If Occupy LA Occupied City Hall

CityWatch, Oct 7, 2011
Vol 9 Issue 80

RETHINKING LA - The Occupy Wall Street movement has gone viral, spreading across the country as people of all walks gather in their respective cities to protest corporate greed, social inequity, corporate personhood, and a host of other issues that reflect the spectrum of discontent with the status quo.

Occupy LA is approaching the end of its first week on the north lawn of LA’s City Hall and in that short time they have incurred the wrath of the most deadly of movement enemies, benign neglect.

Protesters in New York have been pepper sprayed, arrested, and restricted by ordinance from using amplified sound while Occupy LA has competed with the trial of Michael Jackson’s doctor for media coverage.

Protesters in Seattle have braved the chilly weather without tents, shivering in the cold rain as the police confiscated their supplies and arrested those who resisted the ban on blankets, sleeping bags, and “lounging” behavior.

Protesters in Los Angeles have been quietly accommodated by law enforcement, cheerily visited by City Hall staff, welcomed into Council Chambers, and gifted with a City Council Resolution of Passive Support that memorializes the many issues that prompt Occupy LA to exert their 1st Amendment rights.

City Council President Garcetti was joined by Councilmembers Alarcon and Rosendahl in a brief tour of the Occupy LA camp, an expedition that was prompted by earlier public comments in City Council pointing out the contrast between the theoretical debate on the council floor and the reality on the streets.

To their credit, they came, they saw, and they postured.

(Note: The LA Council will consider a Resolution of Support for Occupy LA on Tuesday, authored by Alarcon and Rosendahl.)

As for the residual impact on Occupy LA, they still move their tents from the lawn to the sidewalk each night in deference to the Los Angeles Municipal Code restriction on camping in city parks, a classification that applies to the lawns surrounding City Hall.

LA’s City Council is missing out on a big opportunity by not embracing Occupy LA and bringing them inside, after all, there is so much City Hall could learn from the movement. Typically, the twin enemies of a protest are limited resources and resistance, challenges that either crush a movement or refine it into an effective organization.

City Hall could take a lesson from Occupy LA in the following areas:

Media - Occupy LA established a Media tent on the north lawn and the events are livestreamed via internet, allowing viewers to interact at all hours with each other and with members of Occupy LA.

The ongoing narrative and dialogue is complemented by the full spectrum of social media and dissemination of content is comprehensive. Contrast this with City Hall’s continued reliance on physical posting of notices in a city of 485 square miles and the gap between what Occupy LA has done in less than a week and what City Hall fumbles on a regular basis.

Education - Within days, Occupy LA had structured classes on the issues so that participants could move beyond experiences and slogans and into the substance of the agenda, whether economic, legal, environmental, social, or strategic. The open air classrooms offer proponents the opportunity to clarify their message and audience members an opportunity to engage in dialogue. Contrast this with City Hall and the ongoing confusion that reigns supreme on issues that include the budget, water & power, transportation, infrastructure, code enforcement, public safety, and the delivery of city services.

Communication - New York authorities have enforced a ban on amplified sound under threat of 30 day jail terms so the Occupy Wall Street protesters rose to the challenge by employing the human microphone. A speaker yells “mic check” and the crowd repeats the words, the speaker continues and the crowd repeats the words, resulting in a public address system that is creative, participatory, effective, and triumphant, a small victory that edifies as well as ensures an attentive audience.

Contrast this with City Hall and the degrading experience of public comment before an inattentive City Council that endures commentary as a necessary evil.

Healthcare - It’s not an afterthought or a response to a crisis, it’s a basic human need. Occupy LA has it covered and that includes the range of elements that contribute to health including shelter from the elements, sanitation and bathroom facilities, wash stations, good nutrition, and social needs.

Occupy LA has it all while the City of LA still acts as if it deserves a commendation from the United Nations for placing portable toilets on the streets and allowing homeless to sleep on sidewalks. (but not in cars, that’s prohibited by LAMC 85.02)

Public Participation - At Occupy LA, if you show up, you’re a member. If you speak up, you will be heard. The General Assembly meets every evening and the proceedings are broadcast via internet, allowing for commentary from the viewing audience.

Contrast this with the City Council’s ongoing debate over neighborhood councils, the definition of a stakeholder, the rules and regulations for participation, ethics training, and vetting and it’s evident, Occupy LA could teach City Hall a thing or two about engaging the public, treating them with respect, and creating a rewarding experience.

Funding - Within hours of establishing an online presence, Occupy LA had created a funding strategy that included several mechanisms for participation, from establishing a mailing address so that supplies could be shipped to a downtown location, to runners who would pick up donations, to online contributions of money, to organized and scheduled deliveries that ensure consistent support.

Contrast that with the City of LA’s inability to process permit fees by phone or online or in person unless you’re willing to trek downtown on a Friday and wait in line. Hands down, Occupy LA could teach City Hall a thing or two about how to handle money.

Food - Occupy LA addresses the problem of limited resources by seeking out solutions that have more than one application. Even the delivery of pizza goes beyond simple immediate sustenance and provides diners with more cardboard for signage. Creating signs turns into an art project for kids who are learning silkscreening, all of which turns the lawn into gallery space.

Contrast this with City Hall’s contempt for the public as they engage in marathon sessions with no concern for the public’s need for sustenance, all as the Council enjoys catered lunches in Council Chambers while the public sits under “no food or beverage” signs.

Security - Occupy LA is aware of the potential for disorder and it responds to the opportunity by creating order that prevents problems, not by displaying force but by giving respect, lots of respect. City Hall keeps the front doors locked and does more to create a “fortress mentality” than the State Capitol, clearly articulating that the people of LA are not to be trusted. Occupy LA has strategies for diffusing tension and avoiding disorder, without resorting to force. The techniques work and the LAPD is responding with similar strategies of non-resistance.

Urban Planning - The Occupy LA microcosm demonstrates a sensitivity to the many elements of a “whole community” including great public space for gathering, protected areas for childcare, pockets for the different elements of the human experience including arts and culture, political dialogue, education, supplies, foodservice, active zones and passive zones, all of which communicate respect for the human experience. Contrast this with the cavalier approach of City Hall where the people of LA are treated as a burden that has the audacity to demand facilities that work, a budget that is balanced, and the delivery of city services.

Occupy LA has accomplished a great deal in less than a week, demonstrating that they have admirable organizational skills and a knack for herding cats that is the essence of a successful movement.

At the same time, they have been criticized for not having a cohesive platform as if the ability to raise an alarm is limited to those who also posses the solution. This is like requiring all medical patients to know the cure before they can complain of the symptom or that all malpractice suits be limited to victims who have medical degrees. Occupy LA is on the right track, they’ve raised the alarm, and the murmur of dissatisfaction is gathering momentum.

Another criticism leveled at Occupy LA is that the numbers aren’t inspiring, as if there is a threshold for validity that comes with participation. The only problem with this is that it is not historical, all movements start off in bits and pieces, some fail and some gather steam, but they all start somewhere.

In hindsight, there will be great debate over the tipping point, the moment at which a complaint resonated and turned into a demand, the place at which a simple campsite turned into the beginning of a journey, the point at which people looked to the left and to the right and realized that there was significant common ground and it was littered with broken promises and squandered potential.

The most significant criticism comes from the pragmatists on the sidelines who contend that Occupy LA will fail because the participants haven’t suffered enough and haven’t encountered significant oppression.

Apparently, the naysayers feel that righteous indignation is insufficient fuel for a call to action, a position that does more to justify their lack of action than to condemn Occupy LA, leaving them on the sidelines as part of the problem, not the solution.

To contend that Occupy LA deserves a place in City Hall simply because they get sleeping bags shipped overnight, pizza delivered regularly, and keep the toilet paper stocked is overly-simplistic. Running the largest City in the most populated State in the most powerful Country in the world takes much, much more. It takes leadership and a willingness to stand up.

That’s where Occupy LA comes through, with a clear voice of contempt for the status quo, demonstrating the individual leadership that is coalescing into collective leadership, willing to stand up and scream

(Stephen Box is a grassroots advocate and writes for CityWatch. He can be reached at: Stephen@thirdeyecreative.net .)

CityWatchLA - Please Hold for City Hall!

CityWatch, May 31, 2011
Vol 9 Issue 43

RETHINKING LA - LA’s City Council took another step toward complete irrelevance during the recent budget hearings as it moved from a discussion of city pagers to a robust consideration of the hold music on the city’s 311 phone system.

Faced with a $6.9 billion budget, a half billion dollar shortfall, and impending cuts to city services, LA’s City Council abdicated responsibility and instead continued to engage in a discussion of antiquated communications technology.

In the wilds, this is known as the displacement activity of a cornered animal. At City Hall, it’s simply the Peter Principle coming to life in the Theatre of the Absurd.

To discuss the hold music on the 311 system demonstrates two significant disconnects from reality.

First, the hold music would be somewhat irrelevant if hold times were reasonable. But they’re not. The staff has been cut and the calls for help have escalated.

Reductions in city services, the collapse of a city, and an increase in calls for help as the public realizes that they’re last in line are the symptoms of eviscerated departments and the downward spiral of a city in crisis.

Second, the ongoing discussion of pagers and hold music in City Council Chambers demonstrates a complete disconnect from innovative communication strategies and technologies.

The City of LA is the largest city in the most populated state in the most powerful country in the world and yet its online presence is painfully provincial and disjointed, lacking any sense of center or internal strategy for navigation.

Planning has a “frame” design that prevents visitors from bookmarking or sharing links with others. During the revision of the Housing Element, staff overcame the limitations of the website by simply building their own temporary site for the Housing Element campaign.

LADOT has also employed the “workaround” solution but in their case, they allowed the consultant to build the website, resulting in a Bike Plan site that now belongs to a vendor that is no longer on the job. Oops!

A visit to the Mayor’s website offers a search feature but “Vision for Connectivity” fails to yield any results. For that matter, simply searching for “Vision” only turns up references to gang reduction, Performance Management, and an old, dusty commitment to turn LA into the cleanest and greenest big city in America.

This is one of those moments when everything becomes clear.

There’s no vision for connectivity at City Hall.

To be sure, each City Councilmember has his/her own strategy for connecting with the public and they range from pagers and rotary phones to the web, typically serving as filters rather that open and transparent opportunities for the public to connect.

For all of the talk of social media, there’s no way to find the folks at City Hall unless you already know them.

@MobilityMaven will send you lots of advice on avoiding the 405 in July, but only if you’re already connected.

@Villaraigosa will send you lots of messages announcing the great work being done in schools, parks, libraries, theatres, cultural centers, and churches, but again, only if you’re already connected.

If you’d like to follow the twitter accounts of the Emergency Management Department or the many Deputy Mayors, it’s an insider game, not for the common folk. In fact, simply calling them by phone or visiting them in person is not for the hoi polloi, it’s for those already connected.

The City of Los Angeles is in need of a Communications Czar, someone who can...well...connect the disparate departments and staffers and electeds under one digital roof that allows the people of LA to understand how the City works, what it consists of, and who does what.

The league of Women Voters of Los Angeles put out a great book entitled “Los Angeles: Structure of a City Government” and it serves as a road map that opens the doors of City Hall to the public.

LA’s website could do the same thing, connecting the public with their city and empowering civic engagement, and it all starts with a simple strategy for the Internet that commits to open and transparent connectivity.

The fact that LA’s City Hall is a cell phone dead zone and requests for wi-fi access simply prompt snickers demonstrates how far LA has to go if it expects to take its place as a Great City.

In the meantime, rumors that “Nearer My God To Thee” will be played as the hold music on LA’s 311 system are unconfirmed.

(Stephen Box is a grassroots advocate and writes for CityWatch. He can be reached at: Stephen@thirdeyecreative.net .)

CityWatchLA - It's Not the Heat, It's the Disconnect!

CityWatch, Oct 1, 2010
Vol 8 Issue 78

CONSIDER THIS

This past Monday, the temperature in Los Angeles hit a record 113 degrees, prompting a press release from the City of LA's Emergency Management Department (EMD) directing the public to cooling stations set up in locations such as LA's Libraries. The next day, the EMD issued another press release, this time acknowledging their recent discovery that LA's libraries are now closed on Mondays.

There are a few elements of this scenario that demonstrate LA's lack of emergency preparedness and emergency responsiveness.

1) Emergencies don't work 9-5, Monday through Friday. The heat wave didn't sneak up on LA, in fact at 8 am on Saturday morning the participants at the LAPD's Community Policing Advisory Board (C-PAB) Summit were sweltering. Unable to find relief in the beautiful but unshaded open space of LAPD headquarters they found refuge in the new Deaton Hall where the limitations of the AC system were discovered.

The theme of the C-PAB Summit was emergency preparedness and featured Caltech's Dr. Lucy Jones and EMD's James Featherstone. In a wicked display of irony, the top brass of the EMD and the LAPD discussed emergency preparedness on Saturday and then went home, waiting until Monday to let the public know "It's hot, head for the libraries!" If only we were better connected and had the right information at the right time.

2) Emergencies involve everybody. Utilities collapse, streets buckle, the LAPD gets stretched thin, the Fire Department must contend with medical emergencies and heightened fire risks, priorities shift and the last people to know are the ones who need help the most.

This simple heat wave illustrates that the importance of our libraries, our parks, our schools, our open space, our neighborhood councils, our senior centers, and our public space.

Regardless of the emergency, all of the assets of LA are part of the emergency response system, from open space for staging areas to protected space for animals, to libraries and community centers for cooling stations or evacuation shelters, nothing is to be taken for granted. If only we were better connected and had a plan for the right facilities at the right time.

3) Emergencies are local, very local. In a real emergency people won't be downloading PDF's from EMD, they won't be shopping for supplies or rethinking the recent interdepartmental competition over emergency preparedness funding. They'll be yelling, using a whistle, listening to a radio and taking care of themselves, their families and their neighbors.

A real emergency doesn't respect bureaucracy and it hasn't been trained by the personnel department in time management, loss-prevention, or the hierarchy of municipal decision-making. To wait for City Hall to recognize an emergency is to court disaster. If only we were better connected and were prepared to take responsibility for our own lives.

Last year's Station Fire demonstrated the deficiencies in our current emergency preparedness system when it was unclear which department or authority was in charge. Inter-agency squabbling over responsibility left locals navigating the back roads in order to do what needed to be done, save lives and save property.

Two years ago, a series of bushfires in Victoria, Australia took the lives of 173 people. "Black Saturday" resulted in an inquiry that called into question the simple nature of authority and the process for communicating an evacuation alert. It got hot, it got windy, the fires started, people trusted a hesitant fire authority and lives were lost.

Fifteen years ago, a heat wave struck Chicago and 739 Chicagoans lost their live due to the heat. The Center for Disease Control (CDC) sent an investigator to Chicago to study the incident and the researcher reported "It's the heat!" He was wrong. It was hot all over but the deaths came in clusters, demonstrating the impact of social structure, access and mobility, isolation and connectivity.

Quite simply, it's not the nature of the emergency that puts Angelenos at risk, it's our ability to prevent or minimize the impact and it's our ability to respond and survive that makes all the difference.

1) The City of LA needs to integrate its emergency preparedness and emergency response strategies and accept that they must be in the DNA of every department. Chicago demonstrated that simple land use decisions had an impact on the survival rates in a heat wave, demonstrating that even the CRA is having an impact on LA's inability to weather the storm.

From the DWP to the Street Services to the Libraries to Rec & Parks to the LAPD to the LAFD, every department in Los Angeles plays a role but the fact that they are disconnected means that we'll be playing "Who's on first?" in the next emergency.

2) The City of LA needs to connect with the public now and there is no better mechanism for that outreach than the neighborhood councils. It was locals that went over the fences in the aftermath of the Chatsworth Train crash to take food to emergency service providers who worked around the clock to save lives. It was locals who used the back routes to evacuate the animals in the Station Fire while the "authorities" set up roadblocks that hindered an emergency response.

From Community Policing to CERT to Communications, the network must be in place now, not after an emergency has arrived, and the strategy for success must start with supporting the public, not interfering.

3) The City of LA needs to clearly communicate now the chain of command so that the people of LA never, ever again stand in the middle of an emergency and watch the Red Cross argue with CERT over funding or watch the LAPD argue with the County over jurisdiction. Those moments might be dramatic and entertaining on the big screen but they are the seeds of disaster when they take place on the streets of LA.

The record-setting heat of last week may have passed but in its wake is a reminder that we must be prepared, we must take responsibility, and we must get connected. As always, it's up to us.

(Stephen Box is a grassroots advocate and writes for CityWatch. He can be reached at: Stephen@thirdeyecreative.net. Disclosure: Box is also a candidate for 4th District Councilman.)

CityWatchLA - A Silent Cry for Help in Hollywood

CityWatch, Aug 17, 2010
Vol 8 Issue 65


From the White House to City Hall, the 20th anniversary of the Americans with Disabilities Act (ADA) was commemorated with speeches that fell on deaf ears in Hollywood as taxi cab operators refused to transport deaf tourists and a security guard choked a deaf shoplifting suspect for failing to comply with verbal instructions.

We've come a long way but we have a long way to go.

Media coverage of the 20th anniversary celebrations paled in comparison to the viral impact of a graphic video of an incident that involved two security guards from the Forever 21 store at Hollywood & Highland and two deaf brothers. As one security guard wrestles one brother into a head lock, another security guard blocks the second brother who appears to be indicating that they can't hear. Spectators can be heard exclaiming "You're choking him!" and "He's turning purple!" and "He can't breath!" while the second brother continues to signal and circle, kneeling at one point in a futile attempt to communicate with the security guards.

The incident was picked up in the LA Weekly, the Huffington Post, ABC, KTLA, Blogging.LA, and the Deaf TV Channel while the YouTube video has received over a half million views.

The details are disputed by all sides but have resulted in the indefinite suspension of the security guard from Forever 21, the arrest of the deaf shoplifting suspect, and claims of innocence from the deaf brother of the suspect. Hollywood & Highland Center Management accepts no responsibility for the incident but says "We do not condone the apparent use of excessive force." Forever 21, in a statement from the Marketing Dept., acknowledges "the security guard used excessive force, which is against our store policy."

Hollywood & Highland has at least six layers of enforcement authority on the property, starting with the local security guards, the Business Improvement District security (Andrews International), and the Los Angeles Police Department. In addition, the presence of the Metro Red Line Station within the complex results Metro Fare Inspectors, Metro Police, and the Los Angeles County Sheriff's Department.

Now would be a good time for somebody to determine who is in charge and for that organization to produce a policy on communication between law enforcement and those who can't hear. This would also be a good time for the LAPD and the LASD to clarify any limitations on the law enforcement authority of the many organizations that employ security forces, from local stores to the BID to the Metro.

Hollywood's second shameful incident took place at Hollywood & Vermont's Triangle Park taxi stand. Enci and I were walking past the park when I noticed three women attempting to communicate with the operator of the lead taxi, gesturing unsuccessfully to a piece of paper and finally giving up and huddling together. Then I noticed that they were signing to each other.

It turns out that they were deaf tourists and their car had been towed from Hollywood to a Metro inaccessible tow yard in Atwater Village that closed within the hour. While Enci dusted the cobwebs off her ASL, I put out the call for help and within minutes Alfredo Hernandez of the East Hollywood Neighborhood Council arrived and transported our guests to the tow yard where he negotiated for the release of their car. Moments later Bechir Blagui of Hollywood United Neighborhood Council responded and I was reminded again that I live in the community of heroes.

The City of Los Angeles, through the LADOT, licenses and regulates approximately 2300 taxis so that passengers in taxis bearing the Seal of Los Angeles can expect to ride in an insured vehicle, inspected regularly by the LADOT and operated by a trained professional. In fact, the LADOT website even has a Taxi Rider's Bill of Rights although the only mention of disabilities is with regard to wheelchairs and service animals. No mention is made of the significant percentage of our community who are deaf or hearing impaired.

American Sign Language is the third most common language in the United States, surpassed only by English and Spanish. It's estimated that the deaf and hard of hearing population in the Los Angeles area exceeds one million people.

LA's character demands that we embrace and support people of all abilities and challenges, demonstrating our commitment to the Americans with Disabilities Act at every opportunity. From the training and certification of security guards to law enforcement to the licensing of taxi cab operators to the operation of mass transit, it is our responsibility to remove obstacles and barriers so that everybody may enjoy access and mobility.

Metro - System Capacity Improvements

One of the most efficient, effective and immediate things the Metro can do to improve capacity is to address Human Infrastructure, the attitudes and behavior of the Metro staff and passengers. For your consideration I offer these four opportunities.

1) Communication - If the public asks enough Metro employees, the variety of answers will be sure to include a yes, a no, a maybe, and a go away. But it will often result in the run-around. This wastes time and speaks to a systemic flaw that should trigger an examination of the larger issue and the opportunity for clarification.

Example: Recent discussions of the 761 which frequently heads over the hill well under capacity but with a full bike rack has generated complaints as cyclists wait multiple rounds in order to ride over the hill. Metro staff, from Jody Litvak to Lynne Goldsmith to the Bus Operators, are unable to agree on the Metro's policy for bikes on-board policy, offering up "No" and "Only on the last run" and "At the Operator's discretion" and "Only with Operator liability" and "It's not my department." Somehow an opportunity to address systemic confusion was missed and the question lingers. Why does the 761 head over the hill, under capacity but without allowing the cyclists who are left behind the opportunity to put their bikes inside at the back? Also, why does the 761 pass up folding bikes when its rack are full? Best of all, why hasn't this series of questions to staff and complaints to customer service triggered an examination of the triple rack opportunity to increase capacity by 50% for cyclists? They work in Long Beach. Any objections have been dismissed by the Long Beach experience and data. Is anyone paying attention to this opportunity to improve capacity?

2) Training - The public can hardly be expected to understand the Metro policies and then behave accordingly if they are so confusing and exist with so many interpretations. The Metro staff implement and enforce different versions of old and new policies with such creative enthusiasm that it simply drives contempt for the system and an "everyone for themselves" behavioral pattern among the passengers.

The Transit Court will be addressing "Bikes on Escalators," a prohibition that defies comprehension in light of the baby carriage and luggage accommodation, yet it seems to be getting revived. Bike on Trains are prohibited during certain hours but Metro staff explain "That prohibition isn't enforced, it's just there in case we need it." Bus Operators tie off their bike racks and call them "broken" so they can ride bike-free on the freeway. Bus Operators enforce prohibitions against bikes-on-board unless the passenger is able to speak clearly and articulate "Metro policy is to allow bikes-on-board at the Operator's discretion and this empty bus has room in the back for my bike so there is no reason to exclude me from this bus." Rail Operators produce old bike policy pamphlets from the early Red Line days, Bus Operators produce new bike policy pamphlets and find restrictions that don't exist, through it all the thing that is most unclear is "What are we going to do with all of these cyclists?"

3) Logic - Bus Operators frequently inform the public that bikes on-board are allowed at a Bus Operator's discretion but that the Bus Operator is responsible for any damages so they will not allow it. This type of information is simply an insult to the public's intelligence. Kerr's Catering Service v. Department of Industrial Relations (1962) established that an employee can not be held liable for damages that are part of the cost of doing business. Wear and tear, broken dishes in the cafeteria, etc. are not the responsibility of the employee and the Metro should be clear on California Labor Law. Most importantly, the Metro should nip this "liability mythology" because it simply frames the passenger as a liability, not as an integral element of a Comprehensive Transportation System.

A well designed environment will yield good behavior. People sit on the stairs because there is no place to sit. This interferes with the movement of passengers and cyclists are less likely to use the stairs but now the escalators are off limits? People congregate in the middle section of the platform because the Purple Line trains them to count on that section, but this behavior means the head and tail are less populated. Every exiting passenger heads to the center of the platform to exit. Design and communicate to spread passengers out. I always wait for the front car because I have a bike and it is the least populated car, but at Union Station, at NoHo and on the Purple Line, it's not clear where to wait for the front of the train.

Benches that draw passengers to the ends of the platform, clear messaging so passengers can behave accordingly, traffic flow so that boarding is more efficient, simple communication and guidance such as "stand to the right, walk to the left" would all go a long way to increasing capacity and enhancing the passenger experience.

4) Oversight - Equipment malfunctions and breakdowns are to be expected but the most recent Union Station escalator incident bears witness to the systemic lack of oversight. When the escalator closest to HQ went out of service last week, the failure of an out-of-service sign with directions to the elevator in the parking lot to appear should be an indicator that Metro staff who use the escalator take a great deal for granted. The fact that the repairs took days to commence, all for a burned out wire, should have generated a sign indicating that repairs were on the way. This simple incident, so close to Metro HQ, should serve as a trigger that would cause Operations to examine the Metro's response to "out-of-service" incidents and generate a policy for communicating, or responding and for analyzing the data. It is my experience that the escalators at some stations are frequently out-of-service but the staff tell me that no data is collected nor reported. How does the Metro improve?

Complaints from the public are often about staff but the larger opportunity is to look for issues that indicate an opportunity to address communication, training, logic, and the larger Metro environment that allows ongoing conflict between passenger expectation and reality. The 761 issues with under capacity buses that could transport cyclists with their bikes on board is an example of complaints that should have generated an examination of the specific line and the more general policy.

5) Collaboration - I have participated in Cyclist/Metro brainstorm sessions, task forces, and roundtables over the last several years and each time I am hopeful that I am investing my time and energy in a process that will yield a meaningful progress in establishing cyclists as an integral element in LA County's Comprehensive Transportation System. In each case, I spend too much time listening to how hard is is for Metro employees to do their job. I've listened to Metro Bus Operators who need me to know how hard it is to control an articulated bus, Metro Trainers who need me to know how many people they are responsible for training and how difficult it is, HQ staff who need me to understand how difficult it is to work in a political environment, Communications staff who need me to understand how difficult it is to simply get color schemes approved, Operations staff who need me to listen to an explanation of their budget constraints, and enough internal drama to turn even the hardiest bicycle advocate away and yet I persist. Metro morale issues are not the cycling communities responsibility and they must be dealt with before we can move forward and collaborate. We understand the realities of the world we live in, no need to impress us with complexities and budgets, we get it.

Let's collaborate. Let's focus on active solutions to real opportunities that will enhance Metro capacity and the passenger's experience.

Real opportunities for real active solutions:

761 - this line often runs under capacity on a vital route for cyclists yet full racks and a "no-bikes-on-board" policy from the operators prevents cyclists from getting home. Communicate the "Bus Operator's discretion" policy, dispel the liability mythology and let's enhance capacity. Bikes on Board! (Locals have racks for two bikes. Larger buses have higher capacity but still only hold two bikes. Double capacity buses should hold four bikes. Why does the arbitrary limit of two cyclists keep coming up?)

Triple Racks - Long Beach uses them, examine the liability data, dispel the mythology and increase capacity for cyclists on buses by 50% in one swift move.

Bikes on Escalators - Remove the restriction or restrict all carriages, carts, luggage and "stuff" but be consistent and communicate clearly. To allow this to slide into Transit Court oversight is absolutely unacceptable.

Bikes on Rail - Remove the time-of-day restrictions from Metro materials and communicate clearly the policy. With 100 languages spoken in our community, many people simply follow the crowd. Communicate clearly and the crowd will move in the right direction.

Bikes on Buses - Communicate clearly, starting with Metro staff, and demonstrate that cyclists are gap connectors, transportation solutions, not simply a burden and a liability.

Collect the Data - Efforts to restrict cyclists (two per rail car, two per bus...) defy the reality of our world. The Red Line on a Saturday morning is full of workforce cyclists headed to their jobs in the Valley. The Orange Line at night is full of workforce cyclists headed home from their jobs in the West Valley. Metro staff must base their decisions on real data and real need, not on "Monday to Friday, 9 to 5" observations.

Integrate Cyclists as Partners - Cyclists are gap connectors and enhance systemic capacity. To simply look at the space a cyclist and a bike take up is a disservice to the impact that cyclists have on the capacity of the system. Many of my Metro trips would not work if I was unable to combine transit with the bike. Cyclists are Transportation Solutions and must be integrated as vital partners, not as an afterthought.

LA Needs a Vision that Connects

“THE FUTURE, MR GITTES, THE FUTURE”

CityWatch, July 13, 2010
Vol 8 Issue 55

The City of Los Angeles is recognized as the land of promise, of opportunity, and of talented people.

LA's rich history is the stuff of legends but that promise will be squandered if we sit by and wait for the city of the past to return. Now, more than ever, it is imperative that the people of Los Angeles move forward in creating a city of the future and it starts by developing a vision that connects.

1) LA's Environment: Los Angeles was founded when forty-four Pobladores walked from the San Gabriel Mission and established a new home, El Pueblo de Nuestra Señora Reina de los Angeles sobre el Río Porciúncula.

They made their choice based on the availability of water and their connection to the environment continued as the City of Los Angeles developed.

The streets of downtown were aligned with the movement of the sun, positioning the buildings to benefit from a connectivity to the environment, maximizing the benefits of nature.

Since then, the city street grids have been "corrected" and the LA River has been "corrected" and the City of LA has drifted from its original connection to the land it occupies.

If Los Angeles is to become a City of the Future, it will take place when municipal decisions and actions are in sync with a vision that is based on a connectivity to the Environment.

2) LA's Communications: Los Angeles has a track record for telling stories that resonate around the globe, shaping culture, politics, fashion, society, and business along the way. Somehow, this local talent for communication has failed to breach the walls of City Hall which has elected to maintain a Tower of Babel approach to connectivity.

The LAPD uses a traffic collision report provided by the CHP but is unable to capture the data because the LAPD's database is outdated. This results in lost information, misinformation, outdated information.

The DWP relies on a computer language that is considered "dead" requiring new employees to forget what they know and to learn an archaic communications protocol, denying the City of LA the opportunity to implement "smart technology" solutions.

The LADOT uses technology that is outdated, requiring the adjacent communities to "dumb-down" in order to synchronize traffic control communications along city borders.

If Los Angeles is to pursue its destiny as a Great City, it will be because we connect as individuals, as communities, as departments, as municipalities and as partners in communication.

3) LA's Partners: Los Angeles is the rudder that steers the ship and yet at turn after turn, the people of LA hear "that's a federal issue" or "that's under state authority" or "we have no power" and the multi-jurisdictional morass of municipalities, authorities, and agencies is offered as an excuse for the simple fact that LA is not moving forward.

LA's ability to improve the quality of life for the people who live here, work here, own property here and operate businesses here depends on the City of LA laying down a vision for connectivity that draws LA's many neighbors into a partnership that benefits us all.

From the LAUSD to the Metro, from the County to folks on the other side of the city limits, LA is not an island. LA's vision must include a commitment to connecting with the many partners who have an impact on LA's journey to becoming a City of the Future.

4) LA's Story: From around the world, people travel to Los Angeles to experience the mythical LA Story and yet we allow that rich legacy to simply fade into a postcard theme, a brass plaque memorial, and a bit of charm that prompts people to pine for the old days.

LA's pioneers turned a small patch of dusty land into the center of the universe and it's our destiny to write the next chapter in that story.

LA's current challenges are formidable and there are many obstacles. But a vision that connects our strengths will result in a renewed commitment to the Entertainment Industry, the Tourism Industry and the Theatre Community.

It will also capitalize on the many challenges we face and seize them as opportunities to employ the creativity and innovation that is recognized around the world. Connecting LA's assets with the opportunities will result in new standards in technology, communications, sustainability and a revitalized municipal health.

The City of Los Angeles is positioned at a fork in the road. We can continue to embark on the "more of the same" journey or we can embrace a vision of connectivity that sets us on a course to become a City of the Future.

(Stephen Box is a grassroots advocate and writes for CityWatch. He can be reached at Stephen@thirdeyecreative.net. Disclosure: Box is also a candidate for 4th District Councilman.)

CityWatchLA - LA is Suffering from a Severe Case of Disconnect

CityWatch, Oct 27, 2009
Vol 7 Issue 88

The Mayor's proposal to dump the city's current email system in favor of a $7 million Google "cloud computing" platform is about to slide through City Council. It demonstrates a short-sighted willingness to invest in technology as a substitute for a commitment to training city staff in a larger communications strategy based on LA's Connectivity Vision. If you haven't heard of LA's Connectivity Vision, it's because LA doesn't have one.

Typically, a vision would drive goals and strategies and eventually result in the selection of tools, which would then be put to work by well trained people, all embracing specific responsibilities and working toward a common goal. (See video report .)

LA's approach is to embrace new technology in the hopes that old habits and older paradigms will simply fade with the click of a "system upgrade" button. If only it were that simple.

The City of LA has been using Novell's Groupwise email system and software since the early days and is currently in possession of an upgrade that LA has failed to implement. The upgrade, the training and the maintenance that supports the upgrade, and the promise of a 10% reduction in future licensing fees have all been offered by Novell over the last year in an attempt to keep the Los Angeles contract.

Novell is the third largest provider of email systems, after IBM and Microsoft, and relies on servers to support the email system.

The Mayor's proposal would replace Groupwise with Google's Enterprise email system and would also include an array of services that start with Gmail, Google Calendar, Google Talk, Google Docs, Google Sites, Google Video, Google Message Security, and Google Message Discovery.

Google is new to the corporate email support industry and LA represents the "big fish" account in Google's aggressive pursuit of large clients.

Google relies on cloud computing (off-site storage, hosted by Google, accessed by internet) to support the array of services they offer, a small but significant issue that has critics screaming "You're going too fast!"

Personally, I'm a huge fan of Google. I switched to the Gmail this past year and I'm still discovering great features that enhance productivity and efficiency.

I love Google Docs and its ability to allow participants to work on the same doc simultaneously.

Google Calendars are wonderful and I have private calendars, public calendars and multiple user calendars for organizations. The best part is that all of these services are free! Well, they are to the common folks but that's because Google is very good at generating revenue by mining our data and then targeting us with advertising.

I'm sure it's a bit more complicated than that but the robust array of brilliant Google services are free to the public because we are an unwitting audience to the Google family of sponsors.

Herein lies the rub! Critics charge that it is foolhardy to give all of LA's records and data to a company known for its ability to mine data without proven guarantees of security and privacy and without huge financial penalties for service failures or security breaches.

As the City Council grapples with the financial impacts and the security concerns and the operational obstacles of a switch from Novell to Google, there are some advantages to Google that will probably distract the decision-makers at City Hall.

● Gmail offers users the ability to consolidate several email accounts into one. This alone probably justifies the switch. The Mayor can get his Mayor@LACity.org emails along with his SanAntonio@Hotmail.com and his YoTony@yahoo.com emails, all without having to signout and then back in to check each account. This feature is part of the City's $7 million deal and it's also free to the public.

● Gmail filters and labels make it possible for a busy world leader to organize incoming emails, separating requests from constituents, offers from investors, advice from the unions, demands from developers, threats from the City Attorney, lolcats from the City Council and alibis from City Department Managers into their respective folders.

Gmail's system is the best and it provides the pro and the novice alike an unparalled system for workflow management and efficiency in communications.

● Gmail accounts are actually multiple accounts, a feature that allows both city staff and common folk to register once and then to take advantage of multiple (unlimited!) email accounts.

SanAntonio@gmail.com is also SanAntonio@googlemail.com. One Gmail account can now be used to open multiple Twitter accounts and fans can follow @Villaraigosa, @SanAntonio and @YoTony without the interns having to open separate email accounts for each Mayoral Twitter account.

● Google Alerts are a great way to monitor the world without having to actually participate in the conversations that can take up soooo much time.

Simply set up a Google Alert to let you know anytime somebody refers to you or the topic that you're tracking. City leaders and average folks alike will get an email notifying them of conversations that reference them or their issues.

This is a very powerful "hot-line" tool that will get an official's attention in the early hours of the day. Use their name and get on their alert!

● Google Talk allows you to see who's online and to chat with them at all hours.

Imagine how efficient the City of LA will become if the Mayor can see who's working late and who's closing down early!

When LA goes from its ten-to-four operating style to 24-7, the public is going to see accountability like never before. The best part is the fact that the public can participate. Google Talk is for everybody. (If the Mayor lets you in!)

● Google Docs is a wonderful tool for collaboration. I wrote this document on Google Docs, I invited my wife to read it, she was able to edit from her computer and when we were done, we simply invited CityWatchLA and the document became this article.

Real time collaboration, one master with no derivative copies, multiple contributors, multiple formats, organized filing system, and nothing to get lost on a hard drive. As with all Google Treats, free to the public, not to the City!

● Google Calendars are the best and I have several, all overlayed so that I can identify schedule conflicts, but all unique so that I can keep some private, some shared and some public.

The Mayor could even link his Facebook account to his Google Calendar so that the events automatically sync up. When his friends on Facebook invite him to a neighborhood council meeting or to a soiree at LALive, the event will show up on his Google Calendar. Of course, he'll need to be specify which calendar he wants to use, the official calendar or the "other" calendar.

I could continue with the Google cheerleading but it's important to remember that LA will become Google's biggest Enterprise account. The proposed Google system is experimental and unproven for a city the size of LA.

Other cities use Gmail but only as an email backup system. The City of LA is in no position to spend $7 million on a "cloud computing" experiment that leaves privacy advocates storming the gates of City Hall, not Google.

If Google wants to land the "big fish" account, they should offer up the Enterprise system at no charge to the City and they should take the prestige of servicing the largest city in the most populated state in the most powerful nation in the world as their reward!

Missing from this City Council debate over Novell vs. Google is the simple fact that technology is no substitute for vision and skills. Learning to type fast does not make one a great novelist.

The strategy of "bigger and faster" upgrades coupled with enthusiastic and forceful campaigns, all employing the same habits and skills will only result in "more of the same" but delivered with "bigger and faster" enthusiasm.

Any successful company or organization of any significant size has a leader in charge of communications, not just technology, but of the greater need to connect with the public, the audience, the market, the world, and with itself. We need that leader.

In the land of the well-connected, Los Angeles is suffering from a severe case of disconnect. All the bells, whistles, and new-tech tools will not change that. LA needs a Vision for Connectivity.

CityWatchLA - Brisbane has one, LA needs one. What’s the story?

CityWatch, Sept 8, 2009
Vol 7 Issue 72

At its heart, my Down Under Walkabout was simply a quest to connect with the people and the places that make up my past, my history, and my own personal story.

Having started in Melbourne, the Capital of Victoria, then moving through Sydney, the Capital of New South Wales, I finally arrived in Brisbane, the Capital of Queensland, the State where I was born.

My visit to Brisbane was a serendipitous journey, as I discovered the “City Machine” exhibit at the Museum of Brisbane (MoB), conveniently located on the first floor of Town Hall. Guests are invited to discover the city by examining the building blocks that make up the complex wholeness and the connectivity that keeps Brisbane humming. In short, Brisbane sets a new standard for Walkabout storytelling.

I initially visited Brisbane’s Town Hall aiming low, merely intent on visiting the Council Chambers for a moment or two of reflective contemplation on the inner workings of the city of 2 million and to catch the Lord Mayor and the City Council in action.

I was pleased enough to witness a motion to “Adjourn for afternoon tea!” The vote was unanimous and I appreciated the precision with which they concluded a lengthy debate over some monstrous funding issue exactly at 4 pm.

But as impressive as that moment in municipal synchronicity and bipartisan politics was for me, the MoB exhibit was what resonated. Overwhelmingly powerful in its effective presentation, it tells Brisbane’s story from the birth of the city, to the organizational growing pains that took it through its childhood, to its maturity as a world-class city, to its future.

Archival documents, photos, video, artifacts and relics tell the story of a community that grew in response to both crisis and opportunity, with the first demand being Public Health.

The parallels between the origins of Brisbane and Los Angeles are uncanny, with both communities organizing around the Public Works challenge of providing clean water to the residents.

In Brisbane, this resulted in the formation of the Public Works Department and in LA, it resulted in the hiring of the first municipal employee, an Indian woman who dipped water from the Zanja Madre and delivered to the local households. Thus was born the DWP.

Brisbane’s “City Machine” exhibit takes on the challenging task of turning the dry fodder of archival materials into a fast paced journey from the past to the present and into the future. Starting with simple public health challenges that motivated community organization and then moving to transportation needs, into public safety needs, and then into communications, the MoB puts a spin on the journey that brings it to life and engages the audience.

Through it all, it is rapidly apparent that as fast as the tools change, the challenges of a city remain the same. The rapid growth and maturation of the community is constantly presenting infrastructural and organizational challenges that require a highly sophisticated “City Machine” that connects, that communicates, that responds, and that has a clear mandate on purpose and on function and on process.

While both Brisbane and LA began with similar challenges and similar responses, it’s painfully apparent that the same “City Machine” metaphor has failed miserably for Los Angeles.

This past weekend, LA’s Birthday Party, typically celebrated with a 9-mile walk from San Gabriel to El Pueblo to honor the original Pobladores, was compromised by the poor air quality resulting from the Station Fire. The walk was cancelled and festivities were reduced to the minimum, proverbial icing on the municipal cake, and ironic in timing.

As Brisbane celebrates its 150th Birthday with an exhibit that honors the “City Machine,” Los Angeles cancels its Birthday celebration as it grapples with its failure to respond as a "Machine" to the Station Fire.

The Station Fire, now in its 13th day, started in Altadena and spread rapidly, throwing communities into evacuation mode and challenging the LA “City Machine.”

This time of crisis should have been the moment at which Los Angeles came together, functioning as “the Machine,” a complex assembly of many parts working in sync, communicating, connecting and concentrating energy, creating a “wholeness” and providing the leadership of LA with the mechanism to weather the storm.

Instead, the local community played a game of “Where’s Tony?” while the many departments of the City of LA followed disconnected mandates that left the locals self-evacuating under the direction and control of multiple agencies, all the while wondering “Who do you call?” as they faced life-and-death challenges.

In a situation such as the Station Fire, one would hope that the City of LA would provide proactive and effective communication to the community, instructing them on the roles the many City Departments would play in the management of the emergency, and delivered in a variety of mediums to ensure connection with the community.

One would also hope that the Department of Transportation would be on the scene, maintaining a large perimeter to keep the spectators from interfering with the evacuation and with the helicopters collecting water from the reservoir. In addition, it seems reasonable to expect that the LADOT would maintain a tight perimeter in order to keep open evacuation routes and direct local traffic.

It would also seem reasonable to have General Services and Rec & Parks on the scene, coordinating the opening of evacuation centers and communicating with the LAUSD so that people, animals and vehicles could be accommodated quickly and efficiently and safely.

A City the size of Los Angeles surely has an emergency communication network more sophisticated than a Sheriff’s car with a loud speaker rolling down residential streets, leaving a wake of “What did he just say?” as residents spent more time chasing rumors than in simply coordinating emergency response efforts.

With Community Emergency Response Teams, the Red Cross, LA’s Emergency Management Department, Neighborhood Councils, and Neighborhood Watches all standing by and ready to act, it seems that all that is missing is the mechanism for deploying the full force of “the Machine” and, of course, a leader who is available and empowered to direct “the Machine.”

Most of all, it seems fair to expect that when the largest City in the most populated State in the most powerful Country in the world is threatened with an emergency the size of the Station Fire, that it would be clear who was in charge, what the emergency plan was and how it was to be implemented.

Instead, community members from the neighborhoods most affected by the Station Fire charge that the Mayor was nowhere to be found, that communications were reactive and insignificant, that the many departments of the city who had a piece of the emergency plan were disconnected and ineffective and that there was a huge hole in the “wholeness” of LA’s “City Machine.”

All of which is in dramatic contrast to my experience in the Museum of Brisbane where the City went on record as positioning their ability to mobilize the full force of the city as the culmination of their journey and as the foundation of their vision for themselves as a world class city.

So far, my Down Under Walkabout has taken me to Melbourne, which has presented itself as the City on the Move, to Sydney which has presented itself as the City with a Vision, and to Brisbane which has presented itself as the City Machine.

As I return to my home in Los Angeles, I find myself asking “What’s LA’s story?” What is the narrative that defines us, that allows us to identify ourselves in the context of our relationship with each other, that connects us with our collective past, with our shared present and with our unified vision for the future.

These are challenging times for Los Angeles for many reasons, but most of all because we are in dire need of a leader who can deliver and direct a “City Machine” that functions effectively, with the many complex parts humming in sync, connecting us, and taking us into the future.

(Stephen Box is a transportation advocate and an observer of Los Angeles’ political and government system. And, he writes for CityWatch. He can be reached at Stephen@ThirdEyeCreative.net) ◘

Metro Struggles with Connectivity

The Bus Riders Union (BRU) has taken the Metropolitan Transportation Authority (Metro) to task, claiming that the results of an “informal and unscientific” survey indicate that people pay too much and wait too long for Metro Bus service that earns a “D” in overall performance.

Art Leahy, Metro’s CEO, responded with the rarely used “we suck less than you claim” defense, offering up the Metro’s own survey as evidence that “on-time performance had improved from 65% in July 2008 to 72% in July 2009.”

The dueling surveys competition pits the BRU’s random sampling of 2,600 bus riders against the Metro’s systemwide survey of 15,800 but does little to clearly evaluate the performance of the Metro.

Leahy claims satisfaction rates of 85% while the BRU claims that 26% of the passengers gave the Metro an “F” for on-time service and that 75% gave the Metro a “C” for overcrowding.

The Metro comes out clean in this debate as Leahy asks to be graded on the curve, invoking the “we suck less than other big cities” defense, a distracting and effective ploy that typically leaves critics speechless as they absorb the fact that perhaps it is worse elsewhere.

Of course, this strategy only works if the critic has never, ever left Los Angeles and ridden the transit systems of other big cities. Having just spent several weeks Down Under, riding trains, trams, buses, ferries, monorails, pedicabs, bikes, and even cars, I am convinced that if the Metro were to be graded on the curve, compared to other transportation systems, it would receive a failing grade.

While Leahy and the BRU continue with the “she said/he said” debate, everyone including the LA Times passed on the opportunity to simply review the Metro’s survey results, compiled by an outside consulting firm. It doesn’t look good!

23% indicated that the bus being ridden during the survey had broken down in the last month. 72% indicated that they didn’t have access to a car. 80% indicated that they were commuting to work.

The majority of Metro passengers indicated that they ride 5+ days a week, that they have been riding for 5+ years, that they must make a transfer to complete their journey and that they are between the ages of 23 to 49.

I’m going to go out on a limb here and suggest that with a 23% failure rate, the Metro gets a passing grade from the polled passengers only because they have low expectations.

The vast majority of the passengers polled have no choice. Where are all of the people who have a choice and why don't they choose to ride the Metro? The true test of a world-class transportation system is when it can actually get people out of their cars and provide them with competitive transportation options that truly work. Imagine people saying “I’ll take the Metro!" instead of "I have no choice!”

There are two problems here.

First, the Metro evaluates its performance based on an annual survey conducted by outside consultants in a manner that appears to have more of a validation function than real operational value.

This is hardly the behavior of an organization committed to excellence and it falls far short of qualifying as efficient communication or an effective management tool.

A real commitment to performance would start with the establishment of measurable standards and goals. It would include mechanisms for self-evaluation, for systemic evaluation and for public input. It would take place in real time, constantly updated and revised, and both the goals and the results would be made public.

Companies from Starbucks to Southwest to Apple to UPS to Trader Joe’s to Nordstrom are known for their exacting standards, their attention to detail and for their ability to set their own goals, evaluate their own performance and to successfully lead in their fields.

None of these companies succeeded by waiting for the year-end report and then debating with customers over their performance.

The Metro’s reliance on “pencil & clipboard” technology creates the illusion of efficiency but falls far short of demonstrating a serious commitment to any significant analysis of performance metrics. The handcount of passengers and wristwatch analysis of schedule needs to go the way of the rotary phone and the mimeograph machine.

Second, the Metro’s relationship with its passengers requires a mediator in order to facilitate communication.

The Metro maintains a crack team of clipboard wielding supervisors throughout the system, apparently recording something of importance as they sit in those air-conditioned and idling SUV’s, watching arrivals and departures, but they are not available to customers nor do they interact with customers. When approached, they offer up the 800 COMMUTE number with instructions to call the Metro.


The problem here is that the Metro only takes customer service calls from 8:00 am to 4:15 pm, Monday to Friday, hardly the hours when customers would need to call the Metro. Adding to the frustration is the fact that the Metro never invested in an answering machine, not even the old mini-cassette model! Forget about voice mail, feedback is simply not accepted after hours!

The Metro’s reliance on annual performance surveys creates the illusion of a relationship with the Metro’s real partners, its passengers, but they have no meaningful opportunity to offer feedback unless it's at the convenience of the Metro or at the annual survey or if they can find the email address on the Metro’s website.

If the Metro were serious about customer feedback, it would employ the full spectrum of social media tools. The Metro’s survey indicates that 68% of passengers were holding a cell phone as they completed the questionnaire with a pencil.

The average fast food restaurant gets feedback around the clock and all year long, immediately after the transaction, by asking patrons to call, text or tweet their comments.

Meanwhile, the Metro still gives out pencils. On an annual basis!

Imagine a Metro that connects with passengers, communicating via cell phone all schedule disruptions, arrival times, route changes. Imagine a Metro that gets feedback from passengers at bus stops and on buses who call, text, tweet, email, and communicate efficiently and effectively their concerns, issues, complaints and commendations.

These days, one can text the White House, order pizza, make reservations and even tweet God with a confession. (It must be tough to keep the sin under 140 characters!)

If the Metro is serious about getting graded on the curve, it needs to prepare for a failing grade.

MX, the newspaper that is distributed to transit passengers in Melbourne, Sydney and Brisbane, reports on transit authority performance and they have real numbers to work with.

Brisbane, for example, received 6588 complaints in the past financial year. The 444 route from Bellbowrie received 163 complaints and the 375 to Windsor received 156. Meanwhile, there were 681 commendations.

Brisbane’s TransLink management has specific information on drivers who divert from their routes, fail to pick up passengers, smoke, use cell phones or are rude or aggressive, all based on real time communication from passengers.

The Lord Mayor of Brisbane went on record saying that TransLink does a fantastic job serving commuters but added “If people do have an issue with a driver - or any council employee – they can let me know and it will be dealt with.”

If the Metro’s CEO, Art Leahy, is serious about improving the Metro, from on-time performance to cleanliness to courtesy, he’ll echo the Lord Mayor and make himself available to the public saying “let me know and it will be dealt with.”

But most importantly, he will leave behind the dueling statistics and subjective surveys and he will establish the Metro as a world-class transportation system by providing Metro passengers the ability to communicate in real time and around the clock, by phone, by text, by tweet, and by email.