Meeting_Body
AD HOC BOARD COMPOSITION COMMITTEE
MAY 27, 2026
Subject
SUBJECT: COMMUNITY ENGAGEMENT
Action
ACTION: RECEIVE AND FILE
Heading
RECOMMENDATION
Title
RECEIVE AND FILE the report on Ad Hoc Board Composition Community Engagement.
Issue
ISSUE
The Metro Ad Hoc Board Composition Committee (Committee) approved an inclusive community and stakeholder engagement plan designed to gather geographically representative input from riders, local governments/elected officials, businesses, and community stakeholders (youth/students/older adults) across Los Angeles County. Metro staff gathered countywide input to inform Metro’s governance review following voter approval of Measure G and anticipated changes to LA County governance. This report summarizes those engagement efforts and is intended to provide the Committee with a comprehensive overview of countywide stakeholder and community perspectives as the Committee continues to evaluate Metro's governance structure.
BACKGROUND
In February 2026, Metro Board Chair Dutra established the Committee to evaluate Metro’s governance structure in light of Measure G, the Los Angeles County charter amendment approved by voters in November 2024. Measure G creates an elected County Chief Executive Officer beginning in 2028 and expands the Los Angeles County Board of Supervisors from five to nine members beginning in 2032, following the 2030 Census and redistricting process. Because Metro’s Board composition is established by state law and includes balanced representation from the County of Los Angeles, the City of Los Angeles, and other jurisdictions across the County, the Board initiated a review of Metro’s governance framework and potential governance considerations associated with broader County governance changes.
As part of this effort, staff prepared a countywide community and stakeholder engagement strategy intended to gather geographically representative input from stakeholders throughout Los Angeles County. The engagement process was designed to support transparency, increase public understanding of Metro governance and Measure G, and provide meaningful opportunities for public participation as the Metro Board evaluates potential governance considerations.
Metro implemented a broad, multi-pronged engagement strategy between February and May 2026. Engagement activities included community listening sessions hosted through Metro Service Councils and advisory bodies, and stakeholder presentations to Councils of Governments (COGs), business organizations, such as the Valley Industry & Commerce Association, Greater San Fernando Valley Chamber of Commerce, Central City Association, San Gabriel Valley Economic Partnership, Long Beach Chamber of Commerce, BizFed committees, and other business councils, and local government entities. In addition, staff facilitated transit rider intercepts, pop-up community outreach events, multilingual online surveys, and interactive polling. A dedicated website was created, and opportunities for public comment were received through a dedicated email and telephone channels.
The outreach approach was intentionally designed to support broad participation across Metro’s diverse geographic subregions and stakeholder communities. Engagement activities were conducted through both in-person and virtual formats and included multilingual materials and interpretation services to reduce participation barriers and improve accessibility.
Metro made detailed presentations to 25 stakeholder organizations, reaching over 900 attendees. Nine hybrid community listening sessions were hosted by Metro's Service Councils, the Public Safety Advisory Committee (PSAC), and the Community Advisory Council. Metro also held two additional virtual listening sessions, one in the evening on May 6 and one at 12 pm on May 13 (focused on North LA County stakeholders). As Chair of the Committee, Chair Najarian led the May 6 virtual listening session. In total, the listening sessions drew nearly 200 participants. Thirteen pop-up transit intercepts and community events reached riders and community members at locations across the county.
There was significant representation from Metro Board Members and Committee Members at many of these community engagement events. Director and Committee Member Padilla participated in the discussion at the March 25 LA City Council Transportation Committee meeting. On April 1, Metro Board Chair Dutra participated in the discussion at the Gateway Cities COG Board meeting, while Director Sandoval joined the San Gabriel Valley COG Transportation Committee meeting. Committee Member Oliver-Ronceros attended the April 9 PSAC listening session.
Director and Committee Chair Najarian and Metro Board 2nd Vice Chair and Committee Member Barger participated in the North LA County Transportation Coalition (NCTC) JPA meeting on April 13. Committee Member Dipple, in his capacity as Executive Director, led the Las Virgenes-Malibu COG Board meeting on April 21, in which Director and Committee Chair Najarian also participated. Director Butts attended the session with the South Bay COG Board on April 23. Committee Member Hernandez attended a briefing at the April 28 BizFed Goods Movement, Mobility and Transportation Committee Meeting and facilitated a BizFed Action Alert to promote the Metro survey. Director and Committee Chair Najarian also led the May 6 virtual listening session and supported the May 13 North County virtual session.
DISCUSSION
Metro’s engagement process generated more than 1,300 engagements across meetings, events, surveys, and public comment channels. Almost 700 survey responses were received from ZIP codes throughout Los Angeles County, reflecting broad regional participation. Survey responses and in-person engagement findings were generally consistent across outreach methods and stakeholder groups and compiled into a final report (Attachment A).
Participants contacted throughout Metro’s engagement process consistently emphasized the following three themes across all engagement methods. This included:
Emphasis on Metro Board Representation that Reflects Community Voices
• Riders
• Diverse communities
• Regional perspectives
• Transit-dependent populations
Specific interest in balancing Lived Experience and Expertise
• Regular transit rider experience
• Technical, planning, and policy expertise
• Real-world operational understanding
Accountability and Transparency in Metro Board Decision Making
• Clearer Metro Board roles and authority
• Stronger accountability mechanisms
• Greater transparency in Metro Board decision-making and use of public input
Survey Findings
Metro gathered feedback from community members, transit riders, and stakeholders across Los Angeles County through both digital and in-person channels. Online feedback was collected via a survey shared in weekly Metro emails, on the website (gometro.la/governance), and through QR codes on all Ad Hoc informational flyers, alongside live polling via Slido.com during nine hybrid listening sessions and two presentations to Metro advisory groups, including the Accessibility Committee and Youth Council. In-person feedback was captured through paper surveys at COGs and stakeholder briefings, as well as via direct outreach at community events and transit intercepts.
Overall, Metro engaged nearly 200 participants during the listening sessions and received nearly 500 survey responses. Most participants responded to the live poll or online survey, though some skipped certain questions.
Based on the responses from both the live poll and surveys, Metro received feedback from a well-balanced cross-section of Los Angeles County. The greatest participation came from the South Bay, the San Fernando Valley, and the San Gabriel Valley.
Survey and listening session responses strongly reinforced the importance that participants place on Metro governance structures that align with their communities. Across all platforms, respondents emphasized that the current Metro Board structure needs improvement to better reflect and prioritize their local community needs.
Across survey responses and interactive polling, participants clearly shared what matters most to them regarding the future Metro Board composition. Keeping the voices of transit riders and people with firsthand experience using transit and dealing with mobility challenges was a top priority. This was followed by a strong preference for technical expertise, specifically, individuals with backgrounds in transportation, planning, or finance. Lastly, commitment to public accountability and transparency was prioritized.
Representation and Rider Perspective
Participants consistently emphasized the importance of Metro governance structures that reflect community and rider perspectives, particularly the experiences of transit-dependent communities and regular Metro riders. Across listening sessions, advisory committee meetings, stakeholder briefings, and community outreach events, participants frequently discussed whether the current Metro Board structure adequately reflects the communities and riders most affected by Metro decisions. Many participants expressed interest in ensuring that Metro Board members understand and experience the lived realities of using the Metro system, including operational, accessibility, safety, and mobility challenges riders face.
Participants also discussed the importance of regional representation and ensuring that communities throughout Los Angeles County continue to maintain meaningful representation and balance within Metro governance structures. Several stakeholders expressed concern that significant changes to Board composition could dilute regional representation or reduce local jurisdictional voice in Metro Board decision-making. For example:
• Riders at the El Monte Transit Station on a weekday morning generally said that Metro Board members should be regular transit riders to better understand riders' perspectives on both bus and rail. They also expressed interest in strong representation on the Metro Board from cities with larger transit hubs and transit needs, especially those near both Metro, Metrolink, and partner agencies. Riders appreciated the Metro governance information and communicated overall support for Metro’s improvements in safety and cleanliness.
• Stakeholders at the Westlake/MacArthur Park Station, Wilshire/Vermont Station and 7th St Metro Center included a diverse cross-section of riders, including daily commuters, students, older adults and transit-dependent populations. Most weekday riders surveyed identified themselves as frequent riders and were very familiar with the Metro system. Riders emphasized the importance for continued visible safety presence and cleanliness on the system.
Findings from both qualitative and quantitative engagement suggest broad interest in governance approaches that strengthen community and rider representation while balancing regional governance considerations and jurisdictional representation. The need for strengthening public confidence in the Metro Board’s decision-making was also shared by some riders.
It is important to note that rider feedback and participation have helped shape several of Metro’s key initiatives, including the LIFE program, the annual budget, and the Metro Transit Ambassador program, just to name a few. These initiatives reflect how direct rider input has informed policy making by the Metro Board that expand access, improve customer experience, and strengthen the transit system’s connection to the communities it serves.
Balancing Lived Experience and Technical Expertise
Across stakeholder meetings, listening sessions, and survey responses, participants consistently emphasized the importance of balancing lived transit experience with professional and technical expertise. Community members frequently described rider experience and technical expertise as complementary rather than competing considerations. Participants highlighted the importance of governance structures that incorporate operational knowledge, transportation planning expertise, financial expertise, and real-world understanding of rider experience.
Stakeholders emphasized the importance of maintaining the technical expertise needed to oversee a large and complex regional transportation agency. Metro B Line and G Line weekday riders at the North Hollywood station were willing to learn more about Metro governance during transit intercepts. Riders expressed overall support for Metro and its current governance, citing significant improvements in station safety and security and appreciation for frequent, reliable service.
Accountability and Transparency
Stakeholders also consistently emphasized the importance of accountability, transparency, and public trust in Metro governance. Community members expressed interest in a clearer understanding of Metro Board roles, selection processes, responsibilities, and decision-making authority, as well as greater transparency into how public input is incorporated into the Metro Board decision-making.
Regional Representation and Board Expansion
Metro staff presented at all COGs and one of the JPAs, including the Las Virgenes-Malibu, Westside Cities, Gateway Cities, San Fernando Valley, San Gabriel Valley, and Southbay Cities Council of Governments, and the North LA County Transportation Coalition (NCTC) JPA. Briefing materials were provided to the Arroyo Verdugo Communities JPA.
Two COGs, the South Bay Cities and the Las Virgenes-Malibu, took positions opposing Board expansion and expressed concerns that additional seats could dilute city representation. Both COGs’ comment letters stated that there should not be an additional dedicated seat for the County’s future elected Chief Executive Officer. The San Fernando Valley COG stated that if changes occur, proportional regional representation must be preserved.
The Westside Cities, Gateway Cities, and San Gabriel Valley COGs, as well as the NCTC JPA, received a Metro staff presentation and have not taken a position at this time. Briefing materials were provided to the Arroyo Verdugo Communities JPA. They did not have a quorum at their April 29th meeting and did not meet again during the engagement period.
No stakeholder organization advocated for expanding the Board's size or explicitly including the County’s future Chief Executive Officer in the Board's composition.
Equity_Platform
EQUITY PLATFORM
Robust community and stakeholder engagement advances Metro’s equity objectives by prioritizing outreach to underrepresented communities, riders, and stakeholders across all regions of Los Angeles County. Metro includes multilingual outreach, accessible meeting formats, direct engagement with transit riders, and partnerships with community-based organizations and faith leaders to reduce participation barriers and ensure diverse perspectives are reflected in Committee deliberations.
Vehicle_Miles_Traveled_Outcome
VEHICLE MILES TRAVELED OUTCOME
VMT and VMT per capita in Los Angeles County are lower than national averages, the lowest in the SCAG region, and on the lower end of VMT per capita statewide, with these declining VMT trends due in part to Metro’s significant investment in rail and bus transit.* Metro’s Board adopted VMT reduction targets align with California’s statewide climate goals, including achieving carbon neutrality by 2045. To ensure continued progress, all Board items are assessed for their potential impact on VMT.
As part of these ongoing efforts, this item is expected to contribute to further reductions in VMT. While this item does not directly encourage transit, sharing a ride, or using active transportation, it is a vital part of Metro operations, as it is a formal advisory body that provides community input on key agency priorities, projects, and programs, which can lead to enhanced customer experience. Because the Metro Board has adopted an agency-wide VMT Reduction Target, and this item supports the overall function of the agency and is consistent with the goals of reducing VMT.
*Based on population estimates from the United States Census and VMT estimates from Caltrans’ Highway Performance Monitoring System (HPMS) data between 2001-2019.
Implementation_of_Strategic_Plan_Goals
IMPLEMENTATION OF STRATEGIC PLAN GOALS
This overall effort supports the following strategic plan goals:
• Goal 3 - Enhance community and lives through mobility and access to opportunity.
• Goal 4 - Transform LA County through regional collaboration and national leadership.
• Goal 5 - Provide responsive, accountable, and trustworthy governance within the Metro organization.
Next_Steps
NEXT STEPS
The community and stakeholder engagement findings summarized in this report will inform the Committee's ongoing work as it evaluates potential Metro Board governance considerations.
Attachments
ATTACHMENT
Attachment A - Community Engagement Report
Prepared_by
Prepared by: Marisa Perez, Deputy Chief, Community Relations, (213) 922-3808
Lilian De-Loza Gutierrez, Executive Officer, Community Relations, (213) 922-7479
Rosalba Gonzalez, Manager, Community Relations, (213) 956-1886
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Reviewed_By
Reviewed by: Nicole Englund, Chief of Staff, (213) 922-7950
