the farebox revenue being
collected, it is likely that charging fares is costing Arcadia Transit more than the net proceeds in fares
collected, and that fares represent a negligible line item in the annual operating budget. Assuming four
hours a week of staff time at $100 per hour to collect, account for, and deposit fares, this amounts to
$20,800 annually to collect fares compared to $7,500 in total fare revenue in FY24. Table 5 summarizes
fare-related metrics across Arcadia Transit services for FY24.
Table 5. Selected Financial Information by Arcadia Transit Service, FY24
Blue/Red Lines Green Line DAR
Ridership 17,364 12,570 19,615
Average Fare Collected per Trip $0.16 $0.08 $0.19
Farebox Recovery 0.4% 0.2% 0.4%
Arcadia Transit Strategic Transit Service Assessment | 24
Fleet and Facilities
As of 2024, the Arcadia Transit fleet included a total of 18 paratransit vehicles—12 Starcraft Allstar
cutaway buses and six Dodge Entervan minivans. The fixed-route service fleet is comprised of ten
cutaway buses that run on compressed natural gas (CNG) and can seat 12 to 16 passengers. The DAR
service operates six minivans with a seating capacity of five, and two cutaway buses with a seating
capacity of 12, all powered by gasoline. Most of the City’s fleet was manufactured in 2019, with two
cutaway buses manufactured a year later in 2020.
The replacement schedule laid out in the City of Arcadia’s most recent Transit Asset Management Plan
is summarized in Table 6. While only a subset of the City’s fleet was procured with FTA funds, Arcadia’s
2024-2028 Transit Asset Management Plan describes the City’s intention to use the FTA’s Useful Life
Benchmark (ULB) rule2 to determine the replacement schedule for the entire fleet. This replacement
schedule is being revisited since the City is no longer proceeding with its plan to build a Compressed
Natural Gas fueling facility. The contracted transit operator, Transdev, shared that some DAR riders
have expressed concerns with the minivan vehicle size and would feel more comfortable traveling in
larger vehicles. The City may want to consider this feedback ahead of purchasing new minivans in
2028. Arcadia Transit does not own any other equipment or facilities.
Table 6. Arcadia Transit Fleet Replacement Schedule
Vehicle Type Fuel Type Number of
Vehicles
Primary
Service
Approximate
Cost Project Year
Cutaway bus (26 ft) CNG 5 Fixed-Route $655,000 2026
Cutaway bus (22 ft) CNG 2 Fixed-Route $234,000 2026
Cutaway bus (22 ft) To be
determined 2 Fixed-Route $234,000 2028
Cutaway bus (26 ft) CNG 3 Fixed-Route $393,000 2028
Minivan Gasoline 6 DAR $702,000 2028
Source: City of Arcadia Transit Asset Management Plan 2024-2028.
2 The FTA defines the ULB as the minimum acceptable period a capital asset purchased with FTA funds should
be used in service. The FTA’s service life categories indicate the City’s cutaway buses have a minimum service
life of five years or 150,000 miles and that the minivans have a minimum service life of four years or 100,000
miles.
Arcadia Transit Strategic Transit Service Assessment | 25
Technology
The primary rider-facing technology for Arcadia Transit riders is the Passio GO! app, which can be used
to track the location of fixed-route buses in real time and see the estimated time of arrival for a given
stop. The app is free and available in the Apple and Google Play app stores. Real-time arrival
information can also be accessed via the Google Maps, Apple Maps, Transit, and Moovit apps. There
are currently no technological solutions supporting fare payment or DAR trip reservation on the
customer side. Ease of payment did not rank as a top issue area for fixed-route or DAR riders in the
community travel survey, though expanding fare payment options could help reduce barriers for new
riders looking to try the service. The trip reservation process and availability of trip reservations ranked
as the biggest pain points for DAR riders, pointing to a potential opportunity to leverage technology to
improve current processes.
Arcadia Transit uses several technologies to support its fixed-route and DAR operations: Connected
Signals Inc. powers the transit signal priority (TSP) system and TripMaster by CTS Software is used to
manage DAR. TSP is a traffic management technique that adjusts signal timing at intersections to favor
public transit vehicles, helping reduce delays and improve schedule reliability. It typically involves
extending green lights or shortening red lights when a bus is approaching. Arcadia’s TSP system is
adaptable to different transit systems and is beginning to be accessible to regional transit service
providers such as Metro. The benefits of TSP in Arcadia have not yet been fully realized as individual
Arcadia Transit operators’ use of the technology is inconsistent. Arcadia Transit should work with
Connected Signals to analyze usage statistics, and partner with operators to develop a plan for more
consistent use of the technology. The TripMaster solution for DAR is meeting the agency’s needs
according to Transdev management. Trip availability issues are driven more so by uneven demand
throughout the day, with a disproportionate number of trip requests for the 8:00am-10:00am period.
This challenge may be better addressed through a rider-facing trip reservation solution.
Arcadia Transit Strategic Transit Service Assessment | 26
3. Travel Market Assessment
Arcadia Transit Strategic Transit Service Assessment | 27
The travel market assessment uses data to explore where, when, and how people travel in and around
Arcadia. This, in turn, highlights the opportunities to provide transit that will serve the greatest need
and the most people. The following data sources informed the assessment:
x Census data from the 2022 American Community Survey (ACS) five-year estimates identifies
demographic factors that correlate with higher transit usage, such as concentrations of lower
income households, seniors, and school-age children.
x Data from 2022 from the U.S. Census Longitudinal Employer-Household Dynamics (LEHD)
Origin-Destination Employment Statistics (LODES) dataset provides information about the
location and concentration of employment in the City.
x Replica data models travel patterns between census block groups by time of day. Replica uses land
use characteristics, mobile app data, traffic counts, and other data sources to estimate travel
demand, trip purposes, and other factors which can be used to identify travel markets where transit
may successfully compete with other modes.
x Anticipated changes in population and employment from the Southern California Association of
Governments (SCAG) Travel Demand Model define where travel demand may grow in the coming
5-10 years as new developments are constructed and occupied.
x Results from the Community Transportation Survey, conducted online and in-person at various
locations in Arcadia in November 2024, inform our understanding of the rider experience as well
as the overall travel patterns of Arcadia residents.
Service Area Characteristics
As a component of the Transportation Services Division within the City’s Development Services
Department, Arcadia Transit’s primary responsibility is to address the transportation needs of Arcadia
residents, students, and visitors within the City’s boundaries. The Arcadia Transit service area spans
approximately 10.9 square miles with just over 54,000 residents and around 25,000 jobs.
Population Density
Average population density within Arcadia is about 4,900 people per square mile. For comparison,
Monrovia has a density of around 2,700 people per square mile, Pasadena has a density of around
5,800 people per square mile, and West Covina has a density of around 6,600 people per square mile.
Table 7. Nearby Average Population Densities
City Average Population Density
(people per square mile)
West Covina 6,600
Pasadena 5,800
Arcadia 4,900
Monrovia 2,700
Source: 2022 ACS 5-year estimates.
Arcadia Transit Strategic Transit Service Assessment | 28
Higher density areas have a larger potential ridership market within walking distance of a transit stop,
and as a result, generally have a higher demand for transit services. The most densely populated areas
of Arcadia are along Duarte Road, including east of Santa Anita Avenue as well as west of Baldwin
Avenue to the City limits. Figure 11 visualizes population density across the City by census block group,
in relation to the existing fixed-route transit routes and stops operated by Arcadia Transit. The current
fixed-route system is well aligned with the most densely populated areas of the City.
Job Density
Arcadia’s 25,000 jobs are generally concentrated within a few areas of the community, most of which
are served by the existing fixed-route system. The area around The Shops at Santa Anita Mall and Santa
Anita Park, and the area surrounding USC Arcadia Hospital along Huntington Drive are the City’s largest
job centers. Over 1,000 jobs are concentrated in the area surrounding the mall and racetrack. Additional
employment centers include the retail and medical facilities located near Baldwin Avenue and Duarte
Road, the commercial area just east of Downtown Arcadia along Huntington Drive, and the industrial
park in far southeast Arcadia. Figure 12 shows job density across the City by census block group.
Arcadia Transit does not currently offer fixed-route stops along Huntington Drive east of First Avenue
or in the industrial and warehouse district in the southeast, though the former is served by Foothill
Transit Line 187.
Income
Arcadia’s median household income is above the countywide average. In 2022, Arcadia had a median
household income of $108,000, higher than the L.A. County average of $83,000.
From an equity perspective, an important role of transit is to make key destinations more accessible to
the lowest-income households in the community, thereby supporting their participation in the
economy, and access to healthcare, social, and recreational opportunities. Households with median
incomes below the City and countywide averages are concentrated in the western portion of the city
along Duarte Road west of Baldwin Avenue.
As shown in Figure 13, the Blue Line serves the census tracts with the lowest median household
incomes. The northern portion of the City has the highest median household income and the least
amount of Arcadia Transit fixed-route service coverage.
Arcadia Transit Strategic Transit Service Assessment | 29
Figure 11. Arcadia Population Density and Fixed-Route Network
Arcadia Transit Strategic Transit Service Assessment | 30
Figure 12. Arcadia Employment Density and Fixed-Route Network
Arcadia Transit Strategic Transit Service Assessment | 31
Figure 13. Arcadia Household Income and Fixed-Route Network
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Vehicle Access
Most households in Arcadia have access to at least one vehicle. Concentrations of households with
zero vehicles generally have higher demand for public transportation services. In Arcadia as a whole,
96 percent of households have access to at least one vehicle, which is higher than the L.A. County
average of 91 percent. There is no single area with a notable concentration of zero-car households.
Transit still has opportunity even where vehicle ownership is high; young adults and seniors in particular
are less likely to drive and may be going to different places at the same time as driving adults in the
household. There are also many adults who would prefer not to drive for every trip, even if they have
access to a car. Regardless, the high percentage of vehicle access presents a greater challenge than a
clear opportunity for transit adoption.
Senior Population
Twenty percent of Arcadia’s population is over the age of 65, with the largest concentration of seniors
living in the southern portion of the city, and in the neighborhoods west of Baldwin Avenue between
Hugo Reid Drive and Colorado Boulevard. Seniors may be less comfortable driving and have a range of
local destinations they visit throughout the day compared with working adults, including medical
appointments and shopping centers. Arcadia Transit offers at least one fixed-route stop in every census
block group where seniors account for 40 percent or more of all residents. Seniors with limited mobility
also typically make up a high proportion of DAR program users, which is provided throughout the City.
Youth Population
Twenty-one percent of Arcadia’s population is under the age of 18. The youth population is generally
spread out across the City, though there are more significant concentrations south of Huntington Drive,
in the southwest portion of the city between Longden Avenue and Santa Anita Avenue, and north of
Foothill Boulevard. Areas with a higher concentration of youth may have a higher demand for transit
services, particularly because high school students in California often rely on public transportation
services to reach school. Young people may also have limited resources to spend on private vehicles.
Arcadia Transit fixed-route services are well aligned with areas with higher concentrations of youths
today.
Population with Disabilities
The areas of Arcadia with a higher concentration of individuals with disabilities include the racetrack
and mall area, as well as along Duarte Road west of Baldwin Avenue. Persons with disabilities may utilize
public transit to get around if their disability prevents them from operating a motor vehicle. In Arcadia,
8.1% of the population has a disability.
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Key Travel Markets
This section analyzes travel within Arcadia and regional travel patterns between Arcadia and
neighboring communities using data from the Replica Fall 20233 model for a typical weekday to better
understand how well Arcadia Transit serves key travel markets. Travel demand markets are measures
of total estimated travel between different places and can be distinguished by the type of traveler (such
as seniors or students) or the purpose of the trip (such as work or recreation). Data from the U.S.
Census Longitudinal Employer-Household Dynamics (LEHD) dataset was also analyzed and provides
additional context on commute patterns.
4 The travel market analyses considered travel volumes and
trends at three scales:
x Overall travel:Total volume of trips within, to, and from Arcadia
x Local travel:Common origins and destinations for key areas across the City
x Regional travel:Common origins and destinations for work-based travel in the City
Overall Travel Demand
Overall travel in Arcadia in 2023 reflected a return to pre-COVID levels, despite lower transit ridership,
as shown in Figure 14. Approximately 228,000 trips originated within the City of Arcadia on an average
weekday, per the Replica travel demand model from Fall 2023. Of those trips, about 35 percent
remained within Arcadia, with the remainder having a destination outside city limits. The following areas
generate the most trips in the city.
1. The area encompassing the Shops at Santa Anita Mall, Santa Anita Park, Arcadia High School,
and the civic center
2. The Arcadia A Line Station and adjacent commercial corridor and hotel cluster along
Huntington Drive
3. The area surrounding the intersection of Baldwin Avenue and Duarte Road
Figure 14. Total Travel Originating in Arcadia, Fall 2019 versus Fall 2023
Source: Replica, Fall 2023.
3 Replica is a nationwide activity-based travel demand model developed using connected vehicle data, location-
based services, and public traffic and transit data.
4 LEHD is a program run by the Center for Economics Studies and the U.S. Census Bureau that provides a
quarterly database covering over 95% of employment in the United States. It integrates administrative data
(e.g. unemployment insurance earnings data, Quarterly Census of Employment and Wages) on jobs,
businesses, and workers with existing census and surveys.
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Local Travel
The Arcadia Transit fixed-route transit system was designed to connect the city’s commercial areas,
civic center, and residential neighborhoods with the Metro Rail system at the Arcadia A Line Station.
Given the increased reliance on telework and other remote technologies post-pandemic, this study
sought to understand whether trip patterns within Arcadia still align with Arcadia Transit’s existing fixed
routes. The local travel market analysis relies on Replica data to/from the three areas of the City
generating the most overall trip activity: the Shops at Santa Anita Mall and Santa Anita Park, the Arcadia
A Line Station, and Baldwin Avenue and Duarte Road.
Mall, Racetrack, and Surrounding Area
The Shops at Santa Anita Mall and Santa Anita Park (“mall/racetrack area”) are important community
destinations, and are also some of the largest employers in the area. Currently, the Arcadia Transit
Green Line provides fixed-route connectivity between the mall/racetrack area and the Arcadia A Line
Station. Although a significant portion of trips to the mall/racetrack area begin at the Arcadia A Line
Station, many other trips to the mall/racetrack area begin in the area surrounding the intersection of
Baldwin Avenue and Durate Road, and the area surrounding the intersection of Santa Anita Avenue and
Live Oak Avenue. For most Arcadia residents, taking Arcadia Transit to the mall/racetrack would require
taking the Blue/Red Lines to the Arcadia A Line Station, then transferring to the Green Line. Providing
more direct circulation between Arcadia neighborhoods and the mall/racetrack area is a potential
untapped market for Arcadia Transit. Trip volumes are largely consistent throughout the day but peak
in the late afternoon and stay relatively high into the evening past the 8:00pm hour as shown in Figure
15.
Figure 15. Trips Originating within Arcadia to the Mall/Racetrack Area by Start Time
Source: Replica, Fall 2023.
Arcadia A Line Station
Replica travel pattern data suggests that Arcadia Transit fixed-route services remain well aligned with
the most frequented destinations for trips starting near the Arcadia A Line Station. The most common
destinations for trips starting near the Arcadia A Line Station are served by the Green Line. The next
three top destinations—the area south of Duarte Road near Arcadia Library, the commercial area at
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Baldwin Avenue and Duarte Road, and the area directly north of Arcadia A Line Station—are served by
the Blue/Red Lines.
Baldwin Avenue and Duarte Road
The service area demographics analysis highlighted the area around Baldwin Avenue and Duarte Road
on the western side of Arcadia as an area with potentially higher transit propensity; relative to other
parts of Arcadia, this area has a higher population density, lower household incomes, and high
proportions of seniors and people with disabilities. This area also includes large retail plazas and a
cluster of medical offices. The Replica travel demand analysis indicated high levels of trip volume
between this area and destinations along Huntington Drive and Duarte Road. Nearly 37 percent of travel
to this area is for retail and dining, while 40 percent of travel is home-bound trips for residents from
other parts of the city. This demonstrates strong bi-directional travel demand from this area to other
parts of the community throughout the day, underscoring the importance of all-day transit service in
this area.
Regional Travel
Even with the growth of remote work, work-based travel remains a key market for public transit.
Understanding where employees commute to and from can help Arcadia Transit better serve these
trips, including the first/last mile component for regional trips. This section relies on Replica data as
well as data from the 2022 Census LEHD Survey of employee home and work locations to identify the
common commuter travel patterns in Arcadia.
Where Arcadia Residents Work
Approximately 24,000 Arcadia residents commute to jobs across the City and region. Areas within the
City with the highest concentration of jobs held by Arcadia residents include The Shops at Santa Anita
Mall, Downtown Arcadia, and the commercial and hotel district along Huntington Drive east of Santa
Anita Avenue. However, a much larger proportion of Arcadia residents commute to jobs elsewhere in
the region. Important employment destinations for Arcadia residents include Irwindale, Pasadena, and
Central Los Angeles. There are also concentrations of workplace locations in El Monte and La Puente
to the south and southeast of the community.
Where Arcadia Workers Live
Approximately 28,000 workers commute to jobs in Arcadia. Most people who work in the City of
Arcadia live in Arcadia or commute in from neighboring communities like Monrovia. A high
concentration of Arcadia workers live in the census tract north of Duarte Road and east of Santa Anita
Avenue around Downtown Arcadia. Many Arcadia workers also live in the southwest and southeast
portions of the City.
Mall, Racetrack, and Surrounding Area
As the largest employment destination within the Arcadia community and one of the larger retail
facilities in the surrounding areas, travel demand to The Shops at Santa Anita Mall/Santa Anita Park
area extends beyond City limits. Understanding where these trips originate and where the strongest
travel patterns are can help Arcadia Transit plan services that facilitate better first/last mile
connections to the mall/racetrack area. The Replica travel demand analysis found that trips from
Arcadia Transit Strategic Transit Service Assessment | 36
outside Arcadia to the mall/racetrack begin in areas served by the A Line, underscoring the role of
Arcadia Transit as a first/last mile connection for regional trips.
Top origins for regional trips ending in the mall/racetrack area include the East Pasadena/Caltech area,
Monrovia, and Temple City. The first two geographies are well served by the A Line and highlight the
value of maintaining transit connectivity between the mall/racetrack area and the Arcadia A Line Station
in Arcadia. Metro Bus Line 268 offers a direct transit connection between Temple City and the
mall/racetrack area in Arcadia and provides service along Huntington Drive via Line 179. Regional work-
related trips peak during the AM and PM peak commuting hours, while shopping and recreational trips
are highest between 3:00pm and 7:00pm.
Arcadia Transit Strategic Transit Service Assessment | 37
Potential Impacts of Future Development Arcadia Travel Patterns
Growth or decline in the residential population, jobs, and student population can alter the demand for
public transit services. The SCAG Travel Demand Forecast Model (TDFM) was used to estimate the
future demand for transit and transportation in Arcadia. 2035 was chosen as the horizon year for this
analysis, as a 10-year horizon provides an appropriate view of development for transit service planning
purposes.
Residential Population Change
The TDFM projects residential population growth in Arcadia to reach 66,000 residents by 2035. The
model predicts that much of this growth will occur in Downtown Arcadia, within walking distance of the
Arcadia A Line Station transit hub. Additional growth is expected just outside city limits in North El
Monte and Mayflower Village. These areas are within walking distance of existing Arcadia Transit fixed-
route bus stops. Figure 16 shows the anticipated population change between 2019 and 2035 by
transportation analysis zone (TAZ).
Student Population Change
Mirroring statewide and national trends of a declining fertility rate and an aging population, the SCAG
TDFM shows flat or declining K-12 student populations across all TAZs in the city. Between 2019 and
2035, the model predicts that Arcadia as a whole will see a reduction of around 1,500 K-12 students,
representing a 15 percent decrease. Arcadia Transit may eventually see a gradual reduction of youth
trips on the system, especially to and from school campuses.
Employment Change
Between the present day and 2035, the SCAG TDFM projects modest employment growth throughout
Arcadia. There are no large concentrations of employment growth anticipated, suggesting there are no
large commercial developments planned. Local employment change should have a minimal effect on
the demand for public transit in Arcadia. Figure 17 shows the modeled change in employment between
the present day and 2035 by TAZ.
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Figure 16. Residential Population Change by TAZ, 2019 to 2035
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Figure 17. Employment Change by TAZ, 2019 to 2035
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4. Public Outreach and Engagement
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This section summarizes engagement activities and feedback gathered during the two phases of
community outreach for the STSA. The first phase of community engagement focused on gathering
perspectives on what is working well or could be improved with the existing transit system in Arcadia
from the perspective of transit riders, non-riders, and bus operators. The STSA team used feedback
from this first phase, along with transit service analysis, to develop potential future transit concepts.
These concepts were then shared for feedback during the second phase of engagement.
Phase One
Phase one engagement took place during Fall 2024 and, alongside the transit service evaluation and
travel market assessment, helped identify the opportunities to improve Arcadia Transit summarized
in Chapter 4 of this report.
Engagement Activities
During the fall of 2024, the STSA team conducted a series of community engagement activities
spanning conversations with key stakeholders, in-person events designed to reach both riders and
non-riders, and two survey efforts. The events and community transportation survey were open to all
community members and advertised via the project website, social media, City newsletter, and flyers.
To ensure these outreach channels were accessible to a diverse range of community members, all
print and digital materials were produced in English, Chinese, and Spanish.
Stakeholder Meeting
Date: November 19, 2024, 2:00pm-3:00pm
Location: Virtual meeting
To spread awareness about the project and the community survey, the STSA team hosted a virtual
kick-off meeting with key stakeholders. The kick-off included a presentation on the Arcadia Transit
system, the goals of the STSA, and the phase one engagement strategy as well as a discussion about
how the system could be improved. Eleven stakeholders representing several City departments, USC
Arcadia Hospital, Santa Anita Park, local hotels, Arcadia Unified School District, and Metro attended.
Stakeholders expressed a need to increase community awareness of Arcadia Transit service and
brainstormed expansion opportunities, the most popular being an expansion to destinations east of
the Arcadia A Line Station.
Transdev Interview
Date: November 20, 2024, 10:00am-11:00am
Location: Arcadia Transit Plaza
Fehr š Peers staff met with Transdev managers to discuss what aspects of Arcadia Transit Services
are working well and what could be improved. The interview included discussion of fixed-route
operations, Dial-A-Ride operations, the rider experience, and bus operator experiences. Growing
awareness of the fixed-route system and optimizing Dial-A-Ride scheduling emerged as key themes.
Arcadia Transit Strategic Transit Service Assessment | 42
Tabling Events
Date: November 20, 2024, 8:30am-5:30pm
Location: Arcadia Transit Plaza, Arcadia Senior Center, Arcadia Library
The STSA team conducted tabling events at the Arcadia Transit Plaza, the Arcadia Senior Center, and
the Arcadia Public Library over the course of a day to promote the project and community survey. The
team successfully engaged with many community members, many of which were youth, parents, and
seniors.
Onboard Observations
Date: November 20, 2024 8:30am-3:00pm, November 23, 2024, 10:00am-12:00pm
Location: Green Line, Blue Line, Red Line
Fehr š Peers staff rode each of the fixed-route bus service lines (e.g., Green, Blue and Red) to
observe operations and engage with both riders and drivers. Weekday observations included all three
Arcadia Transit fixed-route lines while Saturday observations focused on the Green Line. The team
observed low levels of ridership (fewer than five people per hour) during the observation period.
Riders were mostly seniors and youth who were using Arcadia to complete a trip to or from a specific
destination of interest like the Arcadia A Line Station, a park/recreational facility, or school. The
onboard observations also presented an opportunity to pass out flyers with project information and a
link to the community transportation survey to riders.
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Community Transportation Survey
Date: November 20, 2024 – December 9, 2025
Location: Online survey available on project website, paper surveys distributed during onboard
observations and tabling events
The STSA team created and distributed a community transportation survey to understand current
travel patterns in Arcadia and to obtain feedback on how to improve Arcadia Transit services. The
community survey was framed towards both riders and non-riders and was available online as well as
in hard copy format during in-person engagement events. The survey was open for 20 days, available
in English, Chinese, and Spanish, and received a total of 183 responses—comprised of 145 online
responses and 38 hard copies. The results of the survey indicated that Arcadia Transit serves
respondents’ top weekly destinations, however roughly half of survey respondents were not familiar
with any transit services in Arcadia and another thirty percent identified as occasional transit riders
(i.e., a few times a year). See Appendix A for more details on the community transportation survey
results.
Bus Operator Survey
Date: November 2024
Location: Distributed directly to bus operators
An operator-specific survey was also developed and distributed to current Arcadia Transit bus
operators to better understand their experiences and pain points. The survey received 12 responses,
captured equal representation among all Arcadia Transit service lines and DAR, and represented a
blend of work experience ranging from less than a year to more than 10 years. While most operators
reported that the fixed-route system is operating well, they noted that rider awareness of the service
and its procedures could be improved across both the fixed route and DAR services.
Key Findings
The following key themes emerged from the phase one engagement activities, which helped the STSA
team identify opportunities for improving transit service. These findings informed the potential transit
service concepts that were shown to the public during the second phase of engagement and the final
recommended service changes.
x The stakeholders value Arcadia Transit and shared that the service is especially important for
seniors and youth. For example, one stakeholder recounted that approximately 20-30 people use
transit daily to arrive at the clubhouse at Santa Anita Park. Another stakeholder noted that many
seniors use transit daily—primarily DAR—to travel to and from classes and special events at the
Arcadia Senior Center.
x Despite its value to existing riders, overall awareness of Arcadia Transit service is low. Ideas raised
to grow awareness included a general marketing campaign that reintroduces Arcadia Transit in the
post-COVID context, improved transit signage at and around the Arcadia A Line Station, making
bus stops more visible and accessible for the visually-impaired, marketing Arcadia Transit as a way
to access special events that occur in the City, brochures for hotel guests, and messaging at The
Shops, particularly aimed at students.
x Community members expressed a desire to expand fixed-route bus service to a variety of
locations, most frequently Huntington Drive east of the Arcadia A Line Station. Other locations of
interest included H Mart, Wilderness Park, and Michilinda Park. Gaps in service coverage raised by
Arcadia Transit Strategic Transit Service Assessment | 44
the stakeholder group included serving those who work overnight shifts, and the area around
Duarte Road and Sixth Avenue since Metro cancelled Line 264.
x Fixed-route improvement priorities for riders include ease of connections to other transit services
(e.g., Metro A Line), frequency, convenience, and reliability.
x The top areas for improvement from the operator perspective are route schedules, vehicle
reliability, and bus layover conditions.
x Drivers indicated riders would like more and easier access to updated maps and schedules and
real-time arrival information.
x DAR is struggling to meet demand during the AM peak hour with the current supply of vehicles and
riders noted that the trip reservation process could be improved.
Arcadia Transit Strategic Transit Service Assessment | 45
Phase Two
Phase two engagement took place during Spring 2025 and directly informed the recommended
service enhancements in Chapter 6 of this report.
Engagement Activities
During the project’s second phase of engagement the project team presented and sought feedback
on three potential future transit concepts for Arcadia Transit. These potential future transit concepts
were developed based on feedback from the first phase of community engagement and an analysis
of existing transit service performance and travel patterns. See Appendix B for additional detail on the
three potential future transit concepts explored during this phase of the study.
x Concept #1 – Expanded service on existing Arcadia Transit fixed route bus lines
x Concept #2 – Two fixed route loops with a transfer point at the Shops at Santa Anita Mall
x Microtransit Alternative – Citywide microtransit service that would replace fixed-route service
The phase two engagement approach applied a mixed-media strategy in May 2025 and early June to
gather feedback from key stakeholders and community members. Participants included current
riders, non-riders familiar with the City’s transit services, and folks with limited knowledge and
experience with Arcadia Transit.
Stakeholder Meeting
Date: May 13, 2025, 11:00am-12:00pm
Location: Virtual meeting
The STSA team held a second virtual stakeholder meeting as part of this phase of engagement,
inviting the same list of key stakeholders identified via collaboration with the City for the first
stakeholder engagement event in 2024. Ten stakeholders attended the meeting. There was generally
a positive reaction to both Concept #1 and Concept #2. However, a subset of stakeholders
expressed concerns over the loss of a direct connection to the Arcadia A Line Station and the loss of
service to Foothill Middle School and along First Avenue under Concept #2. Several stakeholders
expressed the importance of retaining an option to make reservations via phone under the
microtransit alternative. Others noted that shifting to microtransit may be redundant, given residents
already have the option to use app-based ride hail services (i.e., Uber, Lyft, and Waymo).
Public Meeting
Date: June 4, 2025, 6:00pm-7:30pm
Location: Arcadia Public Library
A public meeting was held to share draft public transit concepts with the public and gather feedback
in an in-person setting. Fifteen people attended the meeting, which took place at the Arcadia Public
Library Auditorium on a weeknight. The meeting began with a presentation of the transit concepts,
followed by group discussion, and ended with an open house format. During the open house portion,
attendees could review poster boards of each proposed concept, ask questions to individual project
team members, and provide additional feedback. Participants placed sticky notes directly on the
poster boards to share what they liked and did not like about each concept. Twenty-two written
comments were submitted at this event. Public meeting attendees generally preferred Concept #1
Arcadia Transit Strategic Transit Service Assessment | 46
due to the importance of service to the plaza at Foothill Blvd and Second Avenue. Riders shared that
removing Arcadia Transit service here would impact their ability to access grocery stores and
medical appointments. There were also requests to update the payment system (e.g., Apple Pay,
Google Pay, TAP compatible) and bus stop amenities (e.g., shelters, shade, real-time bus arrival
information).
Community Survey
Date: May 9, 2025 – June 14, 2025
Location: Online survey available on project website, paper surveys distributed at Resource Fair and
STSA public meeting
To encourage broad community participation, the STSA team developed an online survey to
supplement the public meeting and collect feedback on the proposed transit concepts for Arcadia
Transit. The survey received a total of 122 responses (104 online and 18 paper). City staff marketed
the survey via the City’s website, social media account, and at a Resource Fair at the Community
Center. Paper surveys were available at the Resource Fair and at the public meeting. Overall, Concept
#1 was the narrowly preferred concept among survey respondents, though the current system and
the microtransit alternative received strong support as well. The preference for the current system
was greatest among respondents who indicated that they ride Arcadia Transit often.
Key Findings
The data gathered during the second phase of engagement highlighted advantages and
disadvantages of each potential future transit concept from different community perspectives and
informed the recommended service enhancements in Chapter 6 of this report.
x Overall, community feedback indicated that the current system and Concept #1 would best serve
the needs of the Arcadia community. This finding was consistent across engagement channels.
x The microtransit alternative was the second most preferred concept in the survey; however,
respondents expressed a low tolerance for wait times above 20 minutes and fares above $2,
suggesting microtransit would require substantial financial investment to meet community
expectations.
x General areas for improvement highlighted by the public included fixed-route reliability—
particularly with regard to on-time bus performance—and fixed-route frequency. These focus
areas align with commentary heard during the first phase of engagement.
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5. Areas of Opportunity
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Findings from the transit service evaluation, market assessment, and phase one community
engagement highlighted a variety of opportunities for Arcadia Transit to optimize operations and better
serve the transit needs of the community. The following key takeaways guided the exploration of
potential service changes and this report’s final recommendations.
Arcadia Transit’s fixed-route system is well aligned with the most population dense
areas of the City and with current trip patterns to/from the Arcadia A Line Station, but
overall awareness of Arcadia Transit service is low in the community. Testing a
marketing-focused strategy ahead of any major service redesign could be a low-cost
way to grow ridership in the short term.
Seniors and school-aged youths are key ridership markets in Arcadia, given most
residents own cars, the density is largely suburban, and incomes are high. Service
planning should explore whether attracting more riders in these demographics is
practical, and consider what strategies will help retain these riders, especially given the
projected decline of student-age population in the next decade.
Arcadia is a suburban community with high car ownership rates, so attracting larger
proportions of working adults to Arcadia Transit will be a challenge. Service planning
should explore how transit can be useful to working-age adults in this context, whether
that be on evenings, weekends, or connecting people to regional transit without having
to drive and park at the Arcadia A Line Station.
The Blue/Red Lines serve neighborhoods with strong transit rider potential but require
transferring to reach destinations along Huntington Drive and have low weekend
ridership. There may be an opportunity to provide more direct access to The Shops at
Santa Anita Mall, Santa Anita Park, and the USC Arcadia Hospital/civic center area for
Arcadia residents, potentially avoiding a transfer for them at the Arcadia A Line Station
between routes and boosting weekend ridership.
The area around Baldwin Avenue and Duarte Road has the highest transit propensity
in the City across a variety of factors including population density, senior population,
income levels, and percentage of residents with disabilities, and is a top trip generator.
Arcadia Transit serves this area today but there may be a benefit in providing more
direct connections between this area and other key destinations in the City.
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Green Line ridership has the lowest weekday productivity despite serving two of the
City’s top trip destinations for regional and local trips, while weekend service on the
Green Line is the most productive service and time period operated by Arcadia
Transit. The Green Line has also been slowest to recover post-pandemic, but its
historic strength indicates great opportunity. These trends suggest a mismatch
between travel demand and the awareness and/or desire to use Arcadia Transit, which
could be addressed through additional marketing efforts. The area around the Arcadia
A Line Station, together with the commercial corridor and hotels along Huntington
Drive east of the station, generates the second largest amount of trips in the City,
pointing to a potential expansion opportunity for the Green Line.
Many non-riders shared that one of their top reasons for not using Arcadia Transit was
that it does not come often enough, suggesting greater frequency could be a lever for
growing ridership across all fixed-route services.
Dial-A-Ride is struggling to meet demand during the AM peak hour with the current
supply of vehicles. Riders also noted that the trip reservation process could be
improved. Exploring strategies to spread out demand throughout the day, as well as
considering technological solutions for scheduling and dispatching, could improve
DAR productivity and rider experience.
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6. Recommended Service Enhancements
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The STSA identifies three key recommendations to strengthen Arcadia Transit’s offerings based on
community and stakeholder feedback, transit service and market analysis, and best practices for
transit service design.
1. Transit Service Changes – Enhance the fixed-route design and transit service operations to
better meet community needs.
2. Supporting Infrastructure and Technology – Consider investments in infrastructure and
technology that would improve reliability, accessibility, and rider experience.
3. Marketing and Outreach – Increase awareness and ridership through targeted communication
and partnerships.
Together, these recommendations provide a comprehensive approach for improving service quality
and expanding Arcadia Transit’s role in the community.
Recommended Transit Service Changes
Fixed-Route Recommendations
The STSA recommends maintaining a fixed-route system oriented around the City’s regional transit
hub at the Arcadia A Line Station, while expanding coverage to new destinations and improving direct
connections between key locations within Arcadia. The proposed fixed-route concept would expand
the Green Line east of the Arcadia A Line Station to Second Avenue and modify the Red Line and Blue
Line to serve additional destinations. These route adjustments would be accompanied by improved
operating hours and route frequency to enhance the usability and convenience of the system for a
variety of riders.
Service Proposed Change
; All Routes Extend the span of service to 6:00am to 9:00pm weekdays and
7:00am to 7:00pm on weekends
; Green Line Modify the route to extend east of the Arcadia A Line Station to
Second Avenue
; Green Line Improve the schedule to operate regular 15-minute headways
throughout the day
; Red Line
Modify the route to continue operating northbound along First
Avenue between Foothill Boulevard and Colorado Boulevard
but return southbound via Second Avenue
; Blue Line Modify the route to serve The Shops at Santa Anita Mall via Holly
Avenue and Baldwin Avenue
; Red/Blue Lines Improve the schedule to operate regular hourly headways
throughout the day
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010.5
Miles
Bus Routes & Span Of ServicePROPOSED ARCADIA
TRANSIT
Service Assessment
PROPOSED EXISTING
Frequency Weekdays Weekend Frequency Weekdays Weekend
Green Line Every 15 minutes 6:00am - 9:00pm 7:00am - 7:00pm Every 15-30 minutes 6:30 am - 7:30 pm 9:20 am - 6:20 pm
Red Line Every 60 minutes 6:00am - 9:00pm 7:00am - 7:00pm Every 45-85 minutes 6:30 am - 8:30 pm 7:00 am - 6:15 pm
Blue Line Every 60 minutes 6:00am - 9:00pm 7:00am - 7:00pm Every 40-90 minutes 6:30 am - 8:30 pm 7:45 am - 7:00 pm
SPAN OF SERVICE
PROPOSED
FIXED-ROUTE
BUS SERVICE
CHANGES
DESTINATIONS
Removed Service& Stops
New Service& Stops
Green Line
Green Line
Red Line
Red Line
Blue Line
Blue Line
Removed StopsGreen Line Only
Metro A Line Station
Civic Facilites
Parks & Recreation
Medical Centers
Schools
Shopping Centers
Maintain service
that’s oriented around
the city’s transit hub
at Arcadia Station
while reaching
new destinations
and creating direct
connections where
you need them, all on
a more regular and
frequent schedule.
THE CONCEPT
Blue Line Red Line
Gree
n
L
i
n
e
Arcadia Transit Strategic Transit Service Assessment | 53
Dial-A-Ride Recommendations
While our recommendations do not include any immediate changes to the DAR service, adopting
advanced scheduling software would help improve dynamic trip assignment, which could in turn help
address the concerns expressed by riders and the current transit service operator regarding limited
vehicle availability during peak morning hours. If future cost pressures arise and fixed-route
performance is strong, strategies could include DAR fare adjustments to encourage fixed-route use for
those who are able to switch, or reducing DAR service hours and vehicle availability.
Expected Benefits
These recommendations are based on multiple iterations of service planning alternatives developed
and refined throughout the process by the project team. The STSA team collected feedback on a set
of alternatives from stakeholders during a virtual meeting and from the public through an online survey
and an in-person workshop in May 2025 and conducted preliminary route testing of the concepts with
the transit operator. The recommended fixed-route concept reflects the preferred public alternative—
maintain a system oriented around the Arcadia A Line Station—while addressing areas of opportunity
identified during the transit service evaluation, market assessment, and initial phase of community
engagement. Operating convenient and reliable service to and from the Arcadia A Line Station will also
be critical in preparation for the 2028 Olympic and Paralympic Games as the Arcadia A Line Station
will be a primary entry point for spectators accessing the Olympic venue at Santa Anita Park. The STSA
team did not identify any adverse effects, disparate impacts, or disproportionate burdens that would
result from these service changes, as service frequencies would remain the same or better across all
routes and all residents living within a quarter mile of an existing Arcadian Transit stop would remain
within walking distance of an Arcadia Transit stop.
Area of Opportunity Recommendations Benefits
Arcadia Transit’s fixed-route
system is well aligned with the
most population dense areas of
the City and with current trip
patterns to/from the Arcadia A
Line Station.
Maintain a direct connection
to the Arcadia A Line Station
for all three Arcadia Transit
fixed routes
- Continues to serve the
travel needs and limit
change for existing riders
- Will support access to and
from Olympic equestrian
events during the 2028
Olympic and Paralympic
Games
The Blue/Red Lines serve
neighborhoods with strong transit
rider potential but still see low
ridership. Trips within town to
reach destinations along
Huntington Drive currently require
transferring at the Arcadia A Line
Station.
Add service to The Shops at
Santa Anita Mall on the Blue
Line
Expand operating hours (see
span of service
recommendation below)
- Offers a direct connection
to the mall (a top-
requested destination
during community
engagement) for Arcadia
High School students and
residential areas in the City
- The new transfer
opportunity to the Green
Line at the mall may
reduce travel times to
additional destinations like
the Arcadia Community
Center, USC Arcadia
Hospital, and Arboretum
Arcadia Transit Strategic Transit Service Assessment | 54
Area of Opportunity Recommendations Benefits
The area around the Arcadia A
Line Station, together with the
commercial corridor and hotels
along Huntington Drive east of the
station generates the second
largest amount of trips in the City,
but Green Line weekday ridership
is low.
Extend Green Line east of the
Arcadia A Line Station to
Second Avenue
Expand operating hours (see
span of service
recommendation below)
- Expands Arcadia Transit
access to hotel guests and
employees
- Maintains or improves
existing service frequency
Existing riders value Red Line
service to commercial
destinations and medical services
along Foothill Boulevard, but
other potential transit demand is
lower in northern Arcadia
compared to other areas.
Add service to Eisenhower
Park on the Red Line
- Maintains service to
destinations north of the
Arcadia A Line Station
- Expands destinations
served by the northern
segment of the Red Line
Arcadia is a suburban community
with high car ownership rates, so
service planning must explore
how transit can be useful to
working-age adults in this
context.
Extend weekday span of
service to 6:00am-9:00pm on
the Blue/Red Lines and Green
Line
Extend weekend span of
service to 7:00am-7:00pm on
the Green Line
Standardize span of service
across routes
- Meets the needs of more
commuters
- Offers more reliable
transfers between routes
- Simplifies rider experience
for existing and new riders
alike
- Does not exceed City’s
current budgeted revenue
hours for fixed-route
service
Many non-riders shared that one
of their top reasons for not using
Arcadia Transit was that it does
not come often enough
Implement consistent
frequencies throughout the
day (Green Line comes every
15 minutes, Blue/Red Lines
come every 60 minutes)
- Offers more reliable
transfers between routes
- Simplifies rider experience
for existing and new riders
alike
- Prioritizes high frequency
on Green Line to minimize
wait times for transfers
to/from Metro A Line, and
improve regional access to
employment, shopping,
and entertainment
destinations within Arcadia
Arcadia Transit Strategic Transit Service Assessment | 55
Supporting Strategies
In addition to the new transit service concept, the STSA team developed a suite of supporting strategies
to maximize Arcadia’s investments to improve public transit services. These strategies detail how
Arcadia could approach infrastructure and technology investments, develop a marketing action plan to
build stronger relationships with riders and partners, and monitor system performance.
Infrastructure and Technology Investments
Expanding Blue Line Service to the Mall through Holly Avenue and Duarte Road
Intersection Improvements
The intersection improvements described below at Holly Avenue and Duarte Road will allow bus
operators to turn safely onto Holly Avenue from Duarte Road, and are needed in order to expand Blue
Line service to the Shops at Santa Anita Mall.
1. Restripe Holly Avenue (north of Duarte Road) – Widen the northbound lane to accommodate
the new Blue Line bus route, which will turn right from westbound Duarte Road to northbound
Holly Avenue. New traffic signal loops would be installed for southbound Holly Avenue in parallel
with the striping changes.
2. Install Signal Improvements on Holly Avenue – Install Protected-Permissive Left Turn (PPLT)
phasing and add northbound and westbound right-turn arrows to better facilitate those turning
movements.
3. Upgrade Traffic Signal Cabinet – Upgrade to an Advanced Transportation Controller (ATC)
cabinet to improve signal reliability, support video detection, and enhance overall traffic
management; capabilities that the current equipment does not provide.
Initial restriping is estimated to be relatively low cost and quick to implement. Depending on the
availability of funding and construction timelines, the proposed improvements could be made all at
once or in a phased approach.
New Stop Infrastructure
The recommended fixed route adjustments include the introduction of new stops and the removal of
some existing stops. These changes will better align service with demand and improve operational
efficiency. Each line has at least one new proposed bus stop. The Green Line is the only route with
suggested stop removals. Table 8 summarizes the recommendations for bus stop additions and
removals.
Arcadia Transit Strategic Transit Service Assessment | 56
Table 8. Bus Stop Additions and Removals
Line Location Stop Type Investment Required
Blue
WB Holly/Duarte New Only signage required
EB Holly/Huntington New Only signage required
The Shops at Santa Anita1 New Only signage required
WB Baldwin/Huntington New Only signage required
EB Baldwin/Fairview New Only signage required
WB Baldwin/Fairview New Only signage required
WB Duarte/Baldwin New Only signage required
EB Duarte/Baldwin New Only signage required
Red SB 2nd/Newman
(Eisenhower Park) New Only signage required2
Green
WB 2nd/East Arcadia
Hotels New Only signage required
WB Santa Clara/2nd Ave New Only signage required
WB Santa
Clara/Huntington New Only signage required
The Shops at Santa Anita1 New Only signage required
EB Huntington/Huntington New Only signage required
EB Huntington/Santa
Anita New Only signage required
EB Huntington/1st Ave New Only signage required
WB Huntington/Baldwin Remove Removal costs
WB City Hall Remove Removal costs
Note: Sidewalks at bus stops must have a length parallel to the curb of at least 5 feet and a width perpendicular to
the curb of at least 8 feet to be ADA compliant. The 8’ x 5’ boarding area should align with where the wheelchair
ramp or lift of the bus would land to board or alight a passenger using a mobility device.
1 The Blue Line and Green Line stop at The Shops at Santa Anita Mall would be located at the existing Metro and
Foothill Transit bus boarding island in the mall parking lot.
2 This study recommends locating the stop immediately before the park parking lot entrance on the western end
of Forest Avenue. City staff should plan to widen the sidewalk at the bus stop to be ADA compliant in the long
term but can pull up to the parking lot driveway to enable wheelchair boarding in the short term.
Bus Stop Improvements
Suggested bus stop improvements include bus shelters, shade where bus shelters are not viable,
benches, lighting, trash receptacles, and service information (e.g., system map and schedule) which
could include real-time bus arrival information.
All current Arcadia fixed-route stops have signage indicating the line that serves the stop (e.g., red,
blue, or green); however, the signs do not offer other route information, and can be difficult to see from
a distance due to their relatively small size. Other bus stop amenities vary by stop, with some but not
all providing benches, trash receptacles, and shade. Figure 18 shows the amenities most commonly
found at Arcadia fixed-route bus stops today.
Arcadia Transit Strategic Transit Service Assessment | 57
This report recommends equipping Arcadia Transit bus stops with essential bus stop amenities such
as benches, shade, and lighting to improve system visibility and rider comfort. The City should also
consider installing bus shelters with additional enhanced amenities (e.g. real-time tracking information,
trash receptacles, etc.) prioritizing locations that are most likely to generate ridership and especially
those that are more likely to serve seniors or people with disabilities. Suggested locations to prioritize
for bus shelters with enhanced amenities include:
1. Arcadia A Line Station (Santa Clara Street)
2. Community Center/Senior Center
3. Arcadia High School
4. Arcadia Library
5. Live Oak at Santa Anita Avenue
6. Duarte Road at Baldwin Avenue
Generally, installing bus shelters in residential neighborhoods is a more significant challenge. However,
the combination of more consistent schedule patterns, improved access to trip planning, and real-time
bus location services (through apps like Google Maps, Apple Maps, and Transit) can reduce the need
for stop improvements near homes. This is because dependable, app-based information about
schedules and bus arrivals allow riders to time departures from their home more effectively, and spend
less time waiting at a stop.
Figure 18. Current Arcadia Bus Stop Amenity Examples
Green Line – Santa Anita Park (Gate 3) Green Line – Arcadia A Line Station (Santa Clara
St)
Red Line – Duarte Rd and First Ave Blue Line – Duarte Rd and Baldwin Ave
Arcadia Transit Strategic Transit Service Assessment | 58
Transit Signal Priority (TSP)
TSP is a technology that modifies traffic signal timing so transit vehicles either encounter a green light,
or experience reduced wait times at intersections with traffic lights and signals. Arcadia Transit
launched an initial TSP program in 2019. However, TSP is not being used consistently across trips and
routes. Route testing conducted over the course of this study indicated substantial time savings when
TSP was employed. Going forward, this study recommends City staff work with the contracted transit
operator to operationalize the use of TSP across all Arcadia Transit bus operators.
In addition to working with bus operators to use the TSP system, the City should budget for staff and
equipment to maintain the TSP system in the same way they maintain other functions of the traffic
signal system. Typical TSP systems can provide statistics to help staff monitor the health of the system,
providing extra value to the transit operation.
Over time, staff should also use data provided by the contractor to monitor on-time performance (OTP)
metrics by route and time of day. When the TSP system is providing its maximum benefit, it may be
possible to reduce “slack” in the schedules by decreasing the published time between major stops and
provide more recovery time for operators between trips. This provides better service for riders by
decreasing their travel time, and reduces the likelihood that operators will have to wait at certain stops
to avoid running ahead of schedule. Operators tend to use this strategy when there is too much
variability in travel time on the route, which TSP should correct for.
DAR Software
The technology available for scheduling demand-response trips has improved dramatically in the past
decade. New software platforms can quickly batch-process the entire trip schedule and optimize the
vehicle assignments in seconds, a process that traditionally takes a human scheduler (even with
software assistance) minutes to hours, depending on the volume of trips. This has allowed a
proliferation of truly “on-demand” services where requests can be taken and assigned to vehicles within
minutes for same-day service. By comparison, DAR has traditionally required riders to make their
appointment no later than close of business the day prior.
Because Arcadia Transit employs a contractor to handle all trip reservations (call-taking), dispatching,
and operation of the service, the City can work with the contractor to update and modernize their
software. The vendor currently uses a computer-aided dispatching program and may be able to further
optimize service delivery. The City should also require detailed monthly reporting of operating
efficiency metrics (or direct access to the performance metrics dashboard that some platforms offer),
and monitor the performance to ensure the contractor is providing the most efficient and high-quality
service possible within the contract parameters.
Some elements to consider as requirements for future contracts include:
x Dispatch assistance
o System that automatically processes incoming trip requests (from user-end and
dispatcher-created), batches upcoming trips, and assigns them to available vehicles
following service parameters defined by Arcadia Transit (number of vehicles, operating
hours, staff availability, service area, etc.)
o Ability to override the booking algorithm and assign riders as needed
o Ability to enter client eligibilities, categories, disabilities, and equipment required
o Ability to add/cancel rides in the system
Arcadia Transit Strategic Transit Service Assessment | 59
x A customer-facing app that provides:
o Ability for customers to both schedule ahead and book in real time (same day)
o Flexible booking methods such as an ADA-compliant web option, and call-in option
o Estimated arrival / drop off times before booking
o Multiple languages for customer needs
o Ability to identify a passenger count analysis (PCA) from a number of companions
riding along
o Ability to view service zone in the mobile/web app on the customer side
x A driver app or mobile data terminal (MDT) that provides real-time audio / visual directions
and notifications for the driver
x A performance reporting system or dashboard that provides easy-to-read and clear
operational efficiency metrics including:
o Average passengers per revenue hour/mile by day and ability to analyze peak versus
off-peak efficiency
o Shared ride percentage
o On-time performance
Based on the experience of other similar cities in Southern California, with the deployment of
modernized dynamic dispatching software, coupled with best practices in negotiating trip times and
managing subscription trips, it may be possible to actually reduce the revenue hours and staff hours
associated with the DAR program while still serving the same number of people. Results have varied
depending on prior contractor performance and other factors.
TAP Integration
During community engagement efforts for the Arcadia Transit Service Assessment, the STSA team
received multiple comments requesting that the fare payment system be upgraded and/or made more
seamless. City staff have begun to engage with Metro to explore a TAP integration. TAP is a fare
payment system, owned and administered by Metro, that uses a physical card or a mobile app to pay
for rides on Metro buses and trains, as well as on 27 other participating transit agencies, including
Foothill Transit. The system allows for virtual payment, managing multiple fares, and using your phone
to tap and pay via the TAP mobile app. Another benefit of TAP is fare capping, which ensures riders
never pay more than the cost of a daily, weekly, or monthly pass—even if they pay per ride. In addition
to the benefits to riders, City participation in LA Metro’s TAP enables the City to access a suite of tools
and reports including real-time access to TAP data, transaction data, revenue, and route/vehicle data
to aid with performance monitoring and operations.
Marketing Action Plan
In the Fall 2024 Community Survey, nearly half of respondents reported not being familiar with Arcadia
Transit fixed-route bus services, and just over half reported not being familiar with the City’s DAR
services. Improvements to the Arcadia Transit system will only be useful if the community knows about
them. Pairing transit service changes with a marketing action plan that builds excitement and
awareness in the community will help attract riders. The STSA team recommends a two-pronged
approach, consisting of 1) upfront investments, and 2) ongoing marketing and engagement.
Arcadia Transit Strategic Transit Service Assessment | 60
Upfront Investments
Upfront investments are focused on improving transit service visibility and community understanding
and awareness.
Improving branding and public information: The City of Arcadia is already working on updated
logos and branding guidance. It’s important for Arcadia Transit’s branding to be consistent with
the City’s, but it would also benefit from a distinctive element that is welcoming to residents
and conveys its mission to the public. In other words, people should recognize the City’s transit
vehicles and published materials as a professional service open to all, and buses should look
distinct from the vehicles the City uses for employee or “official” business and utility-type
services.
A strong brand includes consistent use of color palette, typography, and iconography, and
applying these elements across all touchpoints: vehicles, bus stop signage, shelters, maps, and
digital platforms. Because these elements form the foundation for other improvements, brand
development would best occur before implementing upgrades like enhanced bus stop signage
and wayfinding.
Bus stop signage: Good signage can boost branding and communicate how to navigate a new
or familiar space. All current Arcadia fixed-route stops have signage indicating the line that
serves the stop (e.g., Red, Blue, and Green); however, the signs do not provide any information
about the service and can be difficult to locate, particularly at a distance. A new standard for
bus stop signs should use a more prominent logo consistent with the above branding
recommendation. Bus stop signs should identify the service and routes operating at their
location, and additional information—name of the stop, the direction of the route, the transit
schedule for that location, and how to access real-time arrival information—should be provided
at eye-level for riders. Many transit providers now include a QR code for fast access to the
service webpage.
Wayfinding: Effective wayfinding helps users—especially new or infrequent riders—navigate to
transit stops more easily and strengthens the overall user experience by making the system
feel more intuitive and welcoming. Gateway signs should be considered at the Arcadia A Line
Station, LA County Arboretum, The Shops at Santa Anita Mall and Santa Anita Park. These
gateway signs can welcome individuals to the system and guide them through the various
pathway options. Determining the location of signs should include a walk-audit of the site,
considering how people enter the area and may be looking to find their connection to Arcadia
Transit. For example, at the Arcadia A Line Station, people may be coming from the train or the
adjacent parking garage. Walking from the platform and from the ground level of the garage,
identify each point at which someone unfamiliar with the area would be faced with a choice of
where to go to connect with Arcadia Transit (“Do I turn left or right?”) and consider any paths
along the way where a sighted person would not be able to determine if they’re still headed the
right way.
In addition to physical wayfinding, digital wayfinding is now an essential strategy for public
transit. Ensure that Arcadia Transit service is publishing a GTFS feed that is compliant with the
latest specification, and work with third-party vendors including Transit App and Google Maps
to ensure the feed is accessible across a spectrum of user apps. This helps potential riders
consider Arcadia Transit when they search for map directions.
Arcadia Transit Strategic Transit Service Assessment | 61
Ongoing Marketing and Engagement
Ongoing marketing and engagement keep existing riders informed while encouraging potential, new
riders to try Arcadia Transit. The key messages to convey by market segment are:
Who What
All Residents Arcadia Transit routes are a safe and reliable way to get around town and are
open to all (not just seniors)
Employees who
work in Arcadia
Improved service on the Green Line is your connection to job centers with
consistent, 15-minute frequency seven days a week
Tourists and
visitors staying
at hotels
The Green Line is your connection to Arcadia and the rest of Los Angeles; service
every 15 minutes between hotels and the Arcadia A Line Station to Pasadena, Los
Angeles, and other regional destinations plus local attractions including the L.A.
County Arboretum.
Seniors in
Arcadia
Improved schedules on all Arcadia Transit routes mean better transfers between
the Red, Blue, and Green Lines, and more dependable ways to get to key
destinations like the library, senior center, mall, and medical centers.
EXISTING MARKETING CHANNELS
Current marketing channels for Arcadia Transit include a dedicated webpage, social media posts
(specifically the City’s general Instagram page), email-based listservs, and direct contact with strategic
partners. These tools and channels are in line with best practices to keep existing riders informed about
existing services, short-term system changes, and other initiatives. These channels are important to
maintain and to retain and reach more users and partners.
ENGAGING WITH EXISTING RIDERS
Consistent content production: Produce schedule updates and rider engagement (such as a
monthly newsletter) on regular intervals. Schedule updates should generally be limited to once
or twice a year at the same time of year; transit agencies often publish a new schedule in the
late summer to adjust service schedules to local school bells, for example. Rider engagement
strategies could include a monthly newsletter highlighting upcoming events that riders can
attend (e.g. special events at the library, City festivals, free fare day, take the bus to school
day). Creating these resources will give existing riders a reason to regularly engage with
Arcadia Transit and has the potential to build riders’ trust with Arcadia Transit as a resource for
reliable and useful information.
Themed content: Creating clear themes for engagement can boost its effectiveness. For
example, Arcadia Transit could create a weekly social media post on Sundays called “Sunday
Stories” that highlights the stories of transit riders, bus drivers, or representatives of
establishments (e.g., business owners, community center leaders, etc.) along the fixed-route
service lines. Other theme examples could be holiday content or service updates. Themes help
City staff (or a contracted marketing team) plan ahead to deliver consistent content and build
community around relatable ways people use Arcadia Transit in their daily lives and for special
occasions.
Facilitating dialogue: Feedback channels should offer riders of different ages and backgrounds
an easy way to provide feedback on system performance and to communicate recommended
Arcadia Transit Strategic Transit Service Assessment | 62
improvements. These could take the form of inviting users to engage in the comments section
of social media posts or a more formal channel like an online form, City email address, or in-
person “office hours.” Offering clear and consistent responses is an important component of
collecting feedback, as it creates a culture of transparency and encourages participation. Rider
engagement and feedback through online channels should be integrated with traditional
customer input databases.
EXPANDING RIDERSHIP
Transit providers must invest time in informing the community that their service is a great option for
getting around. Improved Arcadia Transit service presents the perfect opportunity to reinvigorate
interest in the community locally and expand awareness for visitors from around the region. To reach
the fullest extent of potential new riders, consider these key market segments:
x Resident students and parents, schools, and after-school organizations
x Resident seniors and senior-oriented programs and community organizations
x Employers and employees along Huntington Drive and at The Shops at Santa Anita Mall
x Tourists and visitors interested in the L.A. County Arboretum
x Visitors from the nearby San Gabriel Valley of the Shops at Santa Anita Mall
x Visitors staying in local hotels
x Patients of the hospital and associated medical specialists in the City
Each of these market segments, and potentially others, may need tailored messaging and different
engagement techniques.
Multi-channel Targeted Marketing: Multi-channel targeted marketing involves several
strategic investments in diverse media in various geographic and digital locations where there
is the greatest opportunity for ridership growth. Arcadia Transit already deploys diverse media
to engage its riders—to enhance its reach, Arcadia Transit will need to amplify and/or deepen
its presence with the tools it already wields.
x Participate in and/or sponsor community events where crowds are drawn locally and
regionally. Some public transit providers have showcased their newly branded transit
vehicles to such events to increase awareness of brand identity.
x Cross-promote service enhancements on regional routes (e.g., Metro and Foothill
Transit) to expand the audience of regular and occasional riders who directly benefit
from improved transit connections. This could include working with their social media
and blog staff to work on a cross-promotional feature, purchasing interior “car card”
advertising, and informational updates at appropriate committee meetings such as the
San Gabriel Valley Service Council.
x Conduct outreach to local school districts and after-school programs to promote
service and seek input for improvements. Offer informational flyers and travel training
workshops for parents or student programs.
x Connect with local businesses, entertainment venues, and community centers for
promotional opportunities. How does the new span of service support employee
access to work or for general entertainment? Offer promotions for businesses to be
featured “on the route” to riders and vice versa. Furthermore, Arcadia Transit could
provide printed materials to these establishments.
Arcadia Transit Strategic Transit Service Assessment | 63
x Promote and provide incentives for current DAR users to try new fixed routes; offer
travel training through community organizations such as senior programs, libraries,
schools/after-school programs, and local business associations.
When the medium is fitting, targeting key travel market areas like the Arcadia A Line Station or
the mall are promising geographic locations to begin such marketing.
Partnerships: Take every opportunity to promote the transit service to City Council, at college
and high school events and fairs, adult education programs, community events, and more.
Regular communication with the strategic partners that were engaged during the Transit
Service Assessment—like school district administrators, business representatives, after-school
clubs, senior center program directors, and other community leaders—can help educate people
about Arcadia Transit.
Partnerships will recognize the importance of two principles:
1. The partnership offers benefits in both directions, and
2. The collaborative partnership is cultivated via some level of continuing interaction and
exchange of information.
Where Arcadia Transit can offer something of value to their partners, this can build relationships
and generate advocates. The value or benefit most readily offered is information. This can
include:
x Information about the transit network (and improvements being made)
x Free fare promotions for target groups (e.g., free youth fares)
x Special fare promotions for all ridership (e.g., free fares on Transit Equity Day or Earth
Day)
x General information on how to access public transportation
x Specific information on how to use trip planning tools (i.e. Google, Transit App, Passio
Go! etc.)
Some ideas for Arcadia Transit partnerships include:
x L.A. County Arboretum—coordinating transportation to the A Line for special events
and peak visitor days, with shared marketing on Metro A Line, social media, etc.
x Arcadia Senior Services, and Library Youth/Teen programs—hosting informational
seminars at least twice a year, that include basic travel training and updates on service
improvements; organizing group trips on regular service to local destinations
x Chamber of Commerce—periodic members forum to hear issues at bus stops, patron
and business need for information, and exploring opportunities related to special
events
x Hotels—coordinating with hotel managers to promote the Green Line as a convenient
way to access local attractions through guest welcome packets, talking points for front
desk staff, and featuring the Green Line in hotel newsletters, social media posts, and
local tourism guides.
Arcadia Transit Strategic Transit Service Assessment | 64
7. Implementation Plan
Arcadia Transit Strategic Transit Service Assessment | 65
The STSA proposes implementing the recommended service changes and supporting strategies over
a five-year timeline, beginning in FY26 and aiming for completion in FY30.
The implementation plan also discusses performance monitoring considerations for both fixed-route
service and DAR. Evaluating performance will enable Arcadia Transit to measure the effectiveness of
the system changes that are implemented and further address any gaps that are identified through
evaluation.
Implementation Timeline
The STSA recommends that the service changes, Holly/Duarte intersection improvements, new stop
infrastructure, bus stop signage branding, and TAP integration be initiated immediately and completed
by the end of FY27. Intersection improvements at Holly/Duarte and new stop infrastructure will be
required to make the proposed route configurations possible, and installing new bus stop signage in
conjunction could have a compounding effect on the visibility of changes made. If the Holly/Duarte
striping does not occur before the service recommendations are made, the proposed service changes
can still go into effect without the Blue Line deviation to the mall. TAP integration is another
improvement that would offer a high return on investment from a system usability perspective.
The bus stop improvements and wayfinding will contribute to the overall quality and legibility of the
system, however, they are not crucial to the implementation of the proposed service changes and
require additional planning and funds.
DAR software modernization may be beneficial considering the productivity levels analyzed, although
for a program of this scale, achieving improved productivity should be well within the means of
traditional scheduling and dispatching methods.
Lastly the marketing actions should be implemented early on and continue indefinitely to provide
consistent, dependable, and visible engagement with riders and partners.
Table 9. Proposed Implementation Timeline
Category FY26 FY27 FY28 FY29 FY30
Infrastructure š Technology
Service Changes • •
Holly/Duarte Intersection
Improvements • •
New Stop Infrastructure • •
TAP Integration • •
Bus Stop Improvements • • •
DAR Software •
Marketing Action Plan
Bus Stop Signage • • • • •
Wayfinding • • •
Engaging with Existing
Riders • • • • •
Expanding Ridership • • • • •
Partnerships • • • • •
Arcadia Transit Strategic Transit Service Assessment | 66
Cost Estimates
The proposed service improvements include extended hours of service seven days a week, and an
increase in revenue hours on the Green Line to provide consistent headways throughout the day. These
improvements are estimated to increase annual revenue hours for the fixed-route service from
approximately 15,000 to just over 20,000. The City currently budgets for 22,000 fixed-route revenue
hours annually, so the recommended schedule adjustments would fit within the City’s current transit
operations budget if implemented.
Other recommendations with ongoing costs include marketing, promotions, and partnership
development. To calculate these costs, the team assumed these marketing efforts would account for
approximately 20 percent of a full-time employee’s responsibilities, or about one day a week of
ongoing attention. The staff time on marketing projects does not necessarily include budget for
promotional materials such as advertising campaigns (digital and print), event organization and space
reservation, etc. A budget of up to $100,000 for marketing collateral in the first year is recommended
to ensure the long-term success of the improvements, in addition to the ongoing dedicated staff time.
In future years, reassessing the marketing collateral budget based on what approaches were most
effective could bring the ongoing costs down and rely more on staff time to maintain partnerships.
Potential one-time capital or program investments include the intersection improvements, new bus
stop infrastructure, enhancements to existing stop comfort and safety, new signage, and wayfinding.
Table 10 shows the cost estimates for the one-time capital or program investments. Because a
wayfinding project involves design and planning work to suit the City’s scope, an estimate is not
provided here.
Table 10. Cost Estimates for Potential One-Time Capital or Program Investments
Potential Investment Unit Cost Quantity Total Cost
Holly/Duarte Intersection Improvements - - $130,000
New Stop Infrastructure $500 16 $8,000
Bus Stop Improvements (shelter, bench,
lighting and digital signage, trash bin) $100,000 12 $1,200,000
Bus Stop Signage $200 16 $3,200
Total $1.3M
Performance Monitoring
An important aspect of the STSA implementation is monitoring Arcadia Transit’s performance over
time through tracking and benchmarking performance measures. Too often, communities see “buses
driving around empty,” and incorrectly interpret that there is no demand for transit. Low utilization does
not necessarily reflect low demand. It may instead indicate that people are unaware of, or unable to use
the service in its current form. These issues can be addressed directly.
When considering a route’s performance, the City should first confirm that the route’s design follows
all appropriate industry-standard guiding principles, and that they have employed the marketing
strategies described above. If these conditions are met, and the service still fails to attract sufficient
Arcadia Transit Strategic Transit Service Assessment | 67
ridership, it is reasonable to conclude that the service may be fundamentally underperforming, and
more significant actions are warranted.
Minimum Performance Thresholds and Considerations for Fixed Routes
The fixed-route services should expect the following outcomes at a minimum:
x Average daily productivity of at least 6 passengers per revenue hour, with a goal of 10
x Peak ridership periods, typically falling between 7:00am to 9:00am, and between 2:00pm and
5:00pm; and at least a few riders per trip throughout the day, even if certain trips are
significantly lower than peak periods
x When ridership and crowding are monitored by time of day, loading standards generally should
not exceed 1.2 passengers per seated capacity for more than two peak hours per day5
For any local route, there will naturally be peak and off-peak ridership periods. There is an important
distinction between the first metric (average of at least 6 passengers per revenue hour) and the idea
of carrying at least a few riders per trip throughout the day. A very peak-heavy ridership pattern could
still result in an average of 6 passengers per hour, even if nearly all ridership occurs on the first and last
trips of the day. This is why monitoring both daily averages and trip-level statistics is important.
Minimum Performance Thresholds and Considerations for DAR
For demand-response service, the top priorities should be per-trip efficiency and customer service.
Below are minimum performance thresholds that DAR should meet, which may require upgrading DAR
software to support dynamic trip assignment.
x The DAR program should strive for 3 or more passengers per revenue hour
x Earn average satisfaction ratings of at least 4 out of 5
x Have shared rides represent at least 40% of all rides served
x Balance available vehicle capacity (sometimes measured as “failed searches” where users are
unable to request a trip) with total program budget
x Meet the published response time for 95% of trips
Performance Evaluation
The performance standards above describe a minimum threshold for evaluating routes or services for
corrective action, but the bar to strive for should be significantly higher. If certain performance metrics
are not being met, it is important to evaluate the causes and understand the context. First, evaluate to
understand if the unmet performance standards are a short-term problem or a long-term trend. Having
a long enough period of ridership data to identify problems is key. Consider external factors that may
skew results and any service changes, such as new routes. Service changes can take 18 months or more
to achieve suggested goals as new routes and services need time to build awareness and ridership. If
Arcadia Transit has fully implemented all recommendations from this STSA and conducted a thorough
assessment of the root causes of poor performance, additional service redesign may need to be
considered.
5 The current Arcadia Transit fleet uses small cutaway style buses that may not permit standees, in which case
analyzing ridership by time of day becomes even more important. Bus operators should alert supervisors
whenever ridership exceeds seated capacity and Arcadia should be prepared to consider higher-capacity
buses and/or “tripper” service if peak loads are regularly reaching capacity.
Arcadia Transit Strategic Transit Service Assessment
8. Appendix
Arcadia Transit Strategic Transit Service Assessment
Appendix A: Fall 2024 Community Transportation Survey Results
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-
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1
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3
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H un t i n g t o n D r
Huntington Dr
Huntington Dr
D u a r t e R d
D u a r t e R d
L a P o r t e S t
S ycamore Ave
Foothill Blvd
F an o St
C a l i f o r n i a S t
D ia m o n d S t
Lo ngden A ve
L i v e O a k A ve
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Newman Ave
1s
t
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t
El Camino Real Ave
Norman Ave
Lemon Ave
Wistaria Ave
Warre
n
W
y
Santa Cl a r a S t
Ba
ldwin Ave
H
ol
l
y
Ave
H
o
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l
y
Ave
Los AngelesCounty Arboretum Santa AnitaPark
Santa AnitaGolf Course
USC ArcadiaHospital
ArcadiaCommunityCenter
City Hall/Police Dept
ShoppingHub
MedicalOffices
FoothillsMiddle School
Arcadia Station
Arcadia County Park
First AvenueMiddle School
ArcadiaHigh School
Dana MiddleSchool
ArcadiaPublic Library
The Shops atSanta Anita
210
0 10.5
Miles
Fixed-Route Bus ServiceARCADIA TRANSIT
EFFECTIVE XX/XX/XXXX
Frequency Weekdays Weekend
Green Line Every 15 minutes 6:00am - 9:00pm 7:00am - 7:00pm
Red Line Every 60 minutes 6:00am - 9:00pm 7:00am - 7:00pm
Blue Line Every 60 minutes 6:00am - 9:00pm 7:00am - 7:00pm
SPAN OF SERVICE
FIXED-ROUTE
BUS SERVICE
DESTINATIONS
Green Line
Red Line
Blue Line
Metro A Line Station
Civic Facilites
Parks & Recreation
Medical Centers
Schools
Shopping Centers
General 5 - 61 years old $0.50 with one free transfer between
Arcadia fixed-route lines
Seniors 62 & older Free; Identification may be requested
People with disabilities Free
Children under 5 years old Free; With an accompanying adult
FARE INFORMATION
Arcadia Transit accepts cash only. Drivers do not give change. Download Passio GO!
Your Arcadia transit app
for real-time routes,
schedules, and bus arrival
updates.
Available on the App Store or
Google Play.
Blue Line Red Line
Gree
n
L
i
n
e
ARCADIA
TRANSIT
Service Assessment
Attachment No. 3