Transit Investment Plan

FY 2012 Transit Investment Plan FY2012

Tri-County Metropolitan Transportation District of Oregon 4012 SE 17th Avenue Portland, Oregon 97202

The most current version of this document is available at trimet.org/tip System map

Dear Reader, This update of TriMet’s Transit Investment Plan (TIP) comes at a very challenging time in our agency’s history. We are still experiencing the impacts from one of the worst recessions in memory. We’ve made service cuts which have had an undeniable impact on our riders. And we are not out of the woods yet. We continue to face a tough economy and federal budget uncertainties that could further impact our level of service. With a growing ridership – now over 100 million trips on the TriMet system for fiscal year 2011 – we know that people want more service. That’s why in this difficult economic environment, TriMet is working to bring more and better service to the region by focusing on our customers, ensuring financial stability and building partnerships for transit growth. With those three areas of emphasis, we are taking a proactive approach in navigating the changing economic landscape. As our resources permit, we will use the criteria outlined in the TIP as a guide for where to restore service and how we grow the system. Getting input from you – our riders, the public and our jurisdictional partners – is important as we work together to make these choices. We recently celebrated the 25th anniversary of the start of our MAX system, the Blue Line between downtown Portland and Gresham. Our Airport MAX Red Line, the product of an innovative public-private partnership, celebrated 10 years and 10 million rides. We couldn’t have done any of this without you. Your support of this region’s transit system is crucial to our economy, our environment and the quality of life we all cherish. For that, I want to say thank you and ask you to continue this vital partnership in making this place great. Sincerely,

Neil McFarlane TriMet General Manager

FY2012 TIP 5 Contents

Executive Summary...... i The Total Transit System...... i Regional partnerships and focused investments...... i TIP priorities...... i Introduction...... 1 Vision...... 2 Mission...... 2 Culture of safety...... 2 TIP strategic priorities...... 3 TriMet’s five-year action plan...... 3 Priorities for FY2012...... 4 Regional context...... 5 Transit system status...... 11 Fixed-route bus and rail service...... 11 Door-to-door paratransit...... 12 TriMet Performance Dashboard...... 12 Status of the Total Transit System...... 12 Priority 1: Build the Total Transit System...... 15 Service quality...... 15 Safety and service excellence...... 20 Access to transit...... 27 Amenities at transit stops...... 34 Customer information...... 36 Ensuring environmental justice and transit equity...... 44 Moving toward sustainability...... 49 Priority 2: Expand high-capacity transit...... 57 Characteristics of high-capacity transit...... 58 Current high-capacity service...... 59 Projects recently completed...... 61 Projects under construction...... 62 Projects in formal development...... 63 Projects considered within regional multi-modal corridor studies...... 65 Long-range planning as part of RTP or focused transit systems planning...... 67

FY2012 TIP X77 Priority 3: Expand Frequent Service...... 71 Frequent Service...... 71 TriMet’s Long-Term Commitment to Frequent Service...... 71 Characteristics of successful Frequent Service...... 74 Frequent Service development...... 76 Frequent Service expansion...... 78 Priority 4: Improve local service...... 81 Characteristics of successful local service...... 81 MTIP Regional Flexible Funds improvements...... 84 Local service changes related to capital projects...... 84 Priorities for local service...... 85 Accessible transportation...... 91 Accessible transportation services...... 91 Coordinated Human Services Transportation Plan...... 92 Finance...... 95 Revenues...... 95 Operating expenditures...... 96 Financial situation and forecast...... 102 Appendix...... 105 System productivity...... 105 Bus stop amenities...... 108 High ridership bus stops...... 110 Location of new bus stop amenities installed in FY2011...... 111 Service reductions in FY2010...... 114 Service reductions in FY2011...... 117 TriMet Capital Improvement Plan Summary (FY2012-FY2016)...... 119 TriMet Recommendations for Transportation System Plans...... 122 Frequent Service criteria...... 124 Glossary...... 126 Acronyms and abbreviations...... 129

8 FY2012 TIP Executive Summary

The Transit Investment Plan (TIP) lays out TriMet’s strategies and programs to meet regional transportation and livability goals through focused investments in service, capital projects and customer information. The TIP is a rolling five-year plan that is updated annually. The TriMet Board of Directors first adopted the TIP in June 2002. The TIP relies on long-term policies and investment priorities developed by Metro with input from the entire region, including the 2040 Growth Concept, the 2040 Framework Plan and the Regional Transportation Plan (RTP). These plans direct development to Regional Centers, Town Centers and key corridors and call for supporting transit investments. The TIP shows how TriMet will implement the transit portion of the RTP over the next five years. The Total Transit System The Total Transit System is TriMet’s term for the elements that make transit an attractive choice for riders. The Total Transit System includes: safe, secure trips on frequent, reliable service during all times of the day and every day of the week; clear customer information; easy access to stops; comfortable places to wait for transit and modern, well-maintained vehicles. TriMet and its partners are investing in the Total Transit System to not only meet the current demand for service, but to support regional development described in the 2040 Framework Plan and to attract the level of ridership called for in the RTP. Regional partnerships and focused investments TriMet partners with local, regional, and state governments and agencies to provide many of the important elements that enhance access to transit such as roadways, sidewalks, safe pedestrian crossings, priority treatments for transit vehicles, education and development standards that promote and enhance pedestrian-friendly areas. Only with such combined and coordinated efforts can the region realize the full potential of its significant transit system investment. The TIP provides the framework for forming partnerships among TriMet and other agencies to improve access to transit and encourage transit-oriented development. For example, TriMet worked with local jurisdictions to develop criteria for expanding transit service. TIP priorities Within available financial resources, TriMet and its partners balance needs to guide where, when and how to invest transit-related dollars. Over the long term, the TIP priorities are to: 1. Build the Total Transit System—safe, secure trips on frequent, reliable and convenient service, easy access to transit, amenities at stops and stations, and clear customer information. 2. Expand high-capacity transit—Invest in MAX Light Rail, Commuter Rail, Bus Rapid Transit and Streetcar service along key corridors to connect Regional Centers. 3. Expand Frequent Service—Add to TriMet’s network of bus lines that run every 15 minutes or better, every day. 4. Improve local service—Work with local jurisdictions to improve transit service in specific local areas. Figure ES.1 summarizes recent, current and future implementation features for each of the TIP Priorities.

Executive Summary FY2012 TIP i FY2013 to FY2016 FY2011 FY2012 July 2011–June 2015 TIP Priority July 2010–June 2011 July 2011–June 2012 Program of investments, Past fiscal year Current fiscal year pending improved revenue

• Safety and Security Executive hired to lead agency effort to create a culture of safety • Completed revitalization projects along the Eastside MAX Blue Line, including safety and security improvements and station upgrades • Implement Safety Management System to • Continue to sustain culture • TransitTracker by phone/ create a culture of safety text provides real-time bus of safety through ongoing and MAX arrivals to more • Purchase 55 new buses, training, employee engagement, than two million calls per providing automated strategic data sharing and month stop announcements, air partnerships conditioning and low-floor • Deploy 40 new buses annually 1. Build • Opened high-capacity, boarding on 66 percent of controlled access Bike & to improve fleet reliability, the Total fleet convenience and efficiency Transit Rides at Gresham Central, Beaverton and Sunset • Test four next-generation • Develop and launch open source System hybrid buses on Line multi-modal trip planner to Chapter 3 Transit Centers, using ARRA funds 72-Killingsworth/82nd allow users to interactively • Stop IDs for use with • Complete installation of explore and plan trips TransitTracker displayed new signs and stop name combining walking, biking and in more than 70 percent of decals, and optimize bus transit bus stops stop spacing • Enhance financial stability • Installed amenities at 90 • Implement bus stop through reduced costs and bus stops pavement enhancements heightened revenues at 30 locations • Installed three TransitTracker digital displays at Gateway Transit Center • 38 third-party software applications providing customer information developed using open source TriMet data

Figure ES.1: TIP Implementation Features

ii FY2012 TIP Executive Summary FY2013 to FY2016 FY2011 FY2012 July 2011–June 2015 TIP Priority July 2010–June 2011 July 2011–June 2012 Program of investments, Past fiscal year Current fiscal year pending improved revenue

• Due to budget constraints, reduced frequency on MAX Blue, Green and Yellow lines during non-rush • Increase frequencies on existing hours lines to meet long-term policies 2. Expand • Entered Final Design on • Restore some service hours and serve demand high- on crowded MAX trains to • Continue analysis and planning capacity Portland-Milwaukie Light Rail project relieve over-crowding on HCT corridors including transit • Prepare for Portland possible MAX Light Rail Chapter 4 • Opened new Civic Drive Streetcar Loop opening extensions (Southwest Corridor) MAX Blue Line station for and/or Bus Rapid Transit service (Powell-Division, I-205) • Opened redesigned Rockwood/E 188th Ave station

• Due to budget constraints, • Increase frequencies on existing made additional lines to meet long-term policies 3. Expand reductions in frequency and serve demand Frequent during non-rush hours on • Restore some service hours Frequent Service lines on crowded buses to • When budget allows, restore Service service hours on Frequent Chapter 5 • Frequent Service lines relieve over-crowding served 58 percent of bus Service lines to ensure riders on 48 percent of bus 15-minute or better service all service day, every day

• Due to budget constraints, • Continue leveraging regional discontinued two bus lines flexible funds for access and (Lines 27 and 157) and amenity improvements, in service on low-ridership coordination with jurisdictional 4. Improve portions of four bus lines partners • Restore some service hours local • Reduced weekday • Evaluate and implement service service on crowded buses to frequency of service on relieve over-crowding restoration, improvements and/ Chapter 6 26 bus lines and reduced or extensions within available weekend frequency on 15 resources, based on ridership bus lines productivity potential, prior • Reduced span of service on commitments and future 11 lines development

Executive Summary FY2012 TIP iii TriMet’s Transit Investment Plan Investment Transit TriMet’s ES.2: Figure

iv FY2012 TIP Executive Summary 1 Introduction

The Transit Investment Plan (TIP) presents TriMet’s planning and operational approaches for the TriMet District. It identifies guiding priorities, mostly focused on the next five years. Specifically, the TIP presents TriMet’s: • Vision and Mission • Long-Term Strategic Priorities • TriMet’s Five-Year Action Plan • Priorities for Fiscal Year (FY) 2012 The TIP lays out TriMet’s strategies and programs to meet regional transportation and livability goals through annual investments in service improvements, capital projects and customer information. The TIP contains a five-year plan of service approaches and includes key long-range system enhancements. The TriMet Board of Directors adopted the first TIP in June 2002. Public involvement, TriMet Board meetings and discussions with jurisdictional partners provide a basis for annual revisions of the TIP. The TIP builds on regional long-term strategies developed through the Metro regional government’s Regional Framework Plan. Two components of the Framework Plan, the Regional Transportation Plan and 2040 Growth Concept, direct development to centers and along transportation corridors. The TIP shows how, within available resources, TriMet will implement the transit improvements called for by these plans over the next five years. This plan emphasizes strategic choices and focused investments into specific transit corridors and areas, not only in new bus and rail service, but in the Total Transit System: service reliability, passenger amenities, customer information, and access. These improvements are most noticed by riders (and are therefore most effective) when they are made on the same routes at the same time. TriMet partners with local, regional, and state governments and agencies to provide many of the important elements that enhance access to transit such as roadways, sidewalks, safe pedestrian crossings, priority treatments for transit vehicles, and development codes that promote and enhance transit-supportive, pedestrian- friendly areas. The TIP provides the framework for forming partnerships between TriMet and other agencies to improve access to transit, encourage transit-oriented development and identify areas with the greatest ridership potential. Transit investments need to be planned and programmed several years in advance. The TIP contains priorities for new service when resources become available. Actual implementation depends on

1. Introduction FY2012 TIP 1 funding availability as part of each year’s annual service planning and budgeting process. Like everyone in the region, TriMet has felt the effects of the severe recession. With continuing unemployment, our revenue from employer payroll taxes—which pays much of the cost of operating buses and trains—dropped significantly starting in FY2008. This left us with a budget shortfall totaling about $60 million over the previous two fiscal years. This year (FY2012, which runs from July 1, 2011 to June 30, 2012), offers the chance to hold service relatively steady, and prepare for future increases in bus and rail service, though uncertainty about federal transit funding and fuel prices continues to present budgetary risks (see Chapter 8 for more information on TriMet’s budget and financial situation). TriMet provides LIFT paratransit service for people who cannot otherwise use transit due to physical or cognitive challenges. This service is an important contribution to the region and a federal mandate. TriMet works with LIFT riders and with partners around the region to encourage and enable any LIFT riders who are able to use fixed-route services to do so, due to the much lower cost per ride on fixed-route transit (see Chapter 7 for more information on LIFT). Vision To make the Portland region the most livable in the country The Portland region is frequently cited as one of the best places to live in the world, and TriMet is here to help keep it that way. Through regional partnerships and effective transportation and land-use planning, we’re working to preserve the things that make this place special, like our thriving downtown, our clean air, our walkable neighborhoods and our spirit of sustainability. With 1 million more people expected in the region by 2035, transit plays an essential role in maintaining our quality of life. Mission To build and operate the “Total Transit System” The Total Transit System includes a safe and secure trip on frequent, reliable and comfortable service, easy access to stops and stations, and clear customer information—while ensuring transit equity and environmental justice and moving toward sustainability. We strive to make life better for our community by providing high-quality transit service that is safe, dependable, responsive, easy and inviting. We believe that we will reach the highest level of service excellence in a work environment where safety is a fundamental value. Culture of safety Safety is the focus for all TriMet operational, planning, and strategic decisions. Rather than think of it as a single priority, even as the highest priority, TriMet is renewing its effort to create a culture of safety in all TriMet employees and all TriMet endeavors. As a core value, safety becomes the lens we use to make decisions. While we

2 FY2012 TIP 1. Introduction strive to deliver the best transit system we can to make our region the most livable in the country, the need for safety in operations, design, and training will ultimately guide all of our actions. TIP strategic priorities In the long-term, TriMet’s strategic priorities are to: 1. Build the Total Transit System: Enhance customer information, access to transit, stop amenities, frequency, reliability, passenger comfort, safety and security. 2. Expand high-capacity transit: Invest in light rail, commuter rail and streetcar service along key corridors to connect Regional Centers. 3. Expand Frequent Service: Restore and add to TriMet’s network of bus lines that run every 15 minutes or better. 4. Improve local service: Work with local jurisdictions to improve transit service in specific local areas. TriMet’s five-year action plan TriMet is pursuing a five-year action plan to advance these long-term TIP strategic priorities in the medium-term. Over the next five years, TriMet will work to build and operate the Total Transit System by (1) focusing on customer needs, (2) ensuring financial stability and (3) building partnerships for transit growth. The result is service that is safe, dependable, responsive, easy and inviting. Under each of these three focus areas, a number of actions have been identified: 1. Focus on customers • Create a culture of safety • Prioritize restoration of 15-minute or better service on Frequent Service bus and MAX • Expand service to relieve peak-hour crowding • Build and operate Portland-Milwaukie Light Rail • Expand bus service to enhance local community connections • Simplify and streamline the fare system • Increase TriMet presence on the system 2. Enhance financial stability • Bring benefit costs in line with projected revenue • Increase employee productivity through improved attendance • Increase fare system efficiency • Identify efficiencies, streamline processes and engage in continuous improvement 3. Build partnerships for transit growth • Engage our customers and constituents in ongoing conversations about service needs, improvements and funding

1. Introduction FY2012 TIP 3 • Strengthen partnerships with other jurisdictions to ensure growing investment in transit access • Build new partnerships for new projects identified in the region’s high-capacity transit plan Priorities for FY2012 In order for TriMet to deliver on our vision, mission, culture and long- and medium-term strategic priorities, we must focus on a few key issues each year. For FY2012, TriMet is focusing on: • Safety implementation. Continuing efforts to create a culture of safety include annual safety recertification training for all bus operators, reviewing all bus lines (including every lane change, turn and stop placement) to ensure safe operating environments, reviewing reports and data from operators to track where “close calls” may have occurred and working to eliminate any potential hazard. • A shift from education to enforcement in fare inspection. TriMet is shifting the focus of fare inspection from education to enforcement in addition to expanding the number of staff dedicated to fare inspection. As part of the FY2012 budget, six new supervisors have been hired exclusively for fare and code enforcement. Their work will move away from a warning and education focus to issuing citations and exclusions to riders found without a valid fare, including for first-time violations. At the same time, TriMet has doubled the number of technicians dedicated to maintaining the ticket vending machines (TVM) on MAX platforms. TVMs perform at approximately 93 percent uptime. While checking fares, fare enforcers have access to real-time TVM performance data to verify if a machine is out of service. • A strong emphasis on basic business. In 2009, TriMet’s Board of Directors adopted a policy to bring the agency’s health care and other post-employment benefit costs in line with a sustainable financial forecast of future revenues. TriMet is currently negotiating our labor contract with the Amalgamated Transit Union Local 757 to make it more financially sustainable. Health care costs have more than doubled during the last union contract, and the benefit to pay nearly all costs for active employees and retirees is unsustainable. Since the contract expired in November 2009, TriMet has worked to negotiate a fair benefit package that is in line with peer agencies and includes more contributions from employees and retirees. • Maximize efficiency and comfort of current service. In September 2011, we are making small adjustments to schedules and routes to help increase capacity and cost-effectiveness of existing bus and rail service. This includes eliminating low- performing trips on some bus lines, as well as adding trips to relieve overcrowding and improve on-time performance. • Avoid deferring maintenance and replacement needs. Due to two recessions, we have deferred bus replacements over the last

4 FY2012 TIP 1. Introduction several years, which helped avoid cuts in service. While this was a necessary choice, it will soon become a long-term threat to our transit system as these buses becomes too unreliable and expensive to maintain. Using grant funding and debt service, TriMet is purchasing 55 new buses in FY2012 and plans to purchase 40 each year after that. These will be low-floor buses that are easier to access for all users (especially those with mobility devices) compared to our older fleet. They are also more efficient and have significantly lower emissions. • Continue customer information improvements. We will continue to enhance on-street service information for riders by deploying new two-sided bus stop signs, recognizable by their unique shape and distinctive blue poles. The signs include Stop ID numbers for use with our popular TransitTracker real-time arrival information system. By the end of 2011, we expect to have Stop IDs posted at 85 percent of our bus stops and at all stops by July 2012. To further increase access to real-time arrival information, digital information displays will continue to be added at busy transit centers. • Efficient, safe and timely construction on Portland-Milwaukie Light Rail. Construction on the 7.3-mile Portland Milwaukie Light Rail Project began in July 2011. The new MAX line will connect Portland State University and South Waterfront to Southeast Portland, Milwaukie and North Clackamas County, and includes a new light rail bridge over the Willamette River. The projected is expected to create up to 14,000 jobs and generate up to $573 million in income through 2015. The emphasis will be on sound management to bring the project in on time and on budget. • Prepare for Eastside Streetcar. Currently scheduled for September 2012, the opening of the Portland Streetcar Loop (or “Eastside Streetcar”) from OMSI to the Lloyd District and then to the Pearl represents the growth of the Streetcar from a line to a system. For FY2012, TriMet is working with the City of Portland and Portland Streetcar, Inc., to ensure that fare structure on streetcar integrate seamlessly with TriMet regional services. Likewise, in the longer term, TriMet will be working with its partners on streetcar to better integrate management, service decisions, project planning and delivery for current and future streetcar. Regional context Adopted in 1995, the Region 2040 Growth Concept is a long-range plan for managing growth that merges land use and transportation planning to reinforce the objectives of both. The unifying vision of the 2040 Growth Concept is to preserve the region’s economic health and livability and plan for growth in the region in an equitable, environmentally sound and fiscally responsible manner. The 2040 Growth Concept guides how Metro and the metropolitan area cities and counties manage growth, protect farms and natural areas, and

1. Introduction FY2012 TIP 5 invest in communities to maintain the region’s economic prosperity and enviable quality of life. It encourages growth in designated mixed-use centers, corridors and employment areas within existing communities as much as possible and expanding the Urban Growth Boundary only when necessary. It also calls for an interconnected and multi-modal transportation system that provides safe and affordable travel choices for everyone. Despite the region’s past successes, there are a number of long- range regional issues facing the Portland metropolitan area. Over the next 30 years, the five-county Portland metropolitan region is expected to absorb up to an additional one million new residents. While this growth brings opportunity, it also creates new challenges. As the region grows more diverse and as we live and work longer, our employment patterns, lifestyles and land use and transportation needs are changing. An aging population, unstable energy prices, concern about climate change, a lasting economic recession, and federal and state funding sources that are not keeping up with transportation needs further challenge the region’s livability and economic vitality. With this backdrop, it will continue to be a challenge to develop a transportation system that meets growing needs, while also maintaining facilities and services already in place. All of these pressing issues require the region to grow in a smarter and more sustainable way and call for new ways of thinking about how we get around. The Regional Transportation Plan (RTP) is a 25-year blueprint for the transportation system serving the Portland metropolitan region. The RTP establishes policies for all forms of travel—motor vehicle, transit, pedestrian, bicycle and freight—and includes a comprehensive set of policies, projects, and funding strategies aimed at meeting the region’s transportation needs for the next quarter-century. It serves as a long-range plan that directs all transportation planning and project development activities in the Portland metro region, including local plan implementation, and guides the public and private expenditure of federal, state, regional and local revenue sources. The RTP is a critical tool in realizing the 2040 vision and responds to the 2040 Growth Concept with an approach that views transportation as an integrated and interconnected system that must be completed over time. This integrated system provides for the movement of people by private vehicle, public transit, ridesharing, walking and biking as well as the movement of freight by roads, air, water, and rail and ensures access to jobs, recreational opportunities, goods, and services in our growing region. As the region’s federally designated metropolitan planning organization (MPO), Metro is responsible for maintaining and updating the plan on a regular basis. The plan was first adopted by Metro Council in 1983 and is updated approximately every four years to meet both state and federal requirements. The most recent plan update was completed in June 2010 with JPACT and Metro Council adoption of the 2035 RTP. Central to the plan is an overall emphasis on outcomes and measurable performance. The plan also shifts the emphasis from moving vehicles to moving people and goods and connecting people and places. The 2035 RTP includes 10 goals and

6 FY2012 TIP 1. Introduction specific performance targets that the region will monitor over time, using this information to determine whether future adjustments to policies and strategies are needed to achieve these goals. The 2035 RTP also includes new policies and functional plan requirements that will guide how local jurisdictions will update their Transportation System Plans (TSPs) and prioritize where investments are made in roadways, sidewalks, bike lanes and other transportation infrastructure important to transit. Additional information on the details of this RTP update can be found at Metro’s website at http://www.oregonmetro.gov/rtp. Despite establishing a bold new vision and action plan, the investment priorities defined in the new RTP failed to significantly reduce greenhouse gas (GHG) emissions or meet other performance targets. In 2009, the Oregon Legislature passed House Bill 2001, directing the region to “develop two or more alternative land use and transportation scenarios” by January 2012 that are designed to reduce GHG emissions from light vehicles. The legislation also mandates adoption of a preferred scenario in 2014 after public review and consultation with local governments, and local government implementation through comprehensive plans and land use regulations that are consistent with the adopted regional scenario. On May 19, 2011, the Oregon Land Conservation and Development Commission (LCDC) approved the Metropolitan Greenhouse Gas Emissions Reduction Target Rule. The rule identifies specific per- capita GHG emissions reduction targets for each of Oregon’s six metropolitan areas. Assuming significant advancements in vehicle fleet, technologies and fuels to reduce GHG emissions, it calls for the Portland region to reduce per-capita GHG emissions by 20 percent below 2005 emission levels by the year 2035 through land use and transportation strategies. Metro’s Climate Smart Communities Scenarios effort builds on the 2035 RTP policies to respond to these mandates and the region’s desire to do its part to address climate change. Transit will be a vital component of this scenario, as will community design and investments that support bicycling and walking—all of which support transit and will help reduce GHG emissions in the region. Additional information on the details of the Climate Smart Communities Scenarios effort can be found at Metro’s website at http://www.oregonmetro.gov/climatescenarios. The 2035 RTP states an aspiration to triple mode share within the region for transit, bicycling, and walking. For TriMet, this would be a substantial increase in ridership, leading to a need to substantially increase the amount of service provided. The transit network modeled in the 2035 RTP increased mode share, but the increase was less than half way to the goal from current levels. This aspiration is important to deliver on future livability goals, including reducing greenhouse gas emissions. It also represents a serious resource challenge for transit within the region in the future. First, service must first expand simply to keep up with population growth; beyond that, service must expand further to increase the share of trips on transit.

1. Introduction FY2012 TIP 7 TriMet is participating in the Metro-led Climate Smart Communities Scenarios process that will help provide more details, but one simple way to think about it is that the amount of transit service provided would have to grow roughly to triple current levels above population growth. Current funding projections do not provide enough resources to increase service more than matching population growth. Additional growth beyond that would have to come from additional resources. In future years, TriMet will continue this analysis as more information becomes available and will work with local governments, Metro and other partners to determine how to best support the 2040 Growth Concept, meet RTP aspirations and State climate goals for 2035. In addition to the efforts described above, the region continues to direct regional flexible federal funds managed through the Metropolitan Transportation Improvement Program (MTIP) with an emphasis that includes transit, pedestrian and bike infrastructure development, along with system and demand management. Such strategies reduce the length of trips and dependence on the automobile and support the region’s goals for tripling transit mode share (for more information, visit www.oregonmetro.gov/index.cfm/go/ by.web/id=19681). We are all in this together: the need for partnerships As described above, TriMet has insufficient resources to meet the region’s expectations for providing transportation options and supporting the 2040 Growth Concept. While TriMet is a national leader in providing transit service, with higher levels of service, ridership and productivity than our peers, the current budget environment represents a challenge to that leadership. Service reallocation and productivity improvements have stretched existing transit dollars to make TriMet more efficient and TriMet is pursuing additional efforts along this line, but help from TriMet’s regional partners is needed. Partnerships must be renewed, updated and taken to a new level. The “Total Transit Experience” is about taking a comprehensive look at getting around. This region has excelled at linking land use and transportation, promoting transportation options and building an integrated transportation system. Because most of these elements are beyond TriMet’s direct control, partnership with local jurisdictions and the public is essential. Community-building partnerships are needed to change and reinforce travel behavior because travel behavior is a function of urban form. The concept is “The Trip Not Taken”— where auto trips are replaced by walking, biking or taking convenient public transit to local destinations because the development makes it possible and even attractive to live a lifestyle that isn’t reliant on the automobile. Needs are still met with the “Trip Not Taken,” but they do not require an automobile nor add to traffic congestion. The success of the Portland Streetcar is very much a function of the patterns and density of development along its route. The “Trip Not Taken” also occurs along light rail and Frequent Service bus lines, where new or historic development allows such a lifestyle, and the transit investment encourages non-auto trips and can help attract new development that supports more use of the “Trip Not Taken.”

8 FY2012 TIP 1. Introduction With up to a million more residents projected for the region over the next 25 years, there will be tremendous growth pressures on its newest communities. New urban centers need to develop in ways that are sustainable and effectively supported by infrastructure and services. A particular challenge for TriMet will be areas at the fringe of the existing Urban Growth Boundary (UGB) slated for growth including Damascus, South Hillsboro and Bethany. In addition, Metro this year identified urban reserves which identify where the UBG might grow over the next 50 years. Many stakeholders engaged in the process of designating urban reserves want certainty that private investment in more intense development patterns will be matched by public investments, including transit. In most cases, it will be unlikely that bus lines could be added to provide additional service because: • In many cases, the areas are relatively small with comparatively small increases in population and employment numbers. In this case, the expansion would yield little change in transit demand. This means that ridership would likely not support a new line in a manner that would be cost-effective enough to compete against other lines in the region. • Bus lines perform cost-effectively when they have anchors— nodes of development and activity at the end of the line. The best anchors for transit are mixed-use areas with a large number of both residents and employees. Therefore regionally designated Centers (such as Town Centers and Regional Centers) should work well as anchors. Any UGB expansion that includes a new Center will be more likely to support cost-effective transit lines in the future. Those that do not would likely result in a bus line with a cost-ineffective end of line that would eventually have to be cut in favor of greater needs and efficiencies elsewhere. UGB expansions that are within walking distance of current lines will be best able to rely on transit for mobility. New lines are possible, but projections must demonstrate ridership sufficient to make the line cost-effective. TriMet intends to support development consistent with the 2040 Growth Concept and the RTP, but must focus service on cost- effective corridors. Meeting the community’s expectation for transit service that responds to these changing needs and demands requires the following areas of support: • Continuing to seek matching federal funds for projects and transit-focused allocations of regional and state funds eligible for transit use, including MTIP Regional Flexible Funds (RFF). • Expanding pedestrian and bike infrastructure to provide more overall connectivity within a community, enhance safe and attractive access to transit and support a less auto-dependent lifestyle. • Implementing zoning, parking and land use policies that promote transit-oriented development (TOD) and transit- supportive densities in transit corridors, including affordable and senior housing opportunities. These actions will also reduce the dependency of many residents on TriMet’s door-to-door LIFT service.

1. Introduction FY2012 TIP 9 • Facilitating the optimal placement of bus stops and shelters to promote safety and convenience for riders and improve efficiency for bus operations. TriMet aims to build strong local partnerships by reaching out to community leadership, agency staff and citizens to better understand needs and priorities and to identify ways we can help each other achieve community-building and community livability goals. As part of an effort to better facilitate communication between local partners and TriMet, TriMet is making a concerted effort to: • Designate TriMet points of contact for local agency staff • Keep abreast of local planning efforts and look for opportunities to maximize both TriMet and local partner investments • Work with local partners on Transportation System Plan (TSP) updates and other planning and project development projects • Assist local partners in proactively planning for “transit- supportive” and “transit-oriented” communities. In particular, TriMet is engaged in a number of activities to directly support these efforts, including: • Working with our regional partners on the Pedestrian Network Analysis project to prioritize places where pedestrian access to the transit system can be improved, using sidewalk improvements, crosswalk safety enhancements and urban design elements that allow riders to connect with neighborhoods, parks and trails. In connection with the project, TriMet is offering partners new data, analysis and technical assistance to support their efforts. • Pursuing opportunities to incorporate access to transit in all future active transportation projects funded through MTIP RFF, including through support for partners’ RFF and other grant applications. • Providing our regional partners with a list of specific recommendations for issues and approaches to integrate into the scope and workplan of their TSP updates (see the Recommendations for Transportation System Plans appendix for more detail). When new HCT or Frequent Service Bus is requested, TriMet may seek a formal agreement with the jurisdiction(s) in which service improvements and infrastructure construction are tied to actions that support transit such as zoning, parking, land use policies, and pedestrian and bicycle infrastructure that improves access to transit and other destinations. Recognizing that it will take partnerships at all levels to turn the 2040 Growth Concept into a reality, TriMet looks forward to working with communities to help grow in a “transit- supportive” form.

10 FY2012 TIP 1. Introduction 2 Transit system status

TriMet was created in 1969 as a special district of the state of Oregon and is governed by a seven-member Board of Directors appointed by the Governor. TriMet’s 570-square mile district serves approximately 1.5 million people in the urban portions of Clackamas, Multnomah and Washington Counties. TriMet provides a viable transportation option for hundreds of thousands of Portland-area residents every day. Passengers boarded a TriMet bus or MAX train 100.0 million times in FY2011 (up from 99.4 million in FY2010). This pattern of long- term ridership growth reflects the investments TriMet has made in improving service, especially on Sundays. The proportion of weekday riders served by Frequent Service increased from 17 percent in 1998 to 58 percent (for FY2011). All of the net bus system ridership growth since FY1999 has been on Frequent Service lines due to its efficiency and effectiveness. Overall, TriMet ridership is increasing faster than other indicators of regional growth, including population and automobile vehicle miles traveled. Fixed-route bus and rail service As of the end of FY20111, the TriMet fleet of 625 buses serves 79 bus lines and seasonal shuttles with over 6,800 bus stops and 1,100 bus shelters. There are 12 Frequent Service bus lines operating over 150 route miles that are intended to provide service about every 15 minutes or better service seven days a week. The 85-station MAX Light Rail system is over 52 miles long and is also intended to operate about every 15 minutes. Due to current budget restrictions, MAX and Frequent Service lines are not currently providing 15-minute service throughout the day, but instead are operating every 17-20 minutes in non-rush hours and on weekends (see the Service quality section of Chapter 3 for more detail). This is expected to be a temporary condition, and TriMet’s first priority for new operating resources as the economy recovers is to reinvest in these Frequent Service lines to operate every 15 minutes or better during the day, seven days a week. TriMet also operates WES Commuter Rail service along 14.7 miles of shared freight track between Wilsonville and Beaverton Transit Center, where it connects with MAX light rail. WES operates with approximately 30-minute headways during the morning and evening commute periods. TriMet’s network of fixed-route bus and rail lines attracts riders making trips at a variety of times and locations. The system is based upon a grid of north-south and east-west transit routes on arterial streets serving the Central City as well as crosstown trips. This grid serves the more densely populated parts of the region with weekday

1 TriMet statistics provided throughout this document are accurate as of the end of FY2011 (June 30, 2011), unless otherwise noted.

2. Transit system status FY2012 TIP 11 service on most lines intended to operate at least every 15 minutes. Less frequent service connects lower-density areas to transit centers (located in Regional Centers and some Town Centers). Though many of the routes serve downtown Portland or Regional Centers because they have the highest travel demand, the system design allows travel from any point in the system to any other point, without necessarily passing through downtown. This works best in Portland and Multnomah County with its more complete grid of arterials and bus-capable streets, but TriMet has attempted to create grid services and multiple transit centers in the rest of the region so that the old pattern of requiring trips to pass through downtown no longer pertains. Park & Ride lots, bicycle lockers, sidewalks and shuttles provide access to transit from areas without fixed-route service. Overall, nearly 90 percent of people within the TriMet district live within ½-mile of TriMet service. Door-to-door paratransit TriMet provides approximately 11 million rides annually to seniors and people with disabilities on the fixed-route system. In addition to fixed-route bus and MAX service, TriMet meets the needs of eligible elderly and disabled individuals unable to ride fixed-route transit with the LIFT and Medical Transportation Programs. TriMet operates 268 LIFT vehicles, providing approximately 1 million annual rides through door-to-door service. TriMet Performance Dashboard TriMet’s Performance Dashboard (trimet.org/dashboard) provides a snapshot of the agency’s financial and operating performance. Updated monthly, these key indicators help us identify trends and measure our efficiency and effectiveness in terms of ridership, cost per ride, on-time performance, revenues, budget condition and system safety. Status of the Total Transit System In order to complement the Performance Dashboard and provide additional detail to help assess how well TriMet is accomplishing its mission of building and operating the Total Transit System, we use the following indicators: • A Safe Trip: Collisions per 100,000 miles (reported in the TriMet Dashboard at trimet.org/dashboard) • A Secure Trip: Percent of CCTV installations on buses, light rail vehicles and platforms (reported in Chapter 3) • Quality Service that is Frequent, Reliable and Convenient: Percent of service that is Frequent Service (Chapter 5), On-time performance (TriMet Dashboard), Percent of bus fleet that is low-floor (Chapter 3) • Access to Transit: Percent of service district population within ½-mile of Frequent Service/MAX (Chapter 5) • Amenities at Transit Stops: Percent of amenity goals realized,

12 FY2012 TIP 2. Transit system status according to TriMet amenity standards (Chapter 3) • Customer information regarding TriMet service: Utilization levels of customer information tools (Chapter 3) • Ensuring Transit Equity and Environmental Justice: Percent of low-income and minority population within ½-mile of Frequent Service/MAX, compared to general population (Chapter 3) • Moving toward sustainability: Energy/carbon efficiency of fleet, compared to cars (Chapter 3)

Annual Project / Annual Park & Length Ridership, Line Construction Open Ridership Stations Ride (Mi) Opening Segment FY2011 Spaces Year

Data for each construction segment

Eastside September Portland to 15 6,600,000 30 2,898 Blue 1986 Hillsboro Gresham to Gresham Westside September Hillsboro to 18 5,900,000 20 3,613 1998 Portland

Red Airport September Beaverton to Gateway to 5.5 571,484 4 193 2001 Airport Airport 41,200,000 Yellow Interstate City Center Rose Quarter to May 2004 5.8 3,900,000 10 600 to Expo Expo

Downtown PSU to Union Green Station City Center September 14.5 20 Eastside 6,100,000 2,300 to Clackamas 2009 (8.3 new) (15 new) Gateway to Town Center Clackamas Town Center

Figure 2.1: MAX Light Rail Summary

2. Transit system status FY2012 TIP 13 Bus Lines 79 Frequent Service 12 Regular Service 67 MAX Lines 4

PM Peak Buses 488 Frequent Service 211 Regular Service 277 PM Peak MAX Light Rail Vehicles 103 Figure 2.2: Fixed-Route Service Summary

14 FY2012 TIP 2. Transit system status 3 Priority 1: Build the Total Transit System

The Total Transit System describes the elements that make transit easy, attractive, and accessible to riders. This chapter details investments in these elements, specifically: • Quality service that is frequent, reliable, safe, secure and convenient • Access to transit via walking, bicycling or driving • A focus on customer amenities, including information regarding TriMet service at all stages of the trip • Ensuring transit equity and environmental justice • Moving toward sustainability TriMet and its partners are investing in the Total Transit System to not only meet the current demand for service, but to attract the level of ridership called for in the Regional Transportation Plan (RTP). This is the foundation for growing the system. Service quality High-quality service is a key element of the Total Transit System. TriMet’s extensive customer impact research has identified that frequent, reliable, safe, secure and comfortable service on modern, convenient vehicles are the attributes our customers indicate they most expect and which are most important to them in making transit attractive. Maintaining on-time performance and increasing ridership productivity are also fundamental to providing high quality service. To retain existing riders and attract new ones, TriMet will maintain and improve the quality of its transit service in the ways described below. Frequency Frequency (service, preferably every 15 minutes, throughout the day) contributes to ridership in several ways: • It reduces actual and perceived travel time by transit. • It makes the need to transfer less onerous. Given contemporary multi-destination travel patterns, TriMet cannot connect all the origins and destinations with direct service. If the transfer wait time is short and the transfer environment is good, customers will be much more willing to transfer. • It makes transit more attractive for short trips. Most trips by automobile are short, so it is important for transit to attract these trips in order to increase ridership and meet RTP goals, particularly for transit ridership to Regional and Town Centers and along Main Streets.

3. Build the Total Transit System FY2012 TIP 15 • It makes spur-of-the moment trips more feasible, as passengers can be confident of not having to wait long when they do not know the route’s schedule. Due to a lack of funding caused by the economic recession, TriMet is unable to operate Frequent Service bus and MAX every 15 minutes or better and has had to temporarily increase the time between buses during midday, evenings, and weekends and MAX during evenings and weekends to every 17-20 minutes. This change was unavoidable but temporary and TriMet will be increasing service again as resources become available (see the Service reductions and Service restoration sections below, and Chapter 8 on the TriMet budget for more detail). Reliability TriMet’s market research shows that transit service must be reliable in order to be a viable transportation choice. Reliable service is achieved through schedules that provide adequate running and recovery time, minimizing the time buses are delayed by traffic congestion, using efficient boarding and fare payment systems, proper training and supervision of drivers, optimizing bus stop locations, transit priority treatments, and restoring service promptly after a disruption. Improving reliability Working with its local partners, TriMet is utilizing a package of preferential street treatments, bus stop improvements and signal priority enhancements directed at improving the efficiency and reliability of bus operations. Transit signal priority helps maintain schedule reliability. The system gives late buses an opportunity to recover time by allowing them to request lengthened signal cycles when running behind schedule. More reliable service helps maintain even loads across buses, which in turn helps maintain reliability, as late buses pick up more passengers (that is, passengers who arrived early for the next bus) and thus fall farther behind schedule. TriMet modifies bus schedules and routes to maximize schedule efficiency as measured by the portion of time that buses spend serving passengers compared to the total time buses are out of the bus yard. Allocation of service to meet customer demand is important for ensuring adequate frequency and availability of seats. TriMet also modifies schedules to manage passenger capacity. This increases the overall usefulness of transit service by reallocating service with low ridership (lines, times of day, and/or individual trips) to service with higher ridership potential. Low-floor buses allow faster boarding including faster-deploying and more reliable ramp mechanisms compared to high-floor bus wheelchair lifts. Consolidating bus stops and adding new, highly visible and uniquely shaped blue poles means operators are less likely to miss a stop due to poor visibility. Consolidating bus stops reduces delays due to bus deceleration/acceleration at stops and delays merging back into traffic. TriMet also seeks to reduce dwell time at stops by encouraging customers to exit buses via the rear door to facilitate boarding

16 FY2012 TIP 3. Build the Total Transit System through the front door. The campaign features prominent overhead decals on the ceilings of buses with the message “Go with the flow: Exit through rear door.” These overhead decals are complemented by “Exit here” decals by the rear door and “Please have fare ready” decals on the exterior of the front door to further facilitate boarding. When passengers follow these guidelines, they board and deboard transit vehicles more quickly, helping to make everyone’s trip take less time. The benefits of these combined efforts are more reliable service and faster travel times, which in turn produce greater use of the service. Without the treatments described above, bus travel time would be higher, degrading service to customers and increasing operating costs. These efforts are coordinated with the jurisdictional partners that control many of the tools required for this program to be successful, such as signal management, lane configuration and bus stop placement. TriMet continues to measure and evaluate results of these reliability enhancement efforts. The package of treatments appears to be working and has resulted in the following benefits on routes where applied: • Variability of travel times have been reduced, in many cases by half or more. This reduction in variability improves schedule reliability and significantly reduces the recovery time needed at layovers, freeing resources for more productive uses. • Reduced schedule erosion due to congestion, postponing the need to add trips and reducing future ongoing operations costs. • Capital costs have been reduced by delaying the need to add buses to the fleet and operating costs have been reduced due to reductions in running time variability. These combined benefits have resulted in a greater increase in ridership than would have been achieved had service increases been spread more generally around the system. Ridership productivity Ridership productivity is a key measure in assessing service changes, including maximizing the effectiveness of current services, the potential benefits of service improvements, and in minimizing the impacts of service reductions. TriMet measures the ridership performance of services based on the ratio of passenger boardings per vehicle hour of service. The FY2011 bus system average is 33 Boarding Rides per Vehicle Hour (BR/VH); service with ridership productivity at or below an average of 15 BR/VH is considered low-performing. Ridership productivity may also be measured for selected trips and/or times of day. Service reductions in FY2010 and 2011 Ridership productivity was a primary factor in deciding where to make cuts in service to balance the FY2010 and FY2011 budgets. Reductions in bus and MAX service throughout the TriMet service district were part of budget reductions that impacted all areas of

3. Build the Total Transit System FY2012 TIP 17 TriMet’s budget to close gaps of $31 million in the FY2010 budget and $27 million in the FY2011 budget resulting from the continued economic recession and declining payroll tax revenues. In FY2010 the shortfall was closed through a combination of a hiring and salary freeze, executive furloughs, a reduction of TriMet staff, and MAX and bus service cuts in September 2009 and bus frequency reductions in November 2009. Measures to close the FY2011 budget shortfall, after non-service cuts and a $.05 fare increase, included bus frequency adjustments in June 2010 and further reductions in bus and MAX service in September 2010. The selection of lines, days of service and times of day for service reductions was focused with care to preserve as much service for as many riders as possible, while ensuring transit equity. Proposed service reductions were selected through a detailed line-by-line and trip-by-trip technical analysis taking into account ridership productivity, availability of alternative service, use of service for work and school trips, and the operating efficiency of potential changes. Transit equity was assessed line-by-line, consistent with Federal requirements, to determine that the reductions did not disproportionately impact minority and low-income individuals. In summary, the criteria for service cuts were: • Least impact to riders • Low-ridership bus lines • Low-ridership trips on bus lines and MAX • Alternative service available nearby • Available vehicle capacity • Transit equity Past service reductions Service cuts in fall 2009 included the discontinuation of four bus lines, discontinuation of some or all weekend service on 15 lines, and major changes in routing, frequency and/or hours of operation on 20 lines. Frequency on MAX Yellow, Blue and Red lines during early morning and late evening hours was changed to every 30 minutes instead of every 15 minutes. Green Line early morning and late evening frequency and span of service were reduced; total vehicle hours are about one-third less than previously planned. In winter 2009 there were small reductions in frequency during non-rush periods on 19 bus lines, including 11 of 12 Frequent Service bus lines. Service reductions in summer 2010 included frequency changes on three bus lines (35, 73, 154) and adjustments in frequency and trip times on 16 other lines during select time periods when capacity was available. Reductions effective fall 2010 included discontinuation of two very low ridership lines and portions of four more lines. Span of service was reduced on 11 bus lines, with frequency reductions on 26 bus lines and all MAX lines evenings and weekends. Service levels in FY2012 No service reductions are anticipated in FY2012. and several lines are

18 FY2012 TIP 3. Build the Total Transit System receiving added trips to relieve overcrowding and/or added running time to maintain schedule reliability. Effective September 2011, the following lines will have added trips: MAX Blue Line, 4-Division/ Fessenden, 8-Jackson Park/NE 15th, 9-Powell/Broadway, 12-Barbur/ Sandy, 14-Hawthorne, 35-Macadam/Greeley, 44–Capitol Hwy/Mocks Crest, 75-Cesar Chavez/Lombard, 78-Beaverton/Lake Oswego and 94-Sherwood/Pacific Hwy Express. To improve reliability, schedule improvements were made to 14 bus lines: 4–Division/Fessenden, 6– Martin Luther King Jr Blvd, 19–Woodstock/Glisan, 20–Burnside/Stark, 32–Oatfield, 33–McLoughlin, 48–Cornell, 51–Vista, 53–Arctic/Allen, 54–Beaverton-Hillsdale Hwy, 56–Scholls Ferry Rd, 58–Canyon Rd, 76– Beaverton/Tualatin and 88–Hart/198th. The overall increase in bus service is about 1 percent or $1 million annually. Service restoration The timing and scope of service restoration in future years will depend on the availability of operating resources. Current financial forecasts show some resources available for restoration beginning in FY2015. Forecasts indicate that restoration of Frequent Service will be incremental, extending over a period of up to 10 years. Priorities for additional service are to: • Relieve overcrowding and maintain schedule Weekly reliability Line Line name Vehicle • Restore Frequent Service bus lines and MAX to 15 Hours minutes or better during the day, seven days a week • Expand service for ridership demand and to meet 4 Division/Fessenden 159 community needs 6 Martin Luther King Jr Blvd 264 Prioritizing restoration of Frequent Service reflects the role 8 Jackson Park/NE 15th 189 of Frequent Service bus lines and MAX as the workhorses of TriMet’s system. TriMet’s 12 Frequent Service bus lines 9 Powell/Broadway 163 carry nearly 60 percent of all trips on buses, and MAX 12 Barbur/Sandy Blvd 151 carries 40 percent of total system ridership. 14 Hawthorne 205 Restoration of Frequent Service to the desired frequency of 15 minutes or better during the day, seven days a 15 Belmont/NW 23rd 237 week, would require nearly 2,400 weekly vehicle hours, as 33 McLoughlin 290 detailed in Figure 3.1. This would require approximately a Beaverton/Hillsdale $10 million increase in annual operating costs in FY2012 54, 56 113 dollars. Total nominal expenses will be more given the Hwy, Scholls Ferry Rd impacts of future-year inflation. 57 TV Hwy/Forest Grove 147 Annual operating budgets will establish amounts available 72 Killingsworth/82nd 217 for service restoration. Selection of individual lines, days 75 Cesar E Chavez/Lombard 256 and time periods for restoration will be guided by criteria in keeping with how TriMet’s invests to build and operate TOTAL 2,393 the Total Transit System: Figure 3.1: Frequent Service Restoration • Ridership productivity • Transit equity • System connectivity • Operational efficiency.

3. Build the Total Transit System FY2012 TIP 19 Safety and service excellence At TriMet, safety is a core value, and a top priority is building and operating a safe transit system. TriMet believes that we will reach the highest level of service excellence in a work environment where safety is a fundamental value. Safety and Service Excellence Task Force TriMet’s Task Force on Safety and Service Excellence was created in July 2010 to address the charge from TriMet’s General Manager: “How to migrate TriMet to the highest levels of safety performance, and thereby improve performance in all areas of its business.” The Task Force brought expertise in public safety, traffic engineering, professional drivers, pedestrians, bicyclists and private business together with TriMet bus and rail operators. In nine meetings leading to the release of its report in October 2010, the Task Force worked closely with TriMet staff to “provide the general manager with guidance for further action.” The report prepared by the Task Force made 19 recommendations to improve the safety performance of the organization. The work of the Task Force was conducted side-by-side with a technical safety review by K&J Safety and Security Consulting Services and a detailed line-by-line operational review of TriMet routes by TriMet’s own training and safety staff. The K&J review listed 116 proposed corrective actions, pertaining mostly to “standard operating procedures,” of which only one item is still being resolved. Immediately following the pedestrian tragedy of last spring, TriMet initiated a line-by-line review of each of its routes with a particular focus on bus lane changes, turn movements and bus stop placement. The review identified 221 locations potentially in need of improvement, of which 197 (89 percent) have been resolved. Issues varied greatly and solutions included bus stop removal or relocation, routing changes or improved signage or striping for both bus operators and other motorists. In one instance, unique electronic signage has been used to create a safer environment for turning a bus around at the end of its route. Work continues on this list, even as new potential safety concerns are identified and addressed. Safety and Security Executive Placing a greater emphasis on safety within the organizational structure was a recommendation of the K & J comprehensive safety review, and the Safety and Service Excellence Task Force separately recommended that TriMet have an executive responsible for safety and security. In response to both recommendations, TriMet created the position of Safety and Security Executive, which reports directly to the General Manager and oversees the agency’s safety and security programs. Harry Saporta, a national and international leader in safety and security with more than 31 years in the field, was selected for this position and began work in March 2011. Among other experience, Saporta has served as Director of Safety and Security for the Federal Transit Administration (FTA), responsible for developing safety and security programs to meet the safety, homeland security and transit security, and emergency management needs of the US public transportation industry.

20 FY2012 TIP 3. Build the Total Transit System Safety implementation The work of the TriMet Safety & Service Excellence Task Force provided a valuable framework for TriMet’s safety review, though TriMet’s efforts have gone beyond the 19 recommendations. Since the spring of 2010 TriMet has been focused on efforts to make sure the service it provides to the community is delivered in the safest way possible. The work has advanced on many fronts, with immediate focus on safety concerns associated with TriMet’s daily operations including revisions in “standard operating procedures” and development of systems that will ensure the safe delivery of service. While ensuring the culture of safety is integrated into every aspect of TriMet operations and management, day-to-day responsibility is centered in its Operations Division. An all-hands retreat of Operations management staff was held in November 2010 to determine how the Task Force recommendations might best be translated into a detailed work plan. Today that plan calls out approximately 259 tasks, which are being implemented and tracked. Over 100 of those tasks have been completed, even as other items continue to be added. TriMet is committed to not only implementing but sustaining these changes. Training In order to ensure these changes become ingrained within TriMet’s culture, TriMet has made adjustments to its training program and the monitoring of operator performance through their probationary period. While annual recertification has been in place for Rail Operators, that program has been revised with an enhanced safety focus. Additional resources (both Operator and Trainer positions) were created to launch a Bus Operator recertification process in April 2011. This new eight-hour class will annually recertify all bus operators, with expected completion of the first cycle by the close of November 2011. TriMet has also revised its probationary training program with a safety emphasis to include a once-a-month probationary class to ensure retention and application of safe practices among new operators. In addition, TriMet is evaluating and updating its agency training programs. Employee engagement Safety begins with TriMet’s day-to-day operations that are provided by an experienced and dedicated frontline workforce. These employees are best able to identify potentially unsafe conditions and their resolution. This essential input is being secured in a number of ways: • Safety Exchange: Frontline employee input has already been received through a new venue called “Safety Exchange” where employees can share their suggestions and concerns on safety-related topics. These informal sessions have been held both in operator report rooms and in the field. • Request for Safety Assessment: The Operator Condition Report (“Yellow Card” system), whereby operators report issues or problems along their route, has now been revised with a separate on-line “Request for Safety Assessment (RSA)” where safety concerns can be called out and given immediate

3. Build the Total Transit System FY2012 TIP 21 attention. The RSA has been accessible to bus operators since March 2011 and was made available to all employees in July 2011. An online issues log is available for operators to check the status of their request. • Safety Committees: TriMet has reviewed the composition and the role of its nine safety committees to make them more effective and inclusive. It is intended that committee representatives become ambassadors to the rest of the workforce. The Transit Change Review Committee has also been restructured to place safety at the top of its agenda and is now chaired by the Safety and Security Executive. Strategic data sharing Metrics that describe TriMet’s safety-oriented performance are grounded in a number of information sources. These include input from frontline employees, customer comments, incident and crash data, and specific initiatives including hot spot observations and periodic line-by-line reviews of TriMet service. TriMet has installed flat screen monitors in operator report areas where much of this information is displayed alongside instructive safety scenarios. There is great potential in using this medium to share information and elicit additional feedback. In the meantime, this information is being posted on bulletin boards, on the internal website and in printed materials. This information is also being used by TriMet transportation managers and supervisors to identify individual performance and safety concerns that might be corrected with operator counseling and retraining. Partnerships Partnerships play a key role in TriMet’s planning, service development and operations. This is no less the case in bolstering a safety culture at TriMet. That is why TriMet created the Safety Education Advisory Committee (SEAC). The purpose of the SEAC is to collaboratively strengthen community presence and promotion of safety programs and services by bringing together community representatives who have an active interest and stake in helping make our streets safe, to share ideas and create leverage for effective strategies that raise awareness, and promote safe behavior for pedestrians, bicyclists and motor vehicles around buses and trains. The 12-member SEAC held its first meeting in March 2011. The committee will ensure focus on priority audiences, areas and issues; leverage resources of key stakeholders, partner agencies and jurisdictions to promote safety; identify and activate opportunities for improved safety outreach and public education, and provide actionable feedback to TriMet with regard to safety education, enforcement and engineering efforts to make our streets safer. While SEAC is a primary conduit between TriMet and the community it serves, TriMet will continue to engage the community at its various planning forums, Board meetings, and through customer service inquiries. TriMet has also increased its representation on the Metro Regional Safety Workgroup, an interagency group focused on promoting safe transportation, setting regional safety-oriented priorities and providing for the consistent reporting on safety

22 FY2012 TIP 3. Build the Total Transit System concerns and trends. It is recognized that transit riders require safe and convenient transit access. TriMet is responsible for the conditions at bus stops and MAX stations, but must work with jurisdiction partners to elevate the need for safe bike and pedestrian access to transit. TriMet’s Pedestrian Network Analysis Project is setting the stage for a program of capital improvements that will create a safer pedestrian environment around transit throughout the region (see Chapter 3). TriMet will continue to work with partners to secure and leverage resources to create safer street crossings and complete sidewalks and paths. Next steps Under the guidance of the new Safety and Security Executive, in the year ahead the safety-oriented work program will mature into a “Safety Management System” (SMS), expanding beyond the very useful framework of recommendations provided by the Safety and Service Excellence Task Force and K& J Safety and Security Consulting. This will be part of a maturation process that will move TriMet to an integrated and sustainable approach that is proactive and eventually predictive. The SMS will be a decision-making process that will become part of our business and operation. It will require self-examination and will promote continuous safety improvement by using specific methods for predicting hazards, gathering feedback from employees and collecting meaningful data. The information will be analyzed and assessed to control the safety risks. It will allow TriMet to determine the need for further actions by sharing knowledge and information. Ultimately, this will lead to the safety mindset and culture TriMet desires. Security Ensuring our customers’ security is a top priority and a fundamental component of the Total Transit System. TriMet takes a proactive and comprehensive approach, integrating system design, security personnel and technology to keep the system secure. Design TriMet embraces CPTED principles—Crime Prevention Through Environmental Design. CPTED’s goal is to prevent crime through designing a physical environment that positively influences human behavior. This means that people who use that environment regularly perceive it as safe, while would-be criminals see it is a highly risky location to commit a crime. The procurement of new buses and light rail vehicles and the construction of facilities also include safety requirements in design and performance specifications, which are verified in design reviews and testing. Certification that all safety design requirements have been met is required before completed facilities and equipment are placed into passenger service. Eastside MAX revitalization Informed by CPTED principles and the lessons TriMet has learned over the 25 years since Eastside MAX opened, a number of revitalization projects took

3. Build the Total Transit System FY2012 TIP 23 place along the Eastside MAX Blue Line from 2009 to 2011. The projects in- cluded safety and security improvements and station upgrades between the NE 82nd Ave MAX Station and the eastern terminus at Cleveland Ave Station in Gresham. Rockwood MAX station Redesign Project The Rockwood/E 188th MAX station on the Blue Line was rebuilt and improved during 2011. The Rockwood MAX Redesign Project is part of the City of Gresham’s vision for Rockwood in Motion, which includes city-managed projects to upgrade Stark and Burnside Streets and realign 188th/187th Ave. The station includes new platforms, shelters, station amenities and artwork. The design focused on increasing safety and security for pedestrians at the stations by installing items such as extra CCTV cameras and Z-crossings at the pedestrian crossing locations. The project was funded by a Connect Oregon II grant, Gresham Redevelopment Commission funds and MTIP Regional Flexible Funds. Gresham Central MAX station pilot Using CPTED principles to enhance security at Gresham Central MAX station platforms, TriMet and City of Gresham engineers developed a design to modify the station platform areas. The station platform areas are now more clearly designated as fare zones, where all waiting passengers must have a valid fare. This allows for fare checks before boarding the train. Additionally, lighting was upgraded on the platform areas to improve nighttime visibility and provide transition zones between higher- and lower-visibility areas. Federal stimulus funds were used to implement these improvements. Crossing safety improvements TriMet has enhanced 75 pedestrian, bicycle and rail crossings at 45 stations throughout the MAX system, including every station between Gateway Transit Center and the MAX Blue Line terminus at Cleveland Ave. The improvements include adding signage and fencing, as well as channeling treatments, which compel pedestrians and cyclists to be alert of an approaching train before crossing tracks. Security personnel and policies TriMet’s Transit Police Division (TPD) is made up of 58 sworn police officers contracted from 17 agencies, representing nearly every policing agency in the region. The unit consists of officers from the Portland, Beaverton, Hillsboro, Tigard, Tualatin, Gresham, Troutdale, Cornelius, West Linn, Forest Grove, Oregon City and Milwaukie Police Departments; the Clackamas, Multnomah and Washington County Sheriff’s offices; and the Port of Portland. A Portland Police Bureau Commander leads the unit, and a Multnomah County Deputy District Attorney is assigned to prosecute transit crimes. The unit operates targeted enforcement activities and missions, and partners with area police bureaus, contracted security, and community organizations to assist with security missions and presence. TPD officers spend up to 70 percent of their time on the system, providing an expanded presence to maintain safety and security. TriMet has also created three new precincts—West, East and

24 FY2012 TIP 3. Build the Total Transit System South—in addition to its Central Precinct in downtown Portland. The West Precinct opened in March 2008, with officers from Westside jurisdictions patrolling buses and MAX between Beaverton and Hillsboro. In April 2008, the East Precinct was launched with officers patrolling MAX and buses east of Gateway Transit Center. The South Precinct opened in the Clackamas Town Center Garage at the Green Line terminus in September 2009 in time for the opening of MAX light rail in Clackamas County. The South Precinct facility provides office space, a staff locker room and two holding cells for officers patrolling vehicles between Gateway TC and Clackamas Town Center TC. TriMet also contracts with private security firms and community organizations to provide additional presence on buses and MAX, at MAX platforms, and at Park & Ride and other TriMet facilities. TriMet has also stepped up the presence of field supervisors for fare inspection and code enforcement. A policy change was made in FY2008 to allow all of TriMet’s field supervisors to check fares. Additionally, all TriMet employees serve as “eyes and ears” for security awareness, a role that riders are also encouraged to take through our “See Something? Say Something.” campaign through channel cards on buses and MAX trains. In FY2008, TriMet also instituted an internal hotline to support employees in reporting problems such as graffiti and trash that need attention out on the system. In April 2008, TriMet’s Board approved changes to the TriMet Code regulating conduct on the transit system. Among the new tools provided by this code change to deal with problem riders is an expanded interdiction command to empower a wider range of agency personnel to immediately remove rowdy and obnoxious riders from the system for a longer period of time. The code now also includes harassment and intimidation, as well as excessive noise, as conduct that is prohibited on the system. TriMet is shifting the focus of fare inspection from education to enforcement in addition to expanding the number of staff dedicated to fare inspection. As part of the FY2012 budget, six new supervisors have been hired exclusively for fare and code enforcement. Their work will move away from a warning and education focus to issuing citations and exclusions to riders found without a valid fare, including for first-time violations. Technology TriMet utilizes technology to support the effectiveness of improved design and security personnel in keeping the system secure. Cameras Security cameras linked with closed-circuit television (CCTV) serve as a deterrent to criminal activity and provide evidence for prosecuting transit crimes. Every MAX train has cameras, as does two-thirds of the bus fleet. Currently, all but 13 of the 85 MAX stations have CCTV security cameras installed on platforms. Over the past six years, TriMet has received $6.3 million in grants from the Transportation Security Administration, sufficient to provide CCTV coverage of all MAX station platforms and Park & Ride lots, with installation scheduled to occur over the next few years.

3. Build the Total Transit System FY2012 TIP 25 Lighting During FY2008, TriMet launched a campaign to increase lighting at MAX platforms. TriMet upgraded more than 1,325 lamps and globes at all MAX platforms from Gateway TC to Cleveland Ave. Older, yellowed globes were replaced with new clear globes, which allow light from the new, brighter bulbs to illuminate more of the platform area. These upgrades improve nighttime visibility and provide transition zone lighting for patrons, train operators and CCTV camera imaging. All lighting at platforms on the Red Line, Yellow Line and Blue Line to Hillsboro have also been checked and replaced if necessary. Ticket vending machines TriMet has replaced its oldest ticket vending machines (TVM) with newer technology. Additionally, TriMet has doubled its TVM maintenance effort. The use of two crews working seven days a week allows for immediate staff response to repair inoperable machines. In addition, TriMet is focusing on preventative maintenance resulting in greater reliability of all TVMs. With these changes, TVM reliability has improved. In late 2008, TVM reliability (measured by percent of time functioning) was about 70 percent. By 2011 that figure had increased to 93 percent. This increase in reliability is validated by customer feedback data, which shows a dramatic reduction in complaints during this same time period. Improved TVM reliability reduces the potential for fare evasion, while enabling the policy shift in July 2011 from education to enforcement in fare inspection. Convenient vehicles Research shows that bus and rail vehicles that are clean, comfortable and convenient are important aspects of what makes transit attractive. Low-floor buses TriMet’s low-floor buses make it easier for all riders to get on and off, especially elderly individuals and people with disabilities. In addition to being quicker to board, these 360 low-floor buses (58 percent of TriMet’s fixed-route fleet) are also air conditioned and have lower emissions than the older vehicles they replace. These buses are also equipped with automated stop announcement equipment. New buses are heavily deployed on Frequent Service and other high- ridership lines, so these buses carry a higher proportionate share of ridership compared to their share of the bus fleet. TriMet is ordering 55 new buses in FY2012, bringing the number of low-floor buses in the TriMet fleet to 415 (66 percent of the fleet). These new low- emission, low-floor buses will be used on many different bus lines to distribute the benefits of the new buses throughout the district. Next-generation hybrid buses As part of the FY2012 bus order, TriMet is ordering four diesel-electric hybrid buses. TriMet applied for and received a federal grant for hybrid buses. These buses will be deployed on Line 72-Killingsworth/82nd, a very high ridership bus line with a high diversity of race and income among its riders. TriMet’s current hybrid buses were from an earlier generation of hybrid development and have fuel efficiency performance that is not significantly different from our standard

26 FY2012 TIP 3. Build the Total Transit System diesel vehicles, especially compared to the highly refined tools and techniques TriMet uses to enhance fuel efficiency in standard diesels. With this order, TriMet will be able to test and assess efficiency of these new generation hybrids and determine whether they could represent a cost savings in the future. Next-generation MAX trains As part of the I-205/Portland Mall Light Rail Project, TriMet added 22 new MAX train cars (a 21 percent increase in the number of MAX cars TriMet owns) with more seats and a sleek new look. The fourth- generation MAX cars, built by Siemens Transportation Systems, Inc., began service throughout the MAX system in fall 2009. These new cars feature modern, aerodynamic styling with rounded corners and a sloping front end. The cars are seven feet longer and feature an improved interior layout with 12-16 more seats per train plus additional standing room. Access to transit As the region’s primary transit provider, TriMet is committed to working with local, regional, and state partners to make the region a more livable place. TriMet recognizes the interplay between walking, biking and taking transit and believes each of these modes complement and strengthens the others. If walking and biking is safe and comfortable, more people can take advantage of the transit we provide and our services are more cost-effective. Pedestrian access Every transit rider is also a pedestrian. Transit service is only useful to riders if they can walk to a bus stop or train station and then walk from a stop or station to their final destination. This is why a fundamental element in building the Total Transit System is ensuring there are safe and attractive pedestrian facilities connecting people to the places they want to go and nearby transit stops. Sidewalks and street crossings To achieve the Total Transit System and to fully leverage investments in transit service, there needs to be safe and convenient pedestrian access to all transit stops. Safe and convenient pedestrian access means creating communities where there are roadways with sidewalks on every side of the street, marked crossings near every transit stop, signalized intersections that give priority treatment to pedestrians (particularly along roadways with transit service), pedestrian-oriented urban design, and connections to trails. Walking provides the most important access to TriMet’s service. At least eighty-five percent of TriMet’s customers access transit solely by foot. Thus, the quality of the local pedestrian network is often a “make or break” factor when a person is considering whether to take transit. It can determine whether someone wants, or is able, to use TriMet’s fixed-route transit services. Customer research suggests that most people are willing to walk ¼-mile to a bus or streetcar stop or ½-mile to MAX, Frequent Service or Commuter Rail. Many are willing to walk significantly farther;

3. Build the Total Transit System FY2012 TIP 27 however, beyond these distances the number willing to walk diminishes, making it a convenient distance to use for planning and analysis. Nearly 90 percent of the region’s population lives within ½-mile of a bus stop or light rail platform. However, sidewalks connect to only about 69 percent of stops. Discontinuous sidewalks, indirect routings and difficult street crossings discourage local walk trips and transit use. Some of the sidewalks that connect to bus stops do not feel safe to a pedestrian. High-speed streets, particularly arterials with traffic signals spaced far apart, are barriers to safe, attractive and convenient access routes to transit service. Pedestrian Network Analysis To begin addressing pedestrian needs, in 2002 TriMet and Metro inventoried sidewalks throughout the region and compiled them into a single Geographic Information Systems (GIS) data layer. The sidewalk inventory has proved useful in identifying gaps along or within ¼-mile of existing or proposed Frequent Service routes. As a result, TriMet and its partners have been able to improve walking conditions in select locations at frequent service transit stops. Building off this previous work, TriMet is conducting a system-wide analysis of all transit stops, evaluating them as they relate to the destinations and walking environments nearby. The purpose of this Pedestrian Network Analysis project is threefold: • To develop a general and transferable methodology for identifying and prioritizing areas in a community where pedestrian improvements may provide multiple benefits, including better access to transit service • To apply this methodology at a region-wide scale and identify areas within TriMet’s service district where pedestrian improvements are expected to increase walking and transit use • To conduct on-the-ground walkability assessments, documenting existing conditions and needs, in ten focus areas, with the ultimate goal of working with local partners to secure funding and implement pedestrian-centered projects within these areas. To date, the project team has evaluated all of TriMet’s transit stops, analyzing each stop using GIS data to understand where there are pedestrian network deficiencies, combined with destinations with high, or potentially high, transit use. Once each transit stop was evaluated, the team identified clusters of stops that performed well and recommend 10 focus areas for an on-the-ground walkability assessment. As depicted in Figure 3.2, the 10 recommended focus areas are: • SW Farmington Road & Murray Boulevard (Beaverton) • Clackamas Town Center (Clackamas County) • SE Division Street and 186th Avenue (Gresham) • Cornell Road/Tanasbourne (Hillsboro) • Mollala Avenue/County Red Soils Campus (Oregon City) • SE Division Street & 122nd Avenue (Portland) • SE Powell Boulevard & 82nd Avenue (Portland)

28 FY2012 TIP 3. Build the Total Transit System Figure 3.2: Pedestrian Network Analysis Focus Areas

3. Build the Total Transit System FY2012 TIP 29 • SW Bertha Boulevard/Hillsdale (Portland) • Tigard Transit Center (Tigard) • Beaverton-Hillsdale Highway & Scholls Ferry Road (Washington County) All ten areas were assessed for various types of pedestrian obstacles, including sidewalk gaps, lack of crossing protection, lack of pedestrian refuges, poor lighting, unfavorable pedestrian signal timing, and/ or places where direct pedestrian paths to major destinations are missing. Similarly, TriMet customer boardings and alightings were documented at the intersection level, and specific land uses including multifamily housing, senior housing, retail, schools and grocery stores were presented in relation to the transit and pedestrian infrastructure information. Commonly observed behaviors in all ten of the focus areas include: • People walking near fast-moving traffic where there are no sidewalks • People crossing wide and fast-moving roads on foot, unprotected from traffic • Drivers not yielding to pedestrians who have the right-of-way at an intersection or marked mid-block crossing • Young, able-bodied people crossing controlled intersections with only seconds to spare in the cycle. Existing conditions and specific pedestrian needs, such as shorter crossing distances and filling in sidewalk gaps, are being suggested in the analysis, as well as general information about the type of treatments that could be used to address the given need. The ten focus areas are intended to be a start to a much larger effort of working with communities to improve the walking environments near transit stops. Benefits of a more pedestrian accessible transit system • Keeping people healthy. The US Centers for Disease Control and Prevention recommends adults get 30 minutes of moderate-intensity activity five days a week, such as walking. Walking to transit as part of a commute can regularly provide a substantial portion of this recommended activity. • Saving families money. Transportation costs are often the second biggest expense in a family’s budget. According to the American Automobile Association (AAA), the average annual cost of owning a car in 2010 was $9,520—nearly ten times the cost of a TriMet annual Adult All-Zone Pass. • Maintaining independence. Public transportation provides travel options to people who do not want to, cannot afford to, or are unable to drive (such as the very young and very old). Bicycle Bicycling extends the reach of TriMet service beyond the distance that people are willing to walk. For longer trips, combining the two modes results in travel times competitive with driving. While only about 4

30 FY2012 TIP 3. Build the Total Transit System percent or less of riders currently access TriMet by bike, bicycling is the fastest growing mode of access to TriMet. Three elements are required to meet the objectives of the Total Transit System: bikeways that provide access to stations, bike parking at stations, and bicycle accommodations on buses and trains. Safe routes to transit Bicycle access to transit requires safe, comfortable and attractive bikeways that provide direct and continuous connections between transit stops and stations and major destinations. TriMet works with Metro and local jurisdictions to improve access to transit, including through Metro’s Active Transportation initiative and the MTIP Regional Flexible Fund allocation process. A map of existing and proposed bikeways and multi-use paths that access key transit centers is shown in Figure 3.3. Bike parking Encouraging more people to bike to TriMet, while providing an attractive alternative to bringing a bike on crowded peak-hour trains, requires investment in facilities that provide greater parking capacity and security. Design, location and size of new facilities follow TriMet’s Bicycle Parking Guidelines, which were developed with input from a working group of bicycle planners and advocates from around the region. There are currently about 1,700 bike parking spaces at TriMet stations, including bike racks provided by both TriMet and local jurisdictions. TriMet provides 180 secure spaces in Bike & Rides, rents 454 keyed bike lockers and maintains bike racks for 642 bikes. Bike & Ride TriMet is developing a regional system of Bike & Rides—secure bike parking facilities with smartcard access and security cameras. These are also shown on the map in Figure 3.3. The first three facilities— funded by American Recovery and Reinvestment Act (ARRA) “stimulus” funds—are located at Sunset TC, Beaverton TC and Gresham Central TC. Design of an Orenco MAX Bike & Ride is underway in FY2012. Three facilities in Portland (Gateway TC, Division and Holgate MAX stations) are included in a Regional Flex Fund application for FY2013. Riders can also use Bikestation Hillsboro near the Tuality Hospital/SE 8th Ave MAX station and the Harrison Street Bike Garage at Portland State University. Electronic bike lockers Electronic bike lockers will be installed at Tigard TC and Beaverton TC in fall 2011, funded by grants from the Jobs Access Reverse Commute and Metro Regional Travel Options programs. Bikes on TriMet All TriMet vehicles accommodate bicycles at all hours of operation. Permits and special fees are not required. All TriMet buses are equipped with bike racks designed to hold two bikes. All low-floor MAX cars have hooks for four bikes and high-floor vehicles have at

3. Build the Total Transit System FY2012 TIP 31 Figure 3.3: Regional Bicycle Facilities

32 FY2012 TIP 3. Build the Total Transit System least five designated spaces for bikes. WES vehicles have two bike hooks. On MAX and WES, bikes are allowed in unoccupied priority seating areas if the hooks are full and the area is not needed by seniors or people with disabilities. There is considerable demand for bike racks and bike hooks. In summer 2007, TriMet estimated that 2,100 bikes were carried onboard light rail trains each weekday. While TriMet is sensitive to riders’ desire to bring bikes, these needs have to be balanced with accommodating heavy passenger loads at peak hours. Since demand and peak hour crowding limit capacity for bikes onboard, TriMet is looking for other ways for riders to make last mile connections by bike. Last mile options Bikes allow TriMet riders to reach destinations that are too far to reach by walking. TriMet is exploring ways to meet this need through employer pool bike fleets and public bike sharing. Employer pool bike fleets show promise: A 2007 Bike-MAX survey found that many riders who bring a bike were commuting to a small number of large employers. TriMet is also working with City of Portland on a Central City public bike share proposal, which would locate docking stations at MAX platforms. Park & Ride Park & Ride lots provide access to transit in locations that are not well served by bus lines and at rail platforms outside the Central City. These parking lots are either owned by TriMet or provided in a shared use arrangement through churches, movie theaters or retail establishments. Users may park free of charge up to 24 hours or as posted at 62 Park & Ride lots. TriMet provides over 12,680 parking spaces for Park & Ride commuters, with the majority of spaces along MAX or WES. Dedicated lots provide 90 percent of the total Park & Ride capacity. The other 10 percent are made available through community partnerships. Some facilities fill up early, while others have space throughout the day. Park & Rides at Barbur, Millikan Way, Gateway, Parkrose, and Sunset Transit Centers are oversubscribed and typically reach capacity by 7 a.m. on weekdays. Beaverton Creek (SW 153rd and Millikan) is a less-busy alternative to Sunset TC and has spaces available throughout the day. Tigard (SW 74th Ave. & Pacific Hwy) is a good alternative to Barbur TC. Likewise, 122nd Ave. (122nd and Burnside) and SE Main St. (1119 SE 96th Ave.) is a good alternative to Gateway TC. Drivers from Washington are encouraged to use the C-TRAN Park & Ride at Fisher’s Landing instead of Parkrose. To address demand and increase availability of spaces at over-subscribed Park & Ride lots, 22 short-term parking spaces are available at the Sunset TC and Gateway TC parking facilities. Short-term spaces are metered and use pay stations requiring display of proof of payment on parked vehicles. Carpool spaces are only available at Sunset TC and require a permit. Investing in access to transit Because enabling people to get to and from bus stops and stations is critical to transit ridership, TriMet seeks grants and forges partnerships

3. Build the Total Transit System FY2012 TIP 33 to improve access. TriMet has successfully applied for regional funding to improve access to stops and crossings and amenities at bus stops. In FY2012 and beyond, TriMet will continue to pursue funding to make similar improvements from federal, state and regional sources and through working with partner jurisdictions. When resources become available to expand bus service, one of the criteria for expansion will likely be the commitment to improve walking access to and from transit stops and destinations such as schools, large businesses, medical centers, social service agencies and other locations that could attract transit riders.

Project Components Annual Budget Amenities at transit stops Bus Shelter Expansion $300,000 Building the Total Transit System requires amenities at stops that make Pavement and ADA Improvements $350,000 transit attractive and safe for riders. These include shelters, trash cans and Transit Priority Treatments $176,000 benches. There are more than 6,800 bus stops, 1,100 shelters, 520 trash cans Bus Stop Signs and $250,000 and 2,000 benches for TriMet riders. Customer Information Items such as new blue bus stop poles, Transit Safety Enhancements concrete landing pads, and shelters $350,000 (solar lighting of shelters) help announce the presence of bus service. Stops can sometimes be moved Program Support/Administration $200,380 to locations that favor signal priority and provide more room for passenger Total $1,626,380 amenities.

Figure 3.4: MTIP On-Street Transit Facilities Development Programs On-Street transit facilities development TriMet and its jurisdictional partners throughout the region have made transit amenities a priority through the distribution of regional Metropolitan Transportation Improvement Program (MTIP) Regional Flexible Funds under the On-Street Transit Facilities Development program. The program elements emphasize the environment at the bus stops and the transit rider’s experience getting to and from the bus stop. Objectives of this effort include: • Increase transit ridership by improving the Total Transit Experience, focused on on-street transit and pedestrian facility improvements • Improve the usefulness of transit by providing better customer information, including identifiable signage, posted schedules and maps, and real-time arrival information • Improve access to transit with integrated sidewalk and crosswalk improvements and bus stop improvements that meet Americans with Disabilities Act (ADA) requirements • Increase pedestrian and rider safety with appropriate lighting at bus stops and by giving pedestrians a safe place to walk so that people don’t have to walk on the street, and by improving pedestrian crossings where possible to increase safety

34 FY2012 TIP 3. Build the Total Transit System N e w A m e n i t i e s F i s c a l Y e a r 2 0 1 1 x d m . n e m A w e N \ 1 1 Y F \ s e i t i n e m A w e N \ P I T \ n o s d

Amenity Installed r a c h i R \ C

Bus Routes I L B U P \ : G Figure 3.5: Bus Stop Amenities Installed in FY2011 • Support communities, Town Centers, Regional Centers, and land-use and transportation policies identified in the RTP and 2040 Framework Plan • Respond to specific user needs and community input for improved transit facilities, access and information • Prioritize investments on the basis of ridership, destination type and land use per TriMet’s Bus Stop Level rating program (see the Bus Stop Amenities appendix for information on rating criteria). The FY2012 On-Street Transit Facilities Development programs and budgets are detailed in Figure 3.4. A map of the locations where new amenities were installed during FY2011 is shown in Figure 3.5 and a Figure 3.6: Bus Stop Pavement list of those locations is provided in the appendix. Enhancements Bus stop pavement enhancements This program element improves bus stops by constructing wheelchair access, strategic sidewalk connections and other improvements that integrate stops with the streetscape (see Figure 3.6 for an example of these enhancements). While costs vary, approximately 30 locations can be addressed annually, supported through a mix of funding programs. These improvements are programmed in support of high- priority and Frequent Service bus route expansion corridors and where jurisdictions are making other streetscape investments that

3. Build the Total Transit System FY2012 TIP 35 can support the improvements. New sidewalk construction, curb ramps and ADA landing pads make stops more accessible for everyone and help make fixed-route service more attractive for elderly and disabled riders, providing an alternative to much more costly door-to-door LIFT service. Lighting at bus shelters and stops Bus riders are conscious of the security provided by lighting at bus stops. While many stops and shelters are located near existing street lighting, night-time illumination can still be poor or non-existent. The cost of “hard-wiring” bus shelters is significant and impractical in many locations. Not every bus stop can be located under existing street lighting. Since 2004 TriMet has installed over 330 of the latest generation of solar lighting systems primarily along the Frequent Service corridors of TV Highway, Barbur Blvd. and Powell Blvd. These environmentally friendly systems help reduce electricity-related emissions. Solar- powered light-emitting diode (LED) lighting units have proven to be robust, reliable and capable of providing concentrated lighting inside the bus shelter or over a bus stop area to improve safety for waiting patrons and make riders visible to bus operators. In FY2011 TriMet installed 23 more units at bus stops where direct power connections are impractical. Bus stop sign and pole replacement with customer information displays TriMet continues its implementation of a multi-year bus stop improvement program that includes deployment of new two-sided bus stop signs and poles. Over 70 percent of signs and poles have been upgraded. The signs are a unique shape and the blue poles make stops more distinguishable. Customer information displays with bus stop identification numbers are also being installed on each bus stop pole. The Stop ID allows the rider quick access to real-time arrivals through TransitTracker by Phone, by text or by visiting TriMet’s mobile website, m.trimet.org, with a smart phone. These signs are being deployed on a route-by-route basis, with priority for Frequent Service routes and other priorities identified in the TIP. In FY2011 the program will be completed by focusing on remaining bus route upgrades in the region. Customer information Providing customer information that is timely, reliable, relevant, accurate and clear is an essential component of building the Total Transit System by making our service more accessible and more attractive. Research shows that customers need specific information for three key stages of their transit experience: Pre-trip, On-street and On-board. Stage 1: Pre-trip Before embarking on a trip, customers want to know how to get where they want to go, including where to start, when to leave, how long to wait, when they will arrive, how to get back, and whether there may be any delays or disruptions. Because TriMet serves a broad customer

36 FY2012 TIP 3. Build the Total Transit System base, with varying needs and levels of access, it Information Source is important to provide information in as many Pre-trip On-street On-board forms and across as many distribution points as practical. Figure 3.7 lists TriMet’s customer information types and sources, identifying the relevant type of information and the most Print materials Landline phone Online display Information Electronic display Phone Static display/ Print materials Electronic display pertinent tools available Schedule • • • • • • • to access and make use Map • • • • • of that information at each stage of transit trip Trip planning • • • • planning. Arrival time • • • • • • All of the pre-trip Delay information • • • • • information that customers need can be Stop locations • • • • • • • found online at trimet.org Trip length/time • • • • • • and m.trimet.org, which is available to 85 percent of Route options • • • • • our riders. These websites Transfer information • • • • • • receive nearly 1 million unique visitors each Service frequency • • • • • • • month. TriMet also sends nearly 350,000 email Park & Ride info • • • alerts monthly to almost How to ride/fare info • • • • • • • • 28,000 subscribers. Time of day • • *** • • Online tools Figure 3.7: TriMet Customer Information Distribution TriMet provides a wide ***Available along Transit Mall, WES stations, Gateway TC and in Lloyd District, where electronic displays array of online tools have been installed. designed to make planning and taking a trip more reliable, convenient and comfortable. Many of Trip Planner on the Web these tools are unique products Number of trips planned per month developed by TriMet. 600,000

493,165 500,000 TriMet online Trip Planner 437,006 Customers can plan trips in 400,000 advance at trimet.org, m.trimet. 300,000 org and 300,000 200,000 trimet.org/espanol. The online Trip 200,000 180,000 Planner gives users step-by-step 125,000 100,000 instructions showing how much 100,000 50,000 to pay, how long the trip will take, and how to get to a destination 0 using buses, MAX, WES and the

Portland Streetcar—including NumbersFigure include 3.8: the text Trip trip planner, Planner the Spanish Customer trip planner, the interactive Usage map on trip plannerthe Web and the mobile trip planner.

3. Build the Total Transit System FY2012 TIP 37 where to board, make transfers and walking directions. As detailed in Figure 3.8, customer usage has grown from 634,000 trips planned in 2002 (an average of over 52,000 a month) to over 5.9 million trips (an average of nearly 500,000 per month) in 2010. TriMet Multimodal Trip Planner TriMet is leading the development of a open-source, multimodal trip planner tool, which will allow users to plan trips incorporating a combination of transit, biking and walking. The development of this web-based tool was made possible by grant support from Metro’s Regional Travel Options program and many hours of donated open source developer support. A beta version of the tool will be available to the public on October 14, 2011. TriMet Interactive Map TriMet launched a new Interactive System Map in August 2009 with more current and robust Internet-based mapping technology. The Interactive System Map offers key advantages over a traditional printed map. It generates on-the-fly images directly from data so it is always as current as the data, whereas a printed map has to be reproduced frequently to be kept up-to-date. In addition, an interactive map offers the ability to zoom in closer to areas of interest and provide much more detailed information than a printed map. The interactive map incorporates TriMet’s existing online trip planner, providing a visual presentation of routes and itineraries. The new technology allows quick and TransitTracker on the Web simple location searches for addresses, Park & Rides, transit Number of sessions per month centers and routes. 250,000 200,645 TriMet TransitTracker™ online 200,000 177,120 165,892 151,870 157,296 Developed by TriMet 150,000 119,901 124,134 programmers, the TransitTracker online tool provides real-time 100,000 81,302 bus, MAX and Portland Streetcar 50,039 50,000 arrivals. The system tracks the 21,068 actual location of a bus or train, 0 allowing customers to know exactly when a vehicle is coming. For buses, TransitTracker uses Website (trimet.org) Mobile Website (m.trimet.org) Global Positioning System (GPS) technology to track how far the AFigure session can be3.9: any length TransitTracker of time, and may include Customer arrivals from multiple Usage stops. A sessionon the ends whenWeb a user is inactive for 30 minutes or more. vehicle is from a stop. Every New arrival information is delivered every 30 seconds throughout the session. So if a user’s session lasts 4 minutes, arrival information will be TriMet bus is equipped with a delivered approximately 8 times, although the entire session is only counted as one “request.” transmitter that allows satellite tracking with an accuracy of about 30 feet. For MAX trains, sensors embedded in the MAX tracks record the speed of the train and the time it passes the sensor. TransitTracker’s arrival countdowns are estimates based on the location of the vehicle and the scheduled speed along its route. If the system can’t make an accurate prediction (because, for example, the vehicle is too far away or if its transmitter isn’t working), the scheduled arrival time is displayed instead.

38 FY2012 TIP 3. Build the Total Transit System Customer use of TransitTracker online has expanded from an average of 10,000 visits per month during the first year after its introduction in August 2002 to an average of over 300,000 visits per month over the past year (see Figure 3.9). TransitTracker can also be accessed in Spanish at trimet.org/espanol and on mobile devices at m.trimet.org. TriMet Dynamic Schedule and TimeTable Publisher In January 2007 TriMet introduced a new dynamic schedule format on trimet.org, which significantly improves the legibility of online schedules and allows customers to retrieve stop information for timepoints and easily print out hard copies. TriMet developed an in-house computer application, TimeTable Publisher, which makes this new dynamic schedule possible. TimeTable Publisher was developed as an open-source program and is available to other transit agencies for their use. Google Transit™/Google Maps™ Google Transit’s first beta release in December 2005 featured Portland and TriMet. Since its initial release, TriMet has worked with Google to develop and refine a data standard (initially called the Google Transit Feed Specification, now called the General Transit Feed Specification or GTFS) and promote its wider use across the industry by sponsoring workshops and webinars. Google is now using this data standard to incorporate transit information from participating agencies in Google Maps, Google Earth, and most recently Google Maps for Mobile, which offers public transit directions, arrival information and major service delays and details from mobile devices. TriMet has also developed an application that uses this data standard for automated schedule publication (see TriMet Dynamic Schedule section above). Video Video provides another channel through which customers can access information on TriMet service and products. Various videos have been viewed over 130,000 times at trimet.org and on YouTube.com and iTunes. This visual medium presents “How To” information in a more interactive and dynamic way than print materials and is also useful for timely communications about events. Printed schedules and maps Schedules and maps allow customers to plan a trip, including arrival and departure times and transfers. TriMet prints about two million schedules a year and about 50,000 maps. Over 10,000 “How to Ride” brochures translated for the five other languages most commonly spoken in the region assist first-time or infrequent riders in using the system. Starting this year, these materials are provided in English only online to minimize resource use during printing (100,000 copies were previously printed). TriMet Ticket Office The TriMet Ticket Office at Pioneer Courthouse Square offers ticket and pass sales, trip-planning assistance and general customer information. The Ticket Office serves an average of 8,000 customers a month. Services for senior citizens and people with disabilities are available.

3. Build the Total Transit System FY2012 TIP 39 These services include the processing and distribution of Honored Citizen ID Card applications, which now include photo identification. Phone By calling 503-238-RIDE, approximately 19,000 customers a month get assistance from live operators for trip planning, fare information and related transit service information. TriMet’s telephone operators also log customer comments, suggestions and complaints. Limited English Proficient customers are provided an interpreter upon request to access customer services. Stage 2: On-street The second stage of any trip is when customers are at a point of access to the system, which could typically be considered “on-street.” They want to know when their bus or train is coming, and if there are any delays or disruptions in service. They also want to be oriented to the system, with clearly marked, visible information available at shelters, stops and stations and on vehicles, to confirm that they are at the right location and ready to board the right vehicle. Mobile Trip Tools With the rapid growth of “smart” mobile phones such as BlackBerry®, iPhone® and Android®, TriMet’s website is now accessible to web- enabled wireless devices. Forty-one percent of adults in the region indicate they either own a “smart” phone or plan to get one. Riders can access TriMet tools and information quickly and easily at m.trimet.org. The mobile-friendly site loads fast and is easy to navigate, with the most popular rider tools from trimet.org: TransitTracker arrival times, Trip Planner, Service Alerts, Route and system maps, nearby stop look-up and schedules. In many cases, the mobile trip tools can make use of the smart phone’s GPS to identify the customer’s location without manual entry. Developer resources At developer.trimet.org, TriMet has made resources available to software developers to promote the use of transit and information related to transit, leveraging the use of the GTFS that TriMet helped pioneer (see Google Transit/Google Maps section above). At this time these resources include a schedule published in the GTFS format as well as web services from TriMet’s TransitTracker system. Also notable are the creative uses of our TransitTracker data. By providing direct access to real-time bus and MAX arrivals through a web service, it is very easy for developers to customize the information for a particular use or device, such as the iPhone, Blackberry or Android. Developers are now building tools with the use of this data and filling a growing need for customer information that is difficult for TriMet to meet alone. Many of these applications are very innovative and can attract riders by enhancing the rider experience and by assisting new riders. As of the end of FY2011, 38 software applications have been developed using these web services and are available at trimet.org/apps.

40 FY2012 TIP 3. Build the Total Transit System TransitTracker by phone/text TriMet’s TransitTracker uses satellite technology to track buses, providing customers real-time arrival information for all stops, by phone. Customers can call 503-238-RIDE and enter their Stop ID number to get real-time arrival information 24 hours a day, 7 days a week (in English and Spanish). Eighty-eight percent of TriMet riders have cell phones, while 94 percent have access to land-line phones. Information on delays or disruptions is provided via TransitTracker by phone as well. Stop ID numbers are assigned to each bus stop and MAX station in the TriMet system. At the end of FY2011, Stop ID numbers were featured on more than 500 bus shelters, 3,300 bus stops, and 275 rail displays – serving a high percentage of riders as a result of prioritizing Frequent Service routes, transit centers and MAX platforms. Stop ID numbers will be added to new bus stop signs as they are installed. At the end of FY2011, over 65 percent of stops have IDs displayed. Because deployment began with TriMet’s busiest routes, over 90 percent of riders have Stop IDs posted at their stop. By the end of 2011, we expect to have Stop IDs posted at 85 percent of stops and at all bus stops by the end of FY2012. The explosion in customer use of TransitTracker by Phone/Text TransitTracker by phone speaks to Average monthly requests per year the usefulness of the information 1,800,000 1,651,735 tool. The average number of 1,600,000 1,409,322 1,634,493 calls per month has increased 1,400,000 1,181,394 from about 40,000 during the 1,200,000 first year of the service in 2004 1,000,000 770,315 to an average of over 1.6 million 800,000 calls per month in 2011 to date. 600,000 404,202 In response to rider requests, 400,000 344,617 136,291 103,942 in September 2010 TriMet 200,000 39,822 introduced TransitTracker by Text, 0 in conjunction with a third-party marketing firm, which enables customers to enter their Stop ID and retrieve real-time arrival Phone Calls Text Messages information with a cell phone’s * Real-time arrivals began September 2004 (previously only schedule times were delivered) text messaging feature. By June † Text Message data starts in August 2010 2011, nearly 350,000 requests were being made each month. Figure 3.10: TransitTracker Customer Usage by Phone/Text It is estimated that the cost for TriMet to provide this service over eight months would have been over $100,000. Instead, the entire cost is covered through the sale of one- line advertisements at the bottom of each text message. Figure 3.10 illustrates the growth in TransitTracker by phone and text usage by customers, which is now over two million times a month. TransitTracker platform displays At high-volume bus stops and rail platforms, digital information displays are installed to provide customers with real-time arrival and other service information. Beginning in 2009, the displays installed are 32” digital flatscreens from Solari Udine. In February 2009, five of the displays were installed on platforms for WES, TriMet’s commuter

3. Build the Total Transit System FY2012 TIP 41 rail service. In September 2009, more than 50 displays were installed at all of the bus stops and MAX platforms Gateway 6891 NE 99 Ave 17-Holgate on and adjacent to the new Transit 17To Portland

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Rider info All buses are All buses are 503-238-RIDE (7433) equipped with a accessible to TTY 503-238-5811 rack that holds people with trimet.org two bikes disabilities Overhead signs on buses and trains Rider info All buses are All buses are 503-238-RIDE (7433) equipped with a accessible to TTY 503-238-5811 rack that holds people with trimet.org two bikes disabilities indicate route name and/or number and the vehicles’ destination. These signs help confirm for riders that they are boarding the correct vehicle. In addition, 360 newer low-floor buses have external stop announcements for riders with visual impairments, as will all future bus purchases. Schedules and maps Printed route and service information is provided at heavily used stops and transfer points. Currently there are over 4,000 customer information displays containing Stop IDs, schedules and maps at stops, stations and shelters throughout the system (see Figure 3.11). Personal service TriMet deploys a variety of on-street customer service personnel to assist customers, especially during service adjustments or disruptions and special events. Customer Service staff supported customers at more than 90 special events and provided personal on-street service to an estimated Figure 3.11: Customer 535,000 customers during FY2011. Information Displays at Stops and Stations Field outreach and community relations representatives The On-Street Customer Service program relies upon part-time, dedicated field outreach and

42 FY2012 TIP 3. Build the Total Transit System community relations representatives to provide personal service to customers as they use the system. Since its formation in 1999, the unit has assisted tens of thousands of customers including basketball fans attending Blazers games, soccer fans attending Timbers games, visitors arriving at the Airport MAX station, and commuters coping with service changes or unplanned disruptions. “Ask Me!” volunteers The “Ask Me!” program uses volunteers from TriMet staff (and, in some cases, family members and friends) to give an extra measure of support for the many new or infrequent customers who use TriMet to travel to major community events, such as Rose Festival parades and The Race for the Cure. “Ask Me!” volunteers help customers purchase fares and answer questions. Ride Guides TriMet’s Ride Guide program, launched in 2006, consists of administrative employees who agree to work 16 hours a year providing personal service to customers. It is a creative way for employees to meet customers and learn about the front-line of TriMet’s transit service, while augmenting resources available for customer service. The program plays a key role in helping customers during special events, planned disruptions or unplanned disruptions such as winter weather events. Stage 3: On-board The third stage of the trip is on-board, when riders want to have information regarding orientation during the trip and prompts to inform them to prepare for their stop. Automated stop announcements To ensure riders have the information they need, TriMet is improving on-board customer information with automated stop announcements (ASA) on buses. While TriMet’s MAX light rail system has included ASA on its vehicles since 1997, a parallel system has now been installed on all low-floor buses. These vehicles comprise 58 percent of the total fleet and are used on all major routes. On arrival at stops serving multiple bus routes, an external announcement is RESPECT THE RIDE. made as the door opens, to help inform R]he`]j`_knna_pb]naeonamqena`* customers with visual disabilities that Ikrabknoajekno]j`laklhasepd`eo]^ehepeao* they are boarding their preferred route. @kjÐppdna]pajknejpeie`]pane`anoknklan]pkno* @kjÐp^aokhkq`pd]pukq`eopqn^kpdano* Internal text displays and audible @kjÐp^hk_gpda]eohaokn`kkno* announcements are made when the Ebukq^nejc]lap(gaalepej]_]nnean* bus turns on to a new street, or when Gaalbkk`]j``nejgoej_hkoa`_kjp]ejano* approaching major stops and transfer points to enhance passengers’ ability to orient themselves. I=TEIQILAJ=HPU6 .1,+AT?HQOEKJ PI?.4).5 trimet.org/rules Printed customer information Figure 3.12: Respect the Ride Campaign Materials While on-board, customers also have access to other types of printed information that communicate the rules for riding, fare information and safety/security awareness.

3. Build the Total Transit System FY2012 TIP 43 This information is presented via multiple media, including interior channel cards, decals and other signage. MAX trains also display system maps. The primary campaign used to communicate rules for riding, fare information and safety/security awareness is the Respect the Ride campaign. This information is posted on board vehicles in English and Spanish and on street at bus and MAX stops. Figure 3.12 illustrates one of the campaign images. Ensuring environmental justice and transit equity According to the US Environmental Protection Agency, environmental justice is “the fair treatment and meaningful involvement of all people regardless of race, color, national origin, or income with respect to the development, implementation, and enforcement of environmental laws, regulations, and policies.” TriMet makes environmental justice part of its mission by identifying and addressing the effects of our programs, policies and activities on minority and low-income populations. Transit equity is intimately tied to environmental justice. Transportation is vital to fully participate in all aspects of society. Transportation is needed to attend school, get to jobs, access health care, or participate in social, recreational or civic activities. When people cannot afford a private vehicle, public transportation is necessary to ensure that everyone in a community has access to all the activities offered in society. Transportation equity issues arise when communities of color and lower income levels receive fewer or lower-quality transportation services or experience more negative effects of transportation activities (such as environmental impacts) than wealthier and non-minority communities. Guiding principles The US Department of Transportation has adopted three fundamental environmental justice principles to guide transportation justice efforts: • Avoid, minimize, or mitigate disproportionately high and adverse health and environmental effects, including social and economic effects, on minority populations and low- income populations • Ensure the full and fair participation by all potentially affected communities in the transportation decision-making process • Prevent the denial of, reduction in, or significant delay in the receipt of benefits by minority and low-income populations. A commitment to low-income and minority communities TriMet is committed to providing high-quality service to low-income and minority communities. We use transit equity and environmental justice considerations in decisions about:

44 FY2012 TIP 3. Build the Total Transit System • Transit service to low-income neighborhoods and communities of color • Placement of bus stops and shelters • Allocation of new low-floor buses • Service for non-English-speaking populations. Service to low-income neighborhoods and communities of color TriMet is committed to ensuring that the system-wide distribution of service and amenities is equitable. TriMet plans and distributes transit service and on-street amenities to serve the highest potential ridership, without regard to income, race or neighborhood. By providing high-quality service equitably throughout the region, TriMet attracts and serves more riders, which in turn makes the most of system resources and investments. To ensure that this leads to an equitable distribution of service, TriMet uses the latest data from the US Decennial Census and annual American Community Survey to assess the distribution of services in relation to concentration of low-income and minority populations in the TriMet District, as illustrated in Figures 3.13 and 3.14, respectively. As summarized in Figure 3.15, the results of this analysis indicate that for the district as a whole, high-capacity transit and Frequent Service bus lines serve a higher proportion of minority and low-income populations. Major service changes and all fare changes are reviewed to ensure that there will be no disproportionate negative impacts on minority and low-income populations in the TriMet service area. When service reductions in 2010 and 2011 were proposed, each respective proposal was assessed line-by-line. Assessments confirmed that service reductions would not diminish the relative concentration of services and total vehicle hours of service among areas with above-median percentages of persons of color and low- income persons. In 2003, TriMet adopted criteria to guide expansion of Frequent Service. The most important factor in the criteria is ridership, but another factor TriMet weighs is the density of the transit-dependent population. To determine transit dependency, TriMet looks at areas with high proportions of low-income residents, seniors or people with disabilities (see Chapter 5 and the Frequent Service Criteria appendix for more information). Placement of bus stops and shelters As noted in the Amenities at transit stops section earlier in this chapter, TriMet prioritizes its bus stop and shelter improvements on high-ridership Frequent Service lines, which are concentrated in transit-dependent areas. As a result, transit equity objectives are being met by the priority already applied to those lines. TriMet also uses funding from the Job Access Reverse Commute (JARC) program to support transit equity. JARC is a federally funded grant program that connects low-income people and those receiving Temporary Assistance to Needy Families (TANF) with employment areas and related support services. Funding for the JARC program was

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3. Build the Total Transit System FY2012 TIP 47 Figure 3.15: TriMet Transit Equity Analysis Results

48 FY2012 TIP 3. Build the Total Transit System originally established as part of the Transportation Equity Act for the 21st Century (TEA-21). TriMet is the regional administrator for Job Access grants designed to help people find and retaininformación work. Grant al pasajero funds are contracted (“passed through”) to regional sub-recipients working on these issues. Historically, grant funds havetrimet.org also been used • Planificador de viaje to improve conditions at bus stops, by providing new shelters• Mapas and y horarios • Alertas de transporte VIAJEVIAJE schedule information. • Contacto para recuperar artículos perdidos Serving Limited English Proficient populations • Información por correo electrónico MEJORMEJOR Limited English Proficient (LEP) populations are growingTransitTracker™ in the 503-238-RIDE (7433) Portland area, and many have found the convenience of ridingInformación the actualizada sobre la llegada de trenes bus or light rail to be a good alternative to their vehicle. Othersy autobuses. simply cannot afford the costs associated with owning and maintaining a vehicle and are dependent on public transportation as their primary La información en este folleto mode of access to work, school or recreation. Accessiblela puede services obtener to en varios ¡Carmen, aquí estoy! these growing LEP populations are important to attractformatos and accesibles sustain para ¡Bienvenida a personas con discapacidad. Portland! riders. Teléfono 503-238-7433 o TriMet provides many of its informational materialsTTY in 503-238-5811. multiple languages. “How to Ride” brochures are printed in five languages ¡Jorge! most widely spoken in the region other than English (Spanish, ¡Qué gusto Vietnamese, Russian, Chinese, and Korean). TriMet’s websiteVamos a ver has a dónde “How nos lleva. verte! To Ride” information available in those five languages. In addition,4/09 • 09170 • 25M TriMet’s online Trip Planner is available in Spanish. Rider Impresoalerts en papel and reciclado. fact sheets are often printed in English and Spanish. LEP customers La Administración Federal de Tránsito del Departamento de can also access language assistance upon request by callingTransporte ayudó 503-238- a financiar este folleto.

RIDE. Spanish-speaking customers can also access TransitTracker in30% Spanish. Ticket vending machines have a Spanish option and audioCert no. SCS-COC-00971 Su guía al transporte público messages on MAX are in Spanish and English. To improve service to Limited English Proficient (LEP) customers, Figure 3.16: Language TriMet is engaged in a federally funded four-year demonstration Assistance Program Material program for a Language Assistance Program for LEP Persons under the Transportation Equity Research Program. The goal is to demonstrate that culturally and linguistically specific personal outreach, in addition to quality written materials, will enhance the transit experience for LEP customers and LEP community groups. The pilot program uses non-traditional outreach, marketing, and research methods to deliver and measure the effectiveness of this unique program. The program focuses on native speakers of Spanish, as they are the most populous LEP community in the region. It also provides a vehicle for soliciting these riders’ feedback on how to improve customer service during all stages of their trip. In October 2008, the program produced a graphic “novella” entitled Viaje Mejor (“Travel Better”), which provides native speakers of Spanish with an engaging and informative orientation to the TriMet system. The cover image of this novella is shown in Figure 3.16. Moving toward sustainability TriMet’s contribution to sustainability is an area of activity that increasingly influences how attractive customers find transit compared to single-occupancy vehicles, making it a key component of building and operating the Total Transit System. For TriMet, moving towards sustainability means pursuing social, environmental and economic performance in a unified way:

3. Build the Total Transit System FY2012 TIP 49 • It means delivering frequent and reliable service that provides a viable transportation alternative to driving alone, while ensuring transit equity and demonstrating environmental leadership in how service is provided. • It means evaluating what and where we build, how we construct and operate what we build, and who is included in the use, operation and construction of our system. • It means working with our contractor and agency partners to ensure that the major capital investments we make are building environmentally innovative, cost-effective projects that support our region’s land use and transportation goals, even as the benefits of those investments are shared among all members of our community. In this way, TriMet plays a key role in enhancing the livability of the region. By providing high-quality transit service, TriMet displaces over 205,000 daily car trips. For each mile someone rides on TriMet, she emits 53 percent less greenhouse gas (GHG) emissions than if she drove that mile alone. As a result, TriMet service directly eliminates over four tons of smog-producing pollutants and over 600 tons of GHG emissions each day, while also saving fuel and reducing congestion throughout the region. MAX carries over a quarter of afternoon rush-hour commuters traveling from downtown on the Sunset Highway and Banfield Freeway corridors. Transit Bike Other 1% 1% 5% TriMet’s transportation and environmental leadership has helped spur over $10 billion in transit-oriented development along MAX light Walk rail lines. Much of this development mixes residential with retail and 6% other commercial use, creating communities where people can live, work and play. This approach helps enrich the human environment and further reduces the pressure on our natural environment from Auto sprawl, traffic congestion and associated air pollution. 87% Transportation, land use, energy security and sustainability–the “Trip Not Taken”

Infrequent Transit, No Mixed Use The new development that is induced by a good transit project results in fundamental changes in development and travel behavior that can provide dramatic benefits to the region. Residents of the kinds of neighborhoods that streetcar encourages make fewer trips Bike Other in motor vehicles and have a far higher percentage of their trips on Transit 2% 2% foot, on bike, and on transit. When more residents in a region live 12% in this kind of neighborhood, more total trips (on all modes) can be accommodated with less congestion because more trips can be made without private motor vehicles adding to roadway congestion. Hence, the “(Motor Vehicle) Trip Not Taken”. Walk Auto The benefits to regional vehicle miles travelled (VMT) reduction, 27% 57% congestion mitigation and avoidance, and reduced greenhouse gas (GHG) emissions come from the increased transit mode share, but also from the change in the character of the neighborhood itself. As Frequent Transit, Mixed Use Figure 3.17 shows, transit ridership is considerably higher in parts of the region that have frequent transit service and walkable streets. The biggest difference is actually in the dramatic shift in trips by walking Figure 3.17: The Trip Not Taken

50 FY2012 TIP 3. Build the Total Transit System or biking that can occur with little impact on the transportation infrastructure and provide a host of benefits. Residents in the transit- and walk-friendly areas get their needs met with far less impact on the transportation infrastructure, fewer regional VMT and GHG emissions, and less congestion than the same number of people would create if settled in a suburban setting of separated land uses and sparse transit. Transit-Oriented Development Land use and development patterns that embrace transit will provide more people with convenient access to transit through location and project design. Research conducted by Reconnecting America for the Federal Transit Administration identified Portland as among the top 10 U.S. cities with the most significant growth in demand for housing in transit zones in coming years. TriMet’s transit-oriented development (TOD) program responds to this demand through TOD advocacy and education and by managing TriMet’s own real estate to promote TOD. TriMet also hosts visitors to Portland from around the nation and the world who come to see our successful integration of transit and land use. “Livable Portland,” a TriMet publication that provides information on TOD planning and projects, was redesigned and updated in October 2010 (see trimet.org/pdfs/publications/ Livable-Portland.pdf). Transit-oriented development projects While TriMet’s own real estate represents a tiny percentage of land served by transit, TriMet seeks to manage its property to maximize ridership and promote vibrant station areas. A new building for Portland Community College (PCC) at the Willow Creek/SW 185th Transit Center opened in early 2010. The building houses workforce training programs such as Certified Nursing Assistant and Emergency Medical Technician certification courses, computer training, and job counseling. A variety of adult education programs are offered in the evening. PCC came to TriMet for help finding a location supported by high-quality transit service where it could offer these programs and increase their accessibility. TriMet identified the Willow Creek Transit Center and Park & Ride lot as a location with underutilized property. The addition of PCC enlivens the transit center and diversifies the land uses in the neighborhood. TriMet has also formed a partnership with Portland State University (PSU) to create a transit-oriented student housing tower at the south end of the MAX Green Line. The 900-bed tower will sit on land purchased by TriMet as part of the Green Line project and combined with an adjacent site owned by PSU to create a unique high-density development opportunity. MAX stations on 5th and 6th Avenues will be integrated into the new building. The design also includes ground floor retail, classrooms and facilities for TriMet operators. Transportation demand management TriMet partners with the Metro Regional Travel Options (RTO) program, which coordinates the implementation of transportation demand management (TDM) strategies in the region. TDM strategies

3. Build the Total Transit System FY2012 TIP 51 focus on shifting demand from drive-alone trips to transit, biking, walking, ridesharing and other travel options. TriMet will continue to work with thousands of employers to assist their nearly 200,000 employees to make use of the transit system and other travel options. Through the TriMet employer outreach program, employers frequently provide employees a subsidy for transit use over driving. The program shows increases in transit use and reductions in drive- alone commuting. Demonstrating environmental leadership Demonstrating environmental leadership is one of the nine Strategic Principles that guide TriMet’s decision making. Through its innovation and dedication, TriMet has become a recognized leader in constructing and operating environmentally friendly public transportation, and is committed to continuing to set new standards Figure 3.18: Demonstrating for environmental excellence in the transit industry through its environmental leadership leadership in developing and launching the APTA Sustainability Commitment. Following are just some of the environmental efforts in which TriMet is engaged. Greening the bus fleet Biodiesel TriMet is the largest biodiesel user in Oregon. TriMet uses a B5 blend of five percent biodiesel and 95 percent petroleum-based diesel in all fixed-route LIFT buses. TriMet also uses ultra-low sulfur diesel (ULSD), which is a cleaner petroleum-based diesel that reduces sulfur content by 97 percent. Combined, the biodiesel/ULSD blend reduces particulate emissions from buses up to 30 percent. TriMet is committed to building the local biodiesel industry through strong and consistent demand for local sources of the fuel. We source from SeQuential Pacific Biodiesel, which uses locally collected waste cooking oil and Oregon-grown canola as feedstocks. This truly sustainable approach benefits local farming activities and supports the greening of communities, both environmentally and economically. For TriMet, the benefits of using sustainably produced biodiesel include reducing greenhouse gases that contribute to global warming, reducing dependence on foreign oil and moderating the volatile price swings of petroleum-based diesel. Particulate filters In FY2007 TriMet retrofitted 84 older buses with high-tech filters that reduce exhaust emissions up to 90 percent, making them run as clean as new ones. Another 70 buses were retrofitted in FY2008. The filter installations are made possible by the use of the ultra-low-sulfur diesel and biodiesel fuel blend used by TriMet. With this project, TriMet will have over half of the fleet of 360 low-floor buses meeting 2007 EPA standards, despite the fleet being comprised of older vehicles. Improving fuel economy TriMet is one of the most fuel-efficient transit providers in the country, thanks to creative operators and mechanics who keep finding new ways to conserve fuel. In 2005 TriMet maintenance crews boosted

52 FY2012 TIP 3. Build the Total Transit System gas mileage on buses 7.5 percent by adjusting transmissions, front- end alignments and steering control arms, and maintaining a set tire pressure. Combined with a focused effort to reduce idling at layovers, TriMet has saved about 500,000 gallons of fuel per year. This effort also achieves air quality and transit equity benefits. NASCAR technology TriMet is working to further improve its fuel economy by being the nation’s first transit agency to test and operate buses cooled by a NASCAR-inspired system. Traditional systems draw up to 50 horsepower off the engine, draining power and consuming fuel. The system’s electric fans use less engine power, resulting in five percent better fuel economy. The system also significantly cuts maintenance time and costs, and is safer to maintain. A drivetrain computer in the engine compartment of each bus saves fuel and improves driving safety. It monitors the engine, transmission, and braking system, and uses the data to adjust acceleration, braking, traction control and fuel injection. This technology can also be retrofitted to the existing fleet rather than waiting for a new bus purchase. In 2009, this innovation was recognized for its outstanding potential to improve the nation’s air quality when TriMet and its manufacturing partner received a Clean Air Excellence Award for Clean Air Technology from the U.S. Environmental Protection Agency. Hybrid buses As discussed earlier in the chapter, TriMet is ordering four next- generation diesel-electric hybrid buses as part of the FY2012 bus order. With the new order, TriMet will be able to test and assess efficiency of these new generation hybrids and determine whether they could represent a cost savings in the future. Electricity savings: lighting Like any large transit system, TriMet uses a significant amount of energy for lighting at Park & Ride lots, bus stops, train platforms, shops and administrative offices. An energy audit conducted collaboratively with Portland General Electric identified a series of energy-saving lighting improvements. Through installation of compact fluorescent bulbs (CFLs), photocells, occupancy sensors and Light Emitting Diodes (LEDs), TriMet was able to save over $340,000 in lighting energy costs per year. Changing to fluorescent bulbs for many lighting uses saved thousands of dollars in electricity costs, and many of the lighting upgrades paid for themselves in less than six months. Refurbishing shelter glass Since 2001 TriMet has worked with two local artists to sandblast designs onto graffiti-damaged glass panels from bus and train shelters. The refurbished panels are then reinstalled, saving on material, labor and disposal costs, and reducing waste. The sandblasted panels minimize future vandalism and improve the appearance of the shelters. TriMet saves approximately $130 for each panel refurbished through sandblasting; nearly 1,500 panels have been refurbished and replaced since July 2001 for a total savings to date of nearly $200,000.

3. Build the Total Transit System FY2012 TIP 53 Sustainable construction practices As TriMet grows its transit system to meet the increasing transit needs of the community, it undertakes numerous construction projects, from bus stop improvements to light rail lines. By carefully selecting products, incorporating green design principles and analyzing the impact of its construction choices, TriMet can ensure the projects built today support a healthy community tomorrow. During the construction of the Interstate MAX light rail line, TriMet pioneered new practices that both protect the environment and save money. An environmental model, the project capitalized on the innovative thinking of TriMet staff and contractors alike to find new and creative ways to apply sustainable building practices to transit construction projects. Innovative green construction practices, many applied to light rail construction for the first time, saved $3 million in construction costs, at the same time reducing waste and recycling materials. TriMet continued to focus on innovative, green practices during the construction of the new Green Line MAX. Highlights include: Reusing and reducing materials • During construction, which started in early 2007, TriMet and its contractors found ways to reuse materials onsite and to reduce the use of new materials. This strategy reduced landfill waste, conserved resources, minimized the amount of new materials needed and reduced emissions generated by manufacturing and transport. • During the project, approximately 30,000 cubic yards of concrete, existing aggregates and base material were crushed or cleaned and reused. Parts of granite curbs, gutters and fountains became base material, walking paths and drivable surfaces, where many of the removed curbs and gutters were incorporated into the landscape design. TriMet used re-covered slopes in place of some of the initially proposed retaining walls to decrease the amount of concrete used, reducing the release of ozone-depleting gases caused by the concrete curing process and decreasing the amount of impervious areas. Boulders removed during project construction were given to the Oregon Department of Fish and Wildlife and the City of Portland to use in park settings and habitat restoration. • Contractors refurbished and replaced existing ornamental lighting fixtures, cast iron tree grates, inlet frames for stormwater and wooden benches and salvaged the old bus shelters’ steel, bronze and metal parts. • TriMet relocated approximately 1,810 feet of existing sound walls and installed nearly one mile of new sound walls, selecting a unique product with a composite plastic shell filled with recycled, chipped tires. The new sound walls diverted a total of 9,030 tires from landfills.

54 FY2012 TIP 3. Build the Total Transit System Energy efficiency • At the south terminus of the transit mall, TriMet is planning to incorporate green features and make the terminus an educational space with renewable energy sources and stormwater filtration measures. Photovoltaic panels are also planned, generating more than 50 kilowatts of renewable solar energy, which provides approximately 70 percent of the site’s electrical demand. • To conserve energy at the new 750-space Clackamas Town Center parking garage, TriMet enrolled in the Energy Trust of Oregon’s New Buildings program. The program’s financial incentives enabled TriMet to install a lighting system that will save more than 496,000 kilowatt-hours a year—almost five times the efficiency of a standard code-compliant lighting system and equal to the annual average electricity consumption of 44 US households. Stormwater management • Along the new line, street stormwater runoff is treated through bio-filtration planters outfitted with innovative planting and landscape areas. TriMet also added landscaping that includes visually appealing planting strips and bioswales for water filtration to treat the stormwater from the street, tracks and light rail operations. Dry wells associated with the bioswales detain the cleaned water and gradually release it into the soil to replenish ground water and reduce the flooding and scouring of streams and rivers. Landscaping practices To reduce water use and limit pesticide and other chemical requirements in landscaping practices, TriMet incorporates water- wise landscaping into all its new landscaping projects, focusing on nature-scaping—using hardy, pest-resistant native plants with water conservation in mind. By adjusting to more native, water- efficient landscaping practices over the past five years, TriMet has reduced water demand, incorporated landscaping into site design to reduce heating and cooling costs, reduced stormwater runoff, reduced pesticide use and generated less yard debris from pruning and trimming. Achieving these environmental benefits paid off for TriMet in another way, reducing landscaping expenses by more than $200,000 per year. All existing TriMet landscaping is being transitioned to nature-scaping principles as well. Tree preservation and replacement were project priorities during Green Line MAX construction. More than 1,200 trees were planted as part of the project. TriMet also added 5.2 acres of diverse landscaping—including native vegetation such as red-flowering currant, tall Oregon grape and western red cedar—designed to flourish with minimal maintenance. Stormwater management While building new facilities, TriMet focuses on improvements and innovation for stormwater management. Where possible, natural

3. Build the Total Transit System FY2012 TIP 55 landscaping systems are used—employing bioswales, natural filtration, and other systems that return water naturally to the ground. Some of the innovative stormwater treatment activities and systems installed by TriMet include: • Incorporating a cast-bronze art scupper in a pond that collects stormwater and treats it naturally in a bioswale • Installing new stormwater treatment devices in drains that reach the Willamette River • Using porous concrete pavers on station platform areas to allow rainwater to naturally filter into the ground • Routinely sweeping the Park & Ride lots and garage parking areas to keep sediment and other contaminants out of streams and the groundwater. As part of the Green Line MAX project, TriMet also installed 290 Silva Cells, a modular underground bio-retention system that improves stormwater management and encourages healthy tree growth near station platforms. TriMet worked with ODOT and the City of Portland to add strormwater infiltration to the Park & Ride lot at Barbur Transit Center, allowing rain that falls on the lot to infiltrate into the ground on-site, improving water quality in area streams and reducing the stress on area storm sewers. TriMet managed the project to simplify administration, but the funding was provided by ODOT. To ensure that future construction efforts continue to incorporate and advance industry best practices, TriMet’s Design Criteria were updated in FY2010 with a new sustainability chapter, providing guidance and resources to project designers and referencing the sustainable construction directives embedded in TriMet’s Sustainability Policy. These resources and policies are guiding the design of the Portland- Milwaukie Light Rail Project.

56 FY2012 TIP 3. Build the Total Transit System 4 Priority 2: Expand high-capacity transit

TriMet’s second strategic TIP priority is to expand high-capacity transit. Generally, high-capacity transit is characterized by using larger vehicles and/or more frequent service to provide faster, more convenient and more reliable service for a larger number of passengers than a standard fixed-route bus line. When built in the right corridors, this allows TriMet to carry more passengers at a lower cost per ride, and to expand the Total Transit System in a way that is ready for future population growth in the region. Due to the higher ridership per vehicle of high-capacity transit, TriMet carries 42 percent of riders on high-capacity transit using only 29 percent of operating costs, yielding the lowest cost per boarding of all TriMet services. In short, due to the higher ridership of existing high-capacity transit, we are able to carry more riders for the same operating funds than if TriMet were to try to carry them all only on standard fixed-route bus. However, high-capacity transit is only a part of TriMet’s system. TriMet provides a full mix of services, including where possible a grid of bus lines connected with one or more high-capacity line(s) to allow the fullest possible range of trips and convenient transfers. All high- capacity lines are developed as part of the overall transit system, intended to integrate with bus and LIFT service. TriMet continues to pursue high-capacity transit projects due to the cost-efficiency, the development benefits, the ability to support the regional vision for growth, and the ability to carry large numbers of people with high reliability. In the near-term, however, TriMet has prioritized bringing back frequency to the high-productivity Frequent Service bus lines and existing MAX lines to policy levels (generally every 15 minutes or better throughout the day and on weekends). For the purposes of the TIP, high-capacity transit development activities fall into one of five areas: • Projects recently completed • Projects that are under construction • Projects that have entered into a formal project development process, such as the Federal Transit Administration’s New Starts, environmental and preliminary engineering processes • Projects that are under study as part of a regional multi- modal corridor study • Long-range planning as part of the Regional Transportation Plan or focused transit systems planning.

4. Priority 2: Expand high-capacity transit FY2012 TIP 57 After reviewing the characteristics of high-capacity transit and TriMet’s current high-capacity service, this chapter details high- capacity projects that are in progress as well as areas that are under study for future investment, as categorized above. Characteristics of high-capacity transit The Portland region is distinguished by making high-capacity transit investments that are more than just about moving people. These investments encourage land development in concert with the 2040 Growth Concept. High-capacity transit services interconnect Regional Centers, major regional Corridors and principle activity and transportation centers such as the Rose Quarter or the airport. High-capacity transit is the most effective means of serving the high- volume travel corridors within the region, especially those between 2040 Centers, by: • Operating at speeds and with a ride quality that make transit competitive with the automobile for many trip destinations • Providing reliable service by avoiding traffic congestion • Making the most cost-efficient use of vehicles and operators (i.e., carrying more people with the same resources) • Focusing higher density, mixed use, transit-oriented development within Centers and Station Areas by demonstrating a long-term commitment to quality transit service • Linking to Frequent Service and other bus lines that allow most trips to be made with a minimum of transfers. High-capacity transit can address a range of needs with a variety of modes, as illustrated in Figure 4.1. TriMet operates four light rail transit lines (Blue, Red, Yellow, and Green) which carry nearly 40 percent of total system ridership. A commuter rail line that shares track with a freight railroad joined the high-capacity network in February 2009.

Right of Way Treatment Regional >>>>>>>>>>>>>>>>>>>>> Local

Commuter Fully dedicated guideway Rail MAX Aerial Tram

Partially dedicated guideway / priority Streetcar treatment in mixed traffic Bus Rapid Transit

Priority treatment in mixed traffic Frequent Service

Other Regional Transit Speed/Reliability Transit Local Bus & Slowest >>>>>>>>> Fastest Slowest Mixed traffic Services Shuttle

Figure 4.1: High-Capacity Transit in the Portland Region—Mode Characteristics and Uses

58 FY2012 TIP 4. Priority 2: Expand high-capacity transit TriMet has proposed developing Bus Rapid Transit (BRT) in the future, as developed in other cities such as Los Angeles, Eugene and Vancouver, British Columbia, for selected corridors around Portland. BRT service generally has lower capital infrastructure investment requirements than rail because at least some sections may be in-street rather than requiring exclusive right-of-way. This forces operation in mixed traffic, but the flexibility and lower cost may be the best combination for a given corridor. On-street BRT can operate as a long-term service or may be suited as an interim step towards development of rail service. TriMet’s Frequent Service (see Chapter 5) includes many individual elements characteristic of Bus Rapid Transit (such as frequent service, low-floor buses, transit signal priority, more visible bus stops, and branded information about service and schedule), delivering some of the benefits of BRT-like treatments to 12 bus lines and carrying 58 percent of TriMet’s bus ridership. Streetcar in some applications can also function as high-capacity transit, though its ability to be integrated with neighborhoods and its use of smaller vehicles explains why it has first been used as a circulator and local access mode in Portland. This chapter nonetheless includes all streetcar projects because it can function as high-capacity transit. The City of Portland recently completed, with input from TriMet, a Streetcar System Concept Plan that envisions new lines in many locations around the City. It included a variant called “Rapid Streetcar,” operating in mostly-exclusive right-of-way that would operate more like high- capacity transit. Current high-capacity service MAX–TriMet Light Rail Following the opening of the MAX Green Line in September 2009, TriMet’s MAX Light Rail system now connects five of the seven Regional Centers in the TriMet district and the Portland Central City (WES Commuter Rail connects to a sixth Regional Center and Frequent Service bus to the seventh). September 2011 marks the 25th anniversary of MAX Light Rail service beginning in 1986 with the Blue Line. The Red Line/Airport MAX celebrated its 10th anniversary and 100 millionth ride in July 2011. As with Frequent Service bus lines, TriMet policy calls for MAX lines to operate at least every 15 minutes through most of the day and weekends. However, due to lack of funding, MAX service has been temporarily reduced. On weekdays all MAX lines shift to 17-minute headways in the evening, with late night service every 34 minutes. On weekends, all lines operate every 17.5 minutes through the day with early morning and later evening service every 35 minutes. TriMet is committed to bringing back frequency of high-productivity Frequent Service bus and MAX lines as soon as the funding is available. Following necessary service cuts to match available funding, MAX operations on weekdays are characterized by: • Blue Line average headways: 10-minute in AM and PM peak (two-hour) periods, 15-minute in midday, 30-minute early morning, 17-minute evening, and 34-minute late night

4. Priority 2: Expand high-capacity transit FY2012 TIP 59 • Green Line average headways: 15-minute much of the day, 30-minute early morning, 17-minute evening, and 34-minute late night • Red Line average headways: 15-minute most of the day, 30-minute early morning, 17-minute evening, and 34-minute late night • Yellow Line average headways: 15-minute most of the day, 30-minute early morning, 17-minute evening, and 34-minute late night • Average AM and PM peak (two-hour) period headways in segments with multiple lines: o Eastside—4.3 minutes (between Gateway TC and Rose Quarter TC) o Westside—6 minutes (between Beaverton TC and JELD-WEN Field) o Downtown Portland (Morrison/Yamhill)—6 minutes (between Library/Galleria and Rose Quarter TC) o Portland Mall (5th & 6th Avenues)–7.5 minutes (between PSU and Rose Quarter TC) WES–Westside Express Service, TriMet Commuter Rail The WES line between Beaverton and Wilsonville opened for revenue service in February 2009. This line avoids highway congestion within the heavily traveled Interstate 5 and Highway 217 corridor, connecting TriMet MAX Light Rail in Beaverton with Washington Square Regional Center, Tigard, Tualatin and Wilsonville. It also provides transfers to and from two MAX lines (Blue and Red) and 14 TriMet bus lines, and all Wilsonville SMART bus services, providing broad access to most of the Westside and Central City with just one transfer. The 14.7-mile line shares freight tracks with the Portland & Western Railroad. Four of the five stations offer Park & Ride, for a total of 699 spaces. Trains run every 30 minutes during weekday morning and afternoon rush periods. TriMet recently procured two refurbished rail cars originally built in the 1950s for use as back-up vehicles. They increase the reliability of service on occasions when the regular vehicles need to be taken out of service temporarily for maintenance. Portland Streetcar The Portland Streetcar began operating in 2001 between Northwest Portland and Portland State University. Several successive extensions have brought it into the South Waterfront and it now operates every 13-14 minutes, seven days a week. The vehicles are operated by TriMet operators and maintained by TriMet maintenance staff, but owned by the City of Portland. Management and development is led by a City-created non-profit called Portland Streetcar, Inc (PSI). TriMet has a seat on the PSI Board, partners with the City and PSI in system development, and has served as the conduit for federal grants for the current construction project. TriMet and the City of Portland have intergovernmental agreements that set out how the Streetcar operation is conducted and paid for. Portland Streetcar will expand

60 FY2012 TIP 4. Priority 2: Expand high-capacity transit to the Eastside in fall 2012, and a proposal is under review to expand Streetcar to Lake Oswego. TriMet, the City of Portland and PSI are discussing future management and decision-making for the long- term. The Portland Streetcar has proven to be an effective circulator mode of travel that integrates well with urban-scale development and functions as an effective complement to economic development. Economic analysis indicates that the presence of the streetcar attracts more people to the immediate vicinity, leading to development with more housing units than would otherwise be built. The effect of streetcar on travel behavior and reducing per capita vehicle miles of travel has led to the expression “The Trip Not Taken,” referring to trips that are made on foot, by bike and on transit rather than by automobile due to the nature of the streetcar and the neighborhoods that it encourages. Projects recently completed As summarized in Figure 4.2, two projects funded by grants from federal and state sources were recently completed as part of an effort to revitalize TriMet’s 25-year-old MAX Blue Line. Civic Drive MAX station TriMet worked with Metro and the City of Gresham to design and construct a new MAX station at Civic Drive, between the existing Ruby Junction/E. 197th and Gresham City Hall stations. The station and an adjacent public plaza serve as a focal point for the Civic Neighborhood, which is slated for more residential, commercial and retail development in a design that features quality of life Project Status amenities. Civic Drive MAX Station Station opened for service December 2010. The station, which opened December 2010, was originally Rockwood MAX Station Redesign Redesigned station opened in May 2011. planned for in the 1990s when this Figure 4.2: Projects Recently Completed section of track was expanded to double-track. However, the station was not constructed until sufficient development had occurred to signal likely realization of ridership targets and justify opening the station. Rockwood MAX station redesign project The Rockwood/E 188th MAX station on the Blue Line was rebuilt and improved during 2011. The Rockwood MAX Redesign Project is part of the City of Gresham’s vision for Rockwood in Motion, which includes city-managed projects to upgrade Stark and Burnside Streets, and to realign 188th/187th Ave. The project was funded by a Connect Oregon II grant, Gresham Redevelopment Commission funds, and regional MTIP Flexible Funds. The station includes new platforms, shelters, station amenities and artwork. The design focused on increasing safety and security for pedestrians at the stations by installing items such as extra CCTV cameras and Z-crossings at the pedestrian crossing locations.

4. Priority 2: Expand high-capacity transit FY2012 TIP 61 Project Status Projects under construction The Federal Transit Administration (FTA) approved the project’s entry into Final Figure 4.3 lists high-capacity Design in March 2011. This approval allows transit projects that are under the project to be developed from its current construction and their status. South Corridor Phase 2: 30 percent design to 100 percent design. Each project is described in Portland to Milwaukie Final Design is expected to continue for detail on the following pages. Light Rail Transit approximately one year. Willamette River Two projects are currently in Bridge construction began July 2011. A Full construction: Funding Grant Agreement with the FTA is Portland Streetcar Loop expected in FY2012. TriMet, in partnership with the Construction underway, with operations Portland Streetcar Loop City of Portland, sought and scheduled to commence September 2012. secured federal funding for the Portland Streetcar Loop. Figure 4.3: Projects Under Construction Portland Streetcar Inc. and the City of Portland are managing the construction of this line. Construction will be complete during 2012 and, at press time, the planned date for starting operations is September 21, 2012. As illustrated in Figure 4.4, the alignment will connect to the existing streetcar line, cross

NE Broadway the Broadway Bridge and terminate at the Oregon Museum of Science and Industry (OMSI). Future NE Weidler St

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E OMSI S Industry (OMSI) and the central eastside industrial area, densely populated southeast Portland 0 0.25 0.5 0.75 1 Mile neighborhoods and the city of Milwaukie, ending just south of Milwaukie at Park Avenue on McLoughlin Blvd (see Figure 4.5). Frequent Figure 4.4: Portland Streetcar Loop Project

62 FY2012 TIP 4. Priority 2: Expand high-capacity transit Service bus lines from the Clackamas and Oregon City Regional Centers will connect to the new MAX line. The alignment will be approximately 7.3 miles with 10 new stations and Park & Ride spaces at two locations. The line is projected to carry up to 25,500 rides on an average weekday in 2030. It will create up to 14,000 jobs and generate up to $573 million in personal earnings between now and the beginning of light rail service in late 2015. TriMet is currently in Final Design (essentially taking the design from about 30 percent complete to 100 percent complete and ready to construct) and is awaiting word from the Federal Transit Administration (FTA) on a Full Funding Grant Agreement (FFGA) and eventual construction. Because the Willamette River portion of the project has a long lead time and construction can occur in the water only during certain times of the year to protect fish habitat, bridge construction began July 1, 2011, on the Willamette River bridge that will carry MAX, buses, bicyclists, and pedestrians, and Streetcar. Figure 4.6 depicts the planned bridge design. Projects in formal development Figure 4.7 lists the current status of the two high- capacity transit projects that have entered into formal development, through processes such as FTA New Starts, environmental and/or preliminary engineering processes. Columbia River Crossing The Columbia River Crossing is a bridge, transit and highway improvement project in the I-5 corridor be- tween Portland and Clark County, Washington. The existing I-5 Columbia River bridges were constructed in Figure 4.5: Portland-Milwaukie 1917 and 1958. Currently, C-TRAN buses operate on the MAX Light Rail congested freeway, with some lines connecting to the Yellow Line MAX at the Delta Park/Vanport station while some other lines operate in congested traffic all the way to downtown Portland. The Oregon Department of Transportation and Washington State Department of Transportation have been leading the bi-state project on the I-5 corridor lifeline between Oregon and Washington. The project is currently in Preliminary Engineering (PE) under the FTA process. A Final Environmental Impact Statement (FEIS) was published September 23, 2011, documenting the benefits, costs and impacts of the full multi-modal project. More details are available at www. Figure 4.6: columbiarivercrossing.org. Willamette River Bridge Conceptual Design

4. Priority 2: Expand high-capacity transit FY2012 TIP 63 Project Status The light rail portion of the project will include five stations—one on The Locally Preferred Alternative was chosen in 2008. The Hayden Island and Columbia River project entered into Preliminary Engineering in December four in Vancouver, Crossing 2009. The Final Environmental Impact Statement was Washington (see Figure published September 23, 2011. 4.8). It will cross the Columbia River in the Draft Environmental Impact Statement published in lower level of the new Lake Oswego to December 2010. Streetcar recommended as Locally Preferred bridge—representing a Portland Transit Alternative mode by project Steering Committee in February cost savings and lesser 2011. Refinement work is underway. impact to the river than Figure 4.7: Projects in Formal DevelopmentProject Area Map if a separate bridge structure was required. Lake Oswego to Portland Transit The Highway 43 (Macadam) corridor contains important destinations and areas projected for future growth. For example: • The City of Lake Oswego has redeveloped its downtown with several notable transit- and pedestrian- oriented projects. The city plans to Vancouver develop the Foothills neighborhood as a vibrant mixed-use, pedestrian-friendly Clark College community served by streetcar. • The Johns Landing area is already an active employment and residential neighborhood with commercial establishments. The streetcar would support both existing and new development. • The South Waterfront District is WASHINGT growing rapidly with four 300-foot office and condominium towers built OREGON ON HAYDEN or under construction. Redevelopment ISLAND plans include 23 acres owned by OHSU. The OHSU campus is connected to

Highway Improvements its facilities on Marquam Hill by the Existing Highway and Bridge Portland Aerial Tram. Proposed Light Rail Alignment • The Portland State University campus Existing MAX Yellow Line is already on the streetcar line and is Proposed Park and Ride also expanding and contributing to Proposed Light Rail Stations redevelopment in the south end of downtown Portland. Highway 43, the major roadway serving these areas, is constrained by hillsides that limit widening opportunities. To improve mobility, meet growing transit demands and support Portland development plans, a Draft Environmental Impact Statement was published with options Figure 4.8: Columbia River Crossing Locally Preferred Alternative

Federal Transit Administration • Federal Highway Administration PRojeCT PARTNeRS City of Vancouver • City of Portland • SW Washington Regional Transportation Council • Metro • C-TRAN • TriMet 64 FY2012 TIP 4. Priority 2: Expand high-capacity transit including Streetcar, Enhanced Bus and No Build. In 1988 a consortium of local governments purchased the Jefferson "" Branch freight rail line between Highway 43 and the Willamette "" SOUTH

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A v Metro plays a lead role in defining the scope of regional e transportation and transit studies and alternatives to be considered for each corridor. Metro manages the framework for engaging the community in a discussion of the merits and impacts of each alternative. TriMet works with Metro to prioritize and implement S Riverwood Rd W S W Te r R w i v the expansion of high-capacity transit and to create future updates i er ll ig s e i r d B e

l D v of the Regional Transportation Plan consistent with those priorities. d r The region’s capacity to invest in the transit infrastructure is limited by both the local funding capacity to support the local share of the Lake Oswego Streetcar Proposed Stations project cost and the federal government’s ability to direct adequate Existing Streetcar funding to this region. Bus Routes Portland Aerial Tram Briarwood Rd Southwest Corridor t

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4 The Southwest Corridor is generally understood to stretch from B Ave A Ave downtown Portland to the southwest quadrant of the region, LAKE encompassing portions of the cities of Portland, Tigard, Tualatin, OSWEGO ± 0 0.25 0.5 0.75 1 King City and Sherwood with connections to Beaverton, Lake Oswego, Mile Hillsboro and the rest of the Westside. Metro Council approved this Corridor as the focus for both a Corridor Refinement that plans for all Figure 4.9: Lake Oswego to modes and a high-capacity transit planning process. Portland Transit Currently, TriMet, Metro, the cities, Oregon Department of Transportation and Washington County, with input from residents and business and neighborhood associations, are beginning to plan for this complex and congested corridor. The first stage is for the jurisdictions to further define their own aspirations and land use and development plans. Transportation options, including high- capacity transit, will be studied in concert with these land use and development efforts, but the transportation decisions will come after and will be guided by land use and development policy decisions. This process will take several years to work through, and no decisions on high-capacity transit in the corridor could be made until the 2013- 2015 timeframe at the earliest (visit www.oregonmetro.gov/index. cfm/go/by.web/id=35309 for the latest information).

4. Priority 2: Expand high-capacity transit FY2012 TIP 65 Bus Rapid Transit Bus Rapid Transit (BRT) covers a range of bus improvements that allow buses to operate faster, more efficiently, with more passengers and/ or provide more attractive service. As mentioned above, TriMet’s 12 Frequent Service bus lines have elements of BRT (such as frequent service, low-floor buses, transit signal priority, more visible bus stops). BRT, though, is generally thought of as focused on a smaller number of lines, and with a bus and route identity that sets it farther apart from other bus lines in terms of vehicles, stop design, and customer information. As noted above, BRT in separate guideway is included as a potential mode in the High Capacity Transit System Plan. It is likely that BRT will be at least one of the alternatives considered for the Southwest Corridor, for example. On-Street BRT is in the less expensive end of the range for BRT and generally includes distinctive buses, stops, and shelters, targeted transit priority treatments, and less frequent stops leading to faster travel times. On-Street BRT generally travels in mixed traffic, and so requires little to no dedicated right-of-way and limited locations where stops or transit priority treatments are required. TriMet included two On-Street BRT lines in the Regional Transportation Plan for 2035: • A corridor from downtown Portland to Gresham, generally following Powell Blvd from downtown to around SE 82nd or I-205 and Division St east of SE 82nd or I-205 • A corridor generally following I-205 between Clackamas Town Center possibly stretching as far as Beaverton, with service to Oregon City, Tualatin and Tigard. AmberGlen-Tanasbourne The City of Hillsboro’s AmberGlen-Tanasbourne area is the first new designated Regional Center since the original adoption of the 2040 Concept. With a strong technology sector and continuing investments by employers like Intel and the new Kaiser Permanente Westside Hospital, Hillsboro is experiencing substantial growth and has a strong vision for creating a vibrant, active mixed-use center at AmberGlen that includes a Quatama Station transit-oriented node, jobs, urban housing, shopping, and public amenities. Near, but not directly on the existing MAX line, the Regional Center is envisioned to be served by a future transit investment such as a light rail extension or streetcar line. Pursuant to an intergovernmental agreement, TriMet is currently providing conceptual design assistance to the City of Hillsboro that will inform that investment. As Hillsboro pursues its development goals, TriMet expects to work with the City in the future to identify opportunities for planning, design, funding, and construction of appropriate transit infrastructure to support Hillsboro’s aggressive development goals for a vibrant, walkable and highly active Regional Center. Other corridors Due to its success in providing new access to communities and helping to focus development activity in Centers, many jurisdictions

66 FY2012 TIP 4. Priority 2: Expand high-capacity transit around the region have strong interest in future light rail or other high-capacity transit projects. TriMet is assisting these jurisdictions in understanding future potential development of high-capacity transit, including light rail, and is working with local jurisdictions to ensure that future projects are considered in a way that will maximize regional consensus, cost-effectiveness, support for regional growth policies, while supporting local aspirations for growth of walkable, transit- friendly, equitable, affordable and sustainable communities. Corridors and jurisdictions where there is expressed interest in high-capacity transit include, but are not necessarily limited to, the following (in alphabetical order): • Forest Grove • Gresham • Oregon City Long-range planning as part of RTP or focused transit systems planning There are several complementary efforts to plan for the expansion of the regional rail and high-capacity transit system. These studies have other agency leads, with extensive TriMet engagement. Each study also has a public involvement component. Regional Transportation Plan Update and High Capacity Transit System Plan The Regional Transportation Plan (RTP) is a long-range blueprint for the transportation system serving the Portland metropolitan region. The plan deals with how best to move people and goods in and through the region. As the federally designated Metropolitan Planning Organization (MPO), Metro is responsible for updating the plan every four years in coordination with the implementing agencies and jurisdictions that own and operate the transportation system in the region. The current update, which extended the planning horizon to the year 2035, was adopted by JPACT and the Metro Council in June 2010 (more information on the 2035 RTP update is available at www.oregonmetro.gov/index.cfm/go/by.web/id=25038). The RTP includes policies and identifies high-capacity transit projects including light rail transit, commuter rail, Bus Rapid Transit, rapid streetcar, and also identifies corridors where the specific mode remains unidentified. A separate but integrated effort also led by Metro, the High Capacity Transit System Plan informs the 2035 RTP update in three primary ways: • It identifies near-term high-capacity transit investment priorities for the region • It provides a policy framework to evaluate potential high- capacity transit corridors every four years, in coordination with RTP updates • It identifies actions local jurisdictions can take to improve the viability of a high-capacity transit investment in their locality in future years.

4. Priority 2: Expand high-capacity transit FY2012 TIP 67 Additionally, the High Capacity Transit System Plan includes technical cost and ridership information, definition of transit markets to be served, land use analysis, financial feasibility analysis, and public and jurisdictional involvement processes. The Plan identifies corridors in different “tiers”, reflecting their suitability for near-term start of planning and conceptual design for potential high-capacity transit. WES Commuter Rail WES commuter rail, described above in the Current high-capacity service section, has also been the subject of interest for potential extensions or increases in service. For example, it has been discussed as a potential start on a commuter rail link to Salem. The WES line was the result of a process started by Washington County, and completed as a partnership between TriMet, Wilsonville and the other jurisdictions it serves. WES already extends beyond TriMet’s service district, so any future extensions must be the result of efforts by the Oregon Department of Transportation or another agency with jurisdiction beyond the Portland region. Any future improvements must allow critical freight operations to continue. City of Portland Streetcar System Concept Plan The City of Portland has been successful in both expanding the reach of the Portland Streetcar and in realizing community revitalization objectives along the streetcar line. Adopted by Portland City Council in September 2009, the Streetcar System Concept Plan (SSCP) is a 20- to 50-year, long-range planning study that identified transit corridors in the City of Portland with the highest potential for more detailed analysis in the future. The Portland Bureau of Transportation and the Bureau of Planning and Sustainability, coordinating with Metro, TriMet and other City bureaus, will use this study to look at how transit infrastructure investments can work with pedestrian- oriented, mixed-use development projects to create more walkable and sustainable neighborhoods (see www.portlandonline.com/ Trasportation/index.cfm?c=46134 for the latest updates). TriMet involvement in any future lines will be informed by TriMet’s need to restore Frequent Service as a first priority. Clark County High Capacity Transit System Plan The Southwest Washington Regional Transportation Council (RTC) recently completed a High Capacity Transit System Plan. The plan assumes the completion of the Columbia River Crossing and then includes Bus Rapid Transit (BRT) along the Highway 99, Fourth Plain and Mill Plain corridors, as well as significant bus improvements in the I-205 corridor (for more information, see www.rtc.wa.gov/htc/). C-TRAN is beginning planning and design for the Fourth Plain BRT project (see www.c-tran.com for the latest on this project). Vision for High-Speed Rail in America In April 2009, the Federal Railroad Administration released a Vision for High-Speed Rail in America. The vision proposes investing in a nationwide high-speed passenger rail network, with stations located every 100 to 600 miles and speeds ranging between 90 and 150 miles

68 FY2012 TIP 4. Priority 2: Expand high-capacity transit per hour. Portland is part of the Cascadia High Speed Rail Corridor, stretching from Eugene, OR to Vancouver B.C., one of ten high-speed rail corridors identified by the U.S. Department of Transportation. As this concept moves forward, TriMet’s role will be to ensure the regional public transit system integrates well with any proposed high- speed rail facility. The Oregon Department of Transportation is also focusing on developing a plan for incremental improvements that could lead to high-speed rail in Oregon (see www.oregon.gov/ODOT/rail for updates).

4. Priority 2: Expand high-capacity transit FY2012 TIP 69 5 Priority 3: Expand Frequent Service

This chapter defines Frequent Service and presents the current status, past development and future plans for Frequent Service bus lines, pending the availability of operating resources. Frequent Service TriMet currently provides Frequent Service on 12 bus lines. TriMet’s MAX and Frequent Service bus lines are intended to provide service every 15 minutes or better from the early morning to late in the evening, seven days a week, with more frequency if needed to respond to passenger demand during peak periods. TriMet firmly maintains its commitment to operating Frequent Service lines seven days a week, throughout the day. However, due to current budget restrictions, Frequent Service lines are not providing 15-minute service throughout the day, but instead are operating every 17-20 minutes in non-rush hours and on weekends (see the Service quality section of Chapter 3 for more detail on the specific lines). MAX service frequency has also been reduced early morning, evening, and on weekends. This is expected to be a temporary condition, and TriMet’s first priority for new operating resources as the economy recovers is to reinvest in these Frequent Service lines to operate every 15 minutes or better during the day, seven days a week. Current financial projections show several years before headways could be substantially improved (see Service restoration section of Chapter 3 for more detail). Frequent Service bus is an important focus for TriMet and its jurisdictional partners invested in building the Total Transit System. Its elements include additional service, reliability improvements, distinctive branding, improved passenger facilities at bus stops, enhanced pedestrian access and modern low-floor buses. TriMet has found that adding frequency and amenities to existing lines is more effective in attracting riders than offering new, less frequent lines, especially when existing lines are part of a coordinated network of frequent bus and rail services. Reflecting this experience, all of the net bus system ridership increases since FY1999 have occurred on Frequent Service due to its efficiency and effectiveness. TriMet’s Long-Term Commitment to Frequent Service TriMet is committed to providing the Frequent Service corridors shown in Figure 5.1 with Frequent Service seven days a week

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70 FY2012 TIP 5. Priority 3: Expand Frequent Service permanently. TriMet makes this commitment so that residents, businesses, developers and The 12 Frequent Service bus lines local jurisdictions as well as regional decision- carry 58 percent of all TriMet bus makers can count on the long-term presence of boardings and represent 36 percent Frequent Service. Because this service is the most of total TriMet fixed-route boardings, convenient, most reliable and most cost-effective including MAX. TriMet defines per rider, future development should be focused Frequent Service as 15 minute headways or better along these lines. Similarly, future Frequent throughout the day, seven days a week. Note that Service expansions should occur in and between temporary budget restrictions have changed this to areas where the regional and local plans call for 17- to 20-minute headways in non-rush hours and on significant new growth in housing, employment, weekends, but TriMet remains committed to providing retail, and services. Later in this chapter, the these lines with the most frequent service seven days a future priorities for Frequent Service expansion week. are defined and the analyses that led to these On Frequent Service, riders can use the service without conclusions are presented. being tied to a schedule. If TriMet customers walk The region considers MAX station areas out their door at any time they know their average important places to focus development. In wait will be 7-8 minutes, and the maximum no more addition, TriMet expects local and regional than about 15 minutes for most of the day, seven decision makers to take Frequent Service days a week. With TransitTracker by phone, text, web, corridors into account when making land use and mobile smart phone providing real-time arrival and transportation decisions in both the near- information, the wait should be highly predictable, and long-term. The implications of this linkage which makes the overall trip more attractive. include: TriMet’s commitment to Frequent Service has • Frequent Service corridors provide highly led to consistent ridership gains. Together with a promising areas for mixed-use, commercial network approach to providing service and the and residential development. region’s commitment to coordinating land use and transportation, TriMet now has an extremely • New and/or expanded public service successful transit system, with very high ridership, locations should be located along Frequent ridership per capita and productivity (ridership per Service corridors. This includes, but is not hour of transit service provided) compared to our limited to, public schools, civic buildings, peers. libraries, community centers, senior centers, health clinics and any other government With past expansions of Frequent Service, TriMet services that expect significant use by the has seen an increase in ridership, an increase in public. productivity and an increase in people who make their mobility choices around the access that transit • Private development should be encouraged provides. While most TriMet riders also have one or along Frequent Service corridors. The highest more cars in their household, a growing trend is for numbers of residents and employees, residents in areas with Frequent Service to decrease greatest mix of uses and broadest range of the number of cars per household or avoid owning a uses should occur along these corridors. car at all. Coupled with bicycle access, high walkability • 2040 land use types that have Frequent and car-sharing for that occasional out-of-region or Service are more likely to develop in keeping bulk purchase trip, many people could comfortably with regional and local visions. live along a Frequent Service line without a car. • Active transportation improvements Frequent Service allows TriMet customers to make trips should be focused on making connections throughout the day and evening and on weekends, to Frequent Service corridors. One role with confidence that there will be a bus to get them of transit is to serve as an extension of home. The greater the range of service provided, the walking or biking. Investments in sidewalks larger percentage of trips that can be taken on transit. encourage walking and enhance access to Coupled with high-quality customer information and transit. Active transportation investments an expanding network of accessible bus stops, this for walking, biking and transit have makes Frequent Service useful to a growing number of synergistic effects leading to greater potential riders, contributing to the productivity (and

5. Priority 3: Expand Frequent Service FY2012 TIP 71 effectiveness when combined than when done separately. • Private services provided by both non-profit and for-profit entities should be encouraged to locate along Frequent Service lines and discouraged from locating on very infrequent transit or away from transit. Medical facilities, retirement homes, and similar institutions often have above- average need for transit access and would need to rely on higher cost LIFT-type services if not efficiently placed along Frequent Service corridors. TriMet will work with local jurisdictions in their Transportation System Plan updates and other planning efforts to better integrate TriMet’s commitment to Frequent Service with local decisionmaking about land use regulations, transportation infrastructure and local decisions. Characteristics of successful Frequent Service In general, successful Frequent Service transit must attract additional riders with accessible and desirable service connecting geographically important locations. Successfully achieving this differentiated service depends in turn upon the following elements: • Increased frequency and span of service • Improved access and amenities • Targeted marketing and information • Transit-supportive development patterns. Increased frequency and span of service On weekdays, the desired span of 15-minute service would begin no later than 6 a.m. and continue until 10:30 p.m. On weekends, 15-minute service would begin by 8 a.m. and continue until 10:30 p.m. Longer-term improvements would aim for service at least every 10-12 minutes. While service on these lines before 6 a.m. and after 10:30 p.m. may not be as frequent as every 15 minutes, service on many of these routes during the peaks can be as frequent as every three to five minutes. These guidelines for the span of Frequent Service are based on an hour-by-hour ridership productivity analysis (boarding rides per vehicle hour) for weekdays, Saturdays and Sundays on existing Frequent Service lines and MAX. The morning start of Frequent Service accommodates the early rush hour commute. Evening productivity remains strong (that is, above the bus system average) until after 10 p.m. The 10:30 p.m. end time for Frequent Service corresponds to end times for evening activities, based on a survey of evening college classes, movie theaters, shopping and event centers. Frequent Service expansion in the past has been funded largely through reallocation of resources from low-performing routes to Frequent Service routes with higher ridership. This approach enabled

72 FY2012 TIP 5. Priority 3: Expand Frequent Service increases in ridership without net additional investment in service, allowing other investments to be made in for capital expenditures such as sidewalk improvements and bus shelters. Going forward, opportunities for reallocation will be limited, as low-performing services have largely been addressed through service modifications and reductions. Improved access and amenities As part of the Total Transit System (see Chapter 3), the on-street experience at stops is often cited by transit users as being at least as important as the onboard experience. To ensure customer safety, convenience and comfort, high-quality, safe sidewalks and signalized crosswalks are essential for riders to get to and from transit service. Because it has no jurisdiction over these elements, TriMet works with local governments to make a variety of capital improvements whenever a line is upgraded to Frequent Service. Improvements have included operational upgrades (such as bus stop re-spacing and curb extensions), accessibility upgrades (such as ADA-compliant bus stop landings and curb ramps), and amenity upgrades (such as new shelters, bus stop signs and poles, and information displays). Targeted marketing and information Another key component of successful Frequent Service is ensuring that customers are aware of the benefits that service offers and are motivated to seek it out. To this end, TriMet seeks to increase customer awareness and ridership on Frequent Service lines by promoting a combination of elements, including: • New low-floor buses with new identity graphics and Frequent Service icons • New bus stop signs, highlighting Frequent Service • Frequent Service campaign ads on buses, benches and bus shelters • Frequent Service brochures • Promotion on trimet.org • Frequent Service identification on customer information that enables riders to quickly discern Frequent Service from other lines, including: o Schedules and timetables o System map o Bus shelter information displays. This program seeks to make it easy for customers looking at a bus, map, schedule or bus-stop sign to recognize at a glance which bus lines run frequently. TriMet has also prioritized the installation of on-street customer information displays along Frequent Service routes. These prominently feature the Stop ID to facilitate use of TransitTracker by phone (see Chapter 3).

5. Priority 3: Expand Frequent Service FY2012 TIP 73 Transit-supportive development patterns Successful Frequent Service builds upon TriMet’s strong geographic coverage: More than 70 percent of people in the district live within ¼-mile of transit service and nearly 90 percent live within ½-mile. This reflects the region’s history of integrating land use and transportation planning in a way that supports transit (see Introduction). Frequent Service serves Main Streets and connects 2040 Regional and Town Centers with each other and with the Central City. Frequent Service is thus a key way to meet Regional Transportation Plan mode share targets in Centers and along Main Streets. In addition to connecting Centers, Frequent Service can also support substantial improvements in local ridership. For example, Frequent Service Line 33-McLoughlin Boulevard provides substantial local access within Milwaukie and Oregon City. More riders use Line 33 for local travel within Clackamas County than use it for trips into Portland, with less than a quarter of the line’s ridership being to or from Portland. There is substantial local trip-making on Frequent Service throughout the system. Other examples of local ridership benefits include Line 57-TV Highway in Forest Grove and Cornelius and Line 12-Barbur in Tigard and Sherwood. Frequent Service development In 1998 four lines had frequent service available each day of the week, representing about 39 miles of bus lines in the region. Today the Frequent Service network comprises 12 bus lines and is 150 miles long. Its weekly share of bus ridership is 58 percent, while representing only 48 percent of bus service vehicle hours. This reflects the higher productivity (boarding rides per vehicle hour or BR/VH) Frequent Service Productivity of Frequent Service (40 BR/VH for FY2011) compared with standard 70 Frequent Service share bus service (27 BR/VH). The growth 60 of all bus ridership (%) of Frequent Service provision and 50 Frequent Service share ridership is illustrated in Figure 5.2. of all bus service (%) 40 TriMet Express Service can complement Frequent Service 30 Percent during rush hours. For example, 20 Express Service on Line 10 99-McLoughlin during rush hours complements the Frequent 0 Service on Line 33-McLoughlin. Line 94-Sherwood/Pacific

FY2001 FY2002 FY2003 FY2004 FY2005 FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 Highway Express runs about every 10 minutes from Portland Figure 5.2: Frequent Service through Town Centers including West Portland, Tigard, King City Productivity and Sherwood. As peak demand grows on other regional Frequent Service lines (such as 4-Division or 57-TV Hwy), complementary Express Service may be considered on those lines or they may become candidates for future Bus Rapid Transit lines.

74 FY2012 TIP 5. Priority 3: Expand Frequent Service Case study: Line 57-TV Highway/Forest Grove Line 57-TV Highway/Forest Grove is a high-density, suburb-to- suburb radial corridor linking the 2040 Town Center of Forest Grove with the regional Centers of Hillsboro and Beaverton, primarily along Tualatin Valley (TV) Highway. It connects with Westside MAX at Beaverton Transit Center and Hillsboro Central/ SE 3rd Ave Transit Center. The route is illustrated in Figure 5.3. TriMet upgraded this popular line to Frequent Service in 2004. The agency also began using low-floor, air-conditioned buses on the route and installed 23 new shelters with schedules and maps available at every stop. Line 57 ranks ninth among all bus lines with nearly 50,000 boarding rides per week. Ridership on the Line has increased by more than 33 percent since it was improved to Frequent Service. Consistent with the goal of building the Total Transit System, TriMet worked with ODOT, Washington County Figure 5.3: Line 57-TV Highway/Forest Grove citizens and local jurisdictions to improve pedestrian access and customer amenities along the corridor. The TV Highway Pedestrian Access Work Group evaluated 43 highway crossings and 13 bus stops as poor or very poor in their safety or accessibility. The group’s recommended actions helped secure capital grant funds totaling $400,000 to upgrade 17 locations (see Figure 5.4) along the TV Highway corridor from Beaverton to Forest Grove. This effort has improved pedestrian connections by fixing incomplete or damaged sidewalks, adding new sidewalk sections and installing nine new bus shelters. The improvements were completed in 2009 and make it safer and more convenient for bus riders and pedestrians to travel along TV Highway. The success of Frequent Service on Line 57 underscores the importance of many of the characteristics of successful Frequent Service outlined above, including targeted marketing and improved pedestrian access and stop amenities.

5. Priority 3: Expand Frequent Service FY2012 TIP 75 Site Approximate Intersection Location Location Improvement 1 TV Highway at SW Murray Blvd, W Beaverton Sidewalk 2 TV Highway at SW 178th, E Washington Co. Shelter pad 3 185th at TV Highway, N Washington Co. Sidewalk and shelter pad 4 TV Highway at SW 209th, E Washington Co. Sidewalk and shelter pad 5 TV Highway at SE 44th, E Hillsboro Sidewalk and shelter pad 6 TV Highway at Sunset Esplanade, E Hillsboro Sidewalk and shelter pad 7 TV Highway at Minter Bridge, E Hillsboro Sidewalk and shelter pad 8 SE Oak at NE 9th Ave, E Hillsboro Sidewalk 9 SW Baseline at SE 3rd, W Hillsboro Sidewalk 10 SW Baseline at SE 2nd, W Hillsboro Sidewalk 11 SW Baseline at Adams, W (NE) Hillsboro Shelter pad 12 SW Baseline at Adams, W (SW) Hillsboro Sidewalk 13a SE Oak at Winco, E Hillsboro Sidewalk and shelter pad 13b SE Oak at Winco to Armco, E Hillsboro Sidewalk and shelter pad 14 Pacific Ave at Trailer Park, W Forest Grove Sidewalk 15 19th Ave at Cedar St, E Forest Grove Shelter pad 16 19th Ave at Ash St, E Forest Grove Sidewalk 17 19th Ave at A St., E Forest Grove Sidewalk

Figure 5.4: TV Highway Corridor Pedestrian Improvements Frequent Service expansion Once existing Frequent Service lines have been restored to a basic level of 15-minute or better service seven days a week, TriMet will work toward expanding the number of bus lines that are included in Frequent Service and extending service on current lines. Seven criteria determined priorities for the Frequent Service line expansions and extensions. These criteria were developed in consultation with a technical advisory committee composed of representatives from each local jurisdiction that would receive new Frequent Service. Figure 5.5 presents each criterion and its weight corresponding to its relative importance. The criteria are described more fully in the Frequent Service Criteria appendix. Jurisdictions wishing to attract Frequent Service are encouraged to review these criteria closely to inform their actions. Notably, two of the top three criteria are largely under the control of local jurisdictions. Improved sidewalks with safe, signalized crossings and other infrastructure that make walking to and from transit safe and attractive can improve the performance of a line compared to others when assessing future Frequent Service expansion. Similarly, locating social and medical services near existing transit service can make an upgrade to Frequent Service more likely. Currently, TriMet runs a number of bus lines that are close to Frequent Service standards, but are not considered Frequent Service because TriMet cannot yet commit additional resources to these lines. Over time, as service

76 FY2012 TIP 5. Priority 3: Expand Frequent Service Criterion Description Weight

Projected short-term ridership productivity, Ridership productivity 40 population/employment density, major attractions

Sidewalk coverage, signalized crosswalks, planned Transit/pedestrian friendly streets 20 improvement

Density of transit-dependent Areas with high proportion of low-income residents, 10 population and activities seniors and/or persons with disabilities

RTP Designation Frequent or rapid bus designation in RTP 10

Relationship to major Connection to existing or proposed high-capacity 10 transportation developments transit

Land use connectivity Number of 2040 Centers served 10

Transportation demand Number of ECO compliant companies 5 management

Total possible score 105

Figure 5.5: Frequent Service Weighting Criteria on these lines is improved, they may become future candidates for Frequent Service. The three Tiers of priorities for expansion of Frequent Service shown in Figure 5.6 were established in the past decade using the criteria in Figure 5.5. When the TriMet budget offers the opportunity for expansion of Frequent Service, TriMet will use these criteria to review the rankings. TriMet will consider projected ridership and other conditions described in the criteria, in conjunction with the agency’s financial condition, to recommend specific Frequent Service changes for the following year within each future annual update of the TIP. It is possible that changes in the meantime could alter the order of priority for expansion. For example, the following actions by local jurisdictions and private developers could increase the ratings of any given line: • New or significantly increased densities at major ridership attractors such as mixed-use centers, office employment centers, educational institutions, multi-family housing and medical facilities • Significant improvements in sidewalk connectivity, safety and comfort of pedestrian and bicycle connections, safety-motivated traffic speed reduction to 35 miles per hour or below, and increased and/or enhanced pedestrian crossings of arterials • Population growth, especially if the growth includes a high proportion of low-income people, seniors and/or persons with disabilities • Introduction or improvement in bus priority treatments, such as signal priority, bus queue jumps and curb extensions for bus stops

5. Priority 3: Expand Frequent Service FY2012 TIP 77 • Commitments to placing any new or expanded public facilities on Frequent Service bus lines. For additional guidance on how local jurisdictions can scope and implement their TSP workplans in ways that may help their communities rate more highly for future Frequent Service, see the Recommendations for Transportation System Plans appendix.

Weekly Vehicle Peak Bus Type Line From To Hour Increase Increase

Tier 1 priority

New 76-Beaverton/Tualatin Beaverton TC Tualatin 390 3

New 31-King Rd Milwaukie TC Clackamas TC 240 2 Span 4-Division/Fessenden Portland Mall Gresham TC 50 0 Span 8-Jackson Park/NE 15th Portland Mall Marquam Hill 25 0 Span 15-Belmont Portland Mall 92nd Ave 75 0 Total 860 5 Tier 2 priority 54-Beaverton-Hillsdale Extension Beaverton TC Scholls Ferry Rd 225 2 Hwy Clackamas Extension 33-McLoughlin Oregon City TC Community 260 2 College

New 35-Macadam/Greeley Oregon City TC Portland Mall 605 0

Extension 31-King Rd Clackamas TC 152nd 125 1

Span 12-Barbur/Sandy Blvd Portland Mall Durham Rd 60 0 Span 12-Barbur/Sandy Blvd Portland Mall Parkrose TC 40 0 Span 33-McLoughlin Portland Mall Oregon City 160 0 Total 1,475 5 Tier 3 priority Extension 12-Barbur/Sandy Blvd Durham Rd Sherwood 140 2 79-Clackamas/Oregon New Clackamas TC Oregon City TC 305 3 City New 87-Airport Way/181st NE Sandy Blvd SE Powell Blvd 380 2 Total 825 7 Figure 5.6: Frequent Service Expansion

78 FY2012 TIP 5. Priority 3: Expand Frequent Service 6 Priority 4: Improve local service

TriMet’s local transit service helps meet communities’ mobility needs. Local transit service provides mobility between nearby destinations and connects riders to regional Frequent Service bus and/or the region’s high-capacity transit system, and provides a means of transportation for transit-dependent populations. This chapter covers both those bus lines that are local “feeders” to high-capacity transit and Frequent Service lines, as well as longer lines that are still not part of the Frequent Service network. Of course, all TriMet lines provide local service. MAX, for example, provides local circulation within Portland Central City and in Hillsboro, Beaverton and Gresham Regional Centers. Frequent Service lines, such as Line 33-McLoughlin, provide local access within Milwaukie and Oregon City. More riders use Line 33 for local travel within Clackamas County than use it for trips into Portland, with less than a quarter of the line’s ridership being to or from Portland. TriMet often receives service modification requests from local jurisdictions and individuals. Requests include routes and/or route extensions to areas that are not within walking distance of present routes, establishment of Park & Ride lots to provide access to bus or rail lines, bus stop improvements and/or marketing programs to promote local transit service. This chapter presents an overview of the characteristics of successful local service and factors that influence service performance and productivity. It then reviews recently made improvements and describes potential future improvements, pending availability of operating funds. Characteristics of successful local service Figure 6.1 summarizes the characteristics and qualities that make transit work well or not work well. TriMet does not have control over many of them, but they are all highly important to successful transit. Success of any transit line, especially less frequent local service, is determined by the answers to such questions as: Do lots of people live, work and/or shop near the line? Are sidewalks and safe street crossings available to get to the stops? Is parking managed? Transit-supportive development patterns The character and design of buildings, streets and sidewalks play a major role in determining the success of any transit line. Transit- supportive development patterns include: • Development that allows many people to live, work, shop and recreate within walking distance of the transit line

6. Priority 4: Improve local service FY2012 TIP 79 Element Works Doesn’t Work

Density • High • Low • Small Blocks • Long, winding streets Street Layout • Grid System • Dead-end roads, cul de sacs

Mix of Uses • Mixed (commercial, residential, office) • Single (e.g., all residential)

• Wide sidewalks • Narrow sidewalks • Low-volume streets, slow traffic speeds • High-volume streets, fast-moving traffic Pedestrian • Good lighting • Poor lighting Environment • Street amenities (benches, tree canopy) • No street amenities • Well-marked intersections • No intersection markings • Signalized crossings • Long pedestrian wait times

• Buildings front the street • Building setback from street Site Design • Entrances near the sidewalk • Surrounded by surface parking • Limited • Abundant Parking • Fee-based parking • Free Figure 6.1: What Makes Fixed-Route Transit Work

• A mix of uses, along with a balance of jobs and housing, that creates a place where people are making trips for lots of different reasons and activity occurs at least 18 hours a day • Streets that are safe and comfortable to walk and cross and buildings that encourage pedestrian movement • Streets that can accommodate 40-foot buses • Safe, direct and convenient pedestrian and bicycle access, within communities and to transit stops • Street connectivity with good pedestrian and bike paths to extend the effective coverage of bus and rail service • Limited and/or managed auto parking. To help achieve these transit-supportive land uses throughout the region, TriMet participates in a variety of local planning processes, including community plans, transportation system plans, the Regional Transportation Plan and urban renewal committees. TriMet is also a resource for jurisdictions in their review of land use actions for proposed development to encourage transit-supportive design, parking, and street and pedestrian connectivity. TriMet works with local staff to review a jurisdiction’s transit needs. Transit needs are evaluated based on an area’s past and current ridership levels, observed development trends and transit- supportiveness. Based on these factors, TriMet determines if

80 FY2012 TIP 6. Priority 4: Improve local service service changes, capital projects and/or marketing programs are appropriate and identifies the funding needed to implement the improvements. Dependent on funding availability and the number and urgency of other service needs, improvements may or may not be implemented. If adjustments or investments are not recommended, TriMet will recommend ways the local jurisdiction can create a more transit-supportive environment to warrant future transit improvements. For additional guidance on how local jurisdictions can scope and implement their TSP workplans in ways that may help their communities become more transit-supportive, see the Recommendations for Transportation System Plans appendix. Ridership productivity Areas with very few people or jobs within walking distance of the line, abundant free parking, and/or with difficult access to transit stops generate fewer riders than areas with transit-supportive development. When fewer people ride, it costs more per ride to provide transit service than it does in transit-supportive areas. TriMet must weigh heavily the likely productivity of any proposed service in deciding whether to provide that service. TriMet’s bus services averaged 33 boarding rides per vehicle hour at average cost of $2.86 per boarding ride in FY2011. Under current conditions, any investments in service improvement or expansion must be likely to carry 15 or more boarding rides per vehicle hour to be considered. TriMet works closely with local jurisdiction staff, riders, and community groups in seeking improved ridership and best use of resources. Quality transit service and facilities The frequency of service and quality of transit facilities also determines the success of a transit line. Frequent, all-day service with convenient and comfortable facilities attracts the most riders. Frequency is especially important for attracting riders who take short, local trips because the time riders spend waiting for a bus to take a short trip is a proportionately larger share of the total travel time than it is for longer trips (that is, a ten-minute wait for a five- minute ride is less attractive than the same wait for a 60-minute ride). Frequent, all-day service also attracts local riders who may wish to take more spur-of-the-moment trips than those who take longer, regional trips. Even for transit-dependent riders, frequency is important because, in a low-frequency environment, these riders may not be able to make the trip at all or it may hinder their ability to do important things, such as arriving to work on time. Many existing lines operate with headways of 30 to 60 minutes. Many of these lines have demonstrated ridership demand, but budget limitations have forced TriMet to cut or defer increases in frequency that might otherwise attract more riders. One possible focus for future improvements will be to increasing frequency and span of service on such lines. In addition, convenient and comfortable transit- related facilities are needed to make transit accessible and attractive (see Chapter 3). This includes safe and accessible pedestrian facilities to and from bus stops.

6. Priority 4: Improve local service FY2012 TIP 81 Both development and service are essential for highly successful service Both frequency and transit-supportive urban design and land use are needed for the most successful service. Frequency alone will not generate enough demand to allow for cost-effective service. No matter how frequent a service is, if not many people can walk to it, the ridership will be low and the service will not be cost-effective compared to other needs in the same community and elsewhere in the region. It is the combination of transit-supportive development, good sidewalks, safe crossings, and frequent and attractive service that attracts many riders and results in cost-effective and productive transit service. MTIP Regional Flexible Funds improvements High-quality transit-related facilities make transit accessible and attractive, helping to increase ridership demand and make local service successful. Recognizing this, TriMet and its jurisdictional partners throughout the region have made enhancing transit facilities a priority through the distribution of regional Metropolitan Transportation Improvement Program (MTIP) Regional Flexible Funds under the On-Street Transit Facilities Development program (see Chapter 3). Figure 6.2 shows the improvements on a geographic basis. More detailed information about the type and location of these improvements is provided in the On-Street facilities improvement appendix. As this document was going to press, Metro was leading a new approach to Regional Flexible Funds for the FY2014-2015 cycle. This approach focuses on a relatively smaller number of projects, many of which include transit and transit-access improvements as part of their scope. For more information and updates, see http://www.oregonmetro.gov/index.cfm/go/by.web/id=19681. Local service changes related to capital projects Eastside Streetcar Starting in September 2012, Portland Streetcar will begin operating in Portland’s Central Eastside (generally along Broadway-Weidler and MLK Blvd-Grand Ave, terminating at OMSI). The Line 6-MLK Blvd currently serves much of this alignment, so TriMet will be considering options for the Line 6 during 2011 and early 2012. Three options are being explored: • No change – continue operating route as today even after the Streetcar line opens • Reroute Line 6 into downtown at the north end, possibly via the Burnside Bridge, and connect to Lines 54/56 • Reroute Line 6 into downtown at the north end, possibly via the Burnside Bridge, and end at Collins Circle.

82 FY2012 TIP 6. Priority 4: Improve local service Each of these has potential impacts, including duplication of service, changing current travel patterns and introducing new connections. During this year, TriMet will be surveying riders, doing ridership and equity analysis and seeking public input to inform this decision. MAX Green Line—South Corridor Phase 1 The City of Milwaukie and TriMet agreed several years ago to reduce the impact of the on-street transit operations by reducing bus layovers. With the opening of the MAX Green Line in September 2009 and interlining of several bus routes and other adjustments, the number of weekly bus layovers in downtown Milwaukie was reduced by one-half from 2004 levels. Improved bus stops in the form of Level III shelters and other amenities will be part of bus stops on SE Jackson Street between Main and 21st. With Jackson St. reconstruction, bus service adjustments were made in November 2010. Level III shelters will be installed in fall 2011, fully completing stop improvements for the Jackson St. project. Portland-Milwaukie MAX—South Corridor Phase 2 Future alignments for bus service in downtown Milwaukie will be under consideration for the next several years in the context of Final Design and construction for the Portland-Milwaukie MAX light rail project. TriMet, City and project staff will be assessing alternatives for bus routing, stops, and bus-rail connections. There will be further consultation with the City Council and community stakeholders and the general public including analysis of potential ridership and equity before a final plan for bus services in conjunction with light rail start-up is affirmed. Areas of future focus TriMet will continue to work with Milwaukie, Oregon City, Gladstone and Clackamas County to identify and support other capital improvements that can build service in this corridor, reflective of these jurisdictions’ interests and consistent with the South Corridor work program. Priorities for local service Recent improvements Line 12-Sandy Fall 2010 saw the latest in a series of improvements to this line to better meet local needs. The pedestrian environment along these streets should continue to be evaluated for potential improvements that would make the most out of any service investments. In September 2001, TriMet doubled service along Sandy and 223rd. The resulting ridership increased 400 percent, from 1,477 to 7,396 weekly boarding rides. Major employers along the route include American Honda, Boeing, Boyd Coffee Company, LSI Logic and Gresham City Hall. In Fall 2008, the routing between NW Sandy and NE Halsey was extended to 238th to accommodate construction on 223rd. This routing serves a major employer, Townsend Farms, and a Wal-Mart

6. Priority 4: Improve local service FY2012 TIP 83 store, demonstrated good ridership productivity and was made permanent as of fall 2010. Line 46-North Hillsboro Adjustments were made to the routing of Line 46-North Hillsboro in September 2010 to serve two additional major employers, Genentech and SolarWorld. These adjustments used only existing resources and were made without additional operations costs. Lines 77-Broadway/Halsey, 80-Kane/Troutdale Rd., 81-Kane/257th The Line 77-Broadway/Halsey route was extended to Glenn Otto Park in November 2009 due to the loss of layover space in downtown Troutdale. After its layover, Line 77, using a 40-foot bus, turned around in the Glenn Otto Park parking lot, but was unable to travel through the parking lot without backing up when park usage was high. Due to the high pedestrian activity at the park during the summer, TriMet Operations determined that it was unsafe for 40-foot buses to operate in the parking lot as part of the line-by-line safety review (see Chapter 3). In October 2010, TriMet and the City of Troutdale agreed to discontinue Line 77 service to Glenn Otto Park and replace it with Lines 80-Kane/Troutdale Rd. and 81-Kane/257th. Lines 80 and 81 can safely turn around in the parking lot because they operate with 30-foot buses. Line 77 would serve S. Frontage Road, replacing lines 80 and 81. In addition to increasing safety, routing lines 80 and 81 to Glenn Otto Park connected more Troutdale residents to the park, while routing the more regionally based Line 77 to S. Frontage Road provided an opportunity to connect more employees to jobs. This change took effect in June 2011. Rockwood Transit Center TriMet has made service adjustments in conjunction with the Rockwood MAX Station Redesign Project (see Chapter 4). In February 2010, three bus routes serving the former Rockwood Transit Center on SE 188th Ave. were adjusted to allow for the realignment of 188th Ave. so that it could be extended through the former Fred Meyer property to connect with 187th Ave. The portion of 188th Ave. between Burnside and Stark, where the transit center once existed, was vacated by the City of Gresham and will become part of the overall redevelopment of the properties in the area. Lines 25-Glisan/ Rockwood, 82-Eastman/182nd, and 87-Airport Way/181st now terminate on 185th Ave. TriMet will consider moving service to the newly realigned 187th/188th avenues in conjunction with the City of Gresham’s plans for redevelopment. Pedestrian network improvements Local service efforts to support the results of the Pedestrian Network Analysis (see Chapter 3) have begun. For example, TriMet pursued a potential grant for sidewalk improvements along Division in the vicinity of SE 182nd Avenue. Though the original grant attempt was unsuccessful, the City was able to secure other funds to begin similar improvements to sidewalks and crossings in this area.

84 FY2012 TIP 6. Priority 4: Improve local service Trimet On-Street Transit Facilities Development FY2006-11 Development Facilities Transit On-Street Trimet 6.2: Figure

6. Priority 4: Improve local service FY2012 TIP 85 Areas of future focus Eastside While MAX light rail and numerous bus lines provide good east- west connections between the Eastside, the Central Business District of downtown Portland and the Westside, jurisdictions, residents, businesses and other organizations in East Portland and East County have made clear their interest in seeing improved north-south transit connectivity on the Eastside. In addition, they have expressed interest in seeing improvements to amenities at some Eastside stops and stations, along with safer and more attractive pedestrian access to stops and stations. TriMet is an active participant in a number of planning efforts focused on the Eastside. For example, TriMet is a partner in the East Metro Connections Plan, which will identify transportation and other investments that advance economic and community development in Fairview, Gresham, Troutdale, Wood Village and East Multnomah County (for more information on this effort, visit www.oregonmetro.gov/index.cfm/go/by.web/id=36435). TriMet also participated in the development of the East Portland Action Plan, the goal of which is to improve the quality of life, help foster strong community connections, increase the area’s regional significance and improve equity for East Portland residents. TriMet remains engaged in implementation of the plan’s transit elements (for more information on this effort, visit www.eastportlandactionplan.org). TriMet is also a partner in the Portland Bureau of Transportation’s East Portland in Motion effort, a five-year implementation strategy for active transportation projects east of 82nd Avenue that will develop recommendations about which projects to build first to improve conditions for walking, biking, and taking transit (for more information on this effort, visit www.portlandonline.com/ transportation/index.cfm?c=54306). 181st Ave/182nd Avenue This corridor is a primary example of the type of north-south connection noted above. Crosstown Frequent Service on 181st/182nd Avenue between Powell and Sandy Boulevards is a Tier 3 Priority Frequent Service corridor (see Figure 5.6). The proposed improvement would increase access to the Rockwood Town Center urban renewal area, employment areas in part of the Columbia Corridor, and high- density residential areas. There are 11,000 residents and 7,000 jobs within walking distance of the proposed line. Major employers include US Bank, Albertsons and Safeway. To make the new service on 181st/182nd Avenue work, pedestrian projects and land-use changes are needed to enhance the pedestrian safety and friendliness of the streets. TriMet would undertake service improvements in conjunction with improvements to the right-of-way by the City of Gresham. The proposed service along 181st/182nd is similar to service along Main Streets in the 2040 Growth Concept.

86 FY2012 TIP 6. Priority 4: Improve local service Clackamas TriMet will continue to work with Clackamas County and the Clackamas Regional Center Transportation Management Association (CRC-TMA) to address the growing transportation and transit accessibility needs of the Clackamas Regional Center business community. TriMet is also continuing to work with Clackamas County and the City of Damascus on service needs for the emerging Town Center of Damascus. TriMet will continue discussion with the City of Damascus regarding appropriate service levels for their development aspirations. Westside The Westside has been the focus of significant residential and employment growth, and there is interest in improving transit options to respond to this growth, particularly in the Evergreen Corridor, South Hillsboro and Progress Ridge. The area has not had a comprehensive review of service since before Westside MAX opened in 1998. Potential improvements on the Westside include expanding service for employers, more North-South service, and improved frequency along Cornell and Baseline Roads, as well as along 185th Avenue on weekends. More frequent North-South service could connect with East-West service and serve Hillsboro’s employment areas and neighborhoods. Hillsboro would need to develop road connections and pedestrian improvements to facilitate North- South service. The only continuous North-South arterial is Cornelius Pass Road, but that road does not have a rail station and has some stretches with relatively few people living and working nearby with difficult or missing sidewalks and crossings and so is not a good candidate for new service. The proposed 231st Avenue corridor between US 26 and TV Highway appears to offer the most potential.

6. Priority 4: Improve local service FY2012 TIP 87 7 Accessible transportation

Accessibility for all persons including elders and people with disabilities is an integral part of TriMet’s commitment to service delivery and the development of the Total Transit System. TriMet has a history of leadership and innovation in the area of accessibility of vehicles, services, and facilities, which includes the first use of low- floor light rail vehicles in the U.S. and a commitment to low-floor design in all future bus purchases from 1998 onward. Accessible transportation services TriMet provides a continuum of services that addresses transportation needs of older adults and people with disabilities. The network of fixed-route bus, MAX Light Rail, and the Portland Streetcar offers 100 percent accessible boarding, primarily by ramp (or with lifts on older buses). TriMet also provides LIFT paratransit service for those persons with disabilities who are unable to access and/or use accessible fixed-route bus and MAX services for some or all of their trips. The District is an active partner with other community, regional, and State agencies and organizations in planning, coordinating and delivering services and programs to expand mobility for people with disabilities and elders. The elements of this continuum of services are described in greater detail in the sections that follow. TriMet bus and MAX services Bus and MAX services provided approximately 11 million rides in FY2011 for riders in the Honored Citizen fare category of elders and persons with disabilities. TriMet’s extensive fixed-route network makes bus and MAX a first choice mobility resource for persons with special needs. Low-floor boarding, stop announcements and other customer service amenities make fixed-route service accessible to more people. Not all bus stops are accessible, however, due to a lack of sidewalks and/or safe street crossings. TriMet LIFT services When disability prevents the use of fixed-route bus and MAX, TriMet’s LIFT service is available. LIFT service provided approximately 1.064 million rides in FY2011, a 1 percent decrease from FY2010. These trips, which are made by advance reservation, travel from the door or curb at the origin to the door or curb at the destination. LIFT service meets and exceeds the paratransit requirements of the American with Disabilities Act (ADA). Average cost per LIFT ride for FY2011 was $29.03 compared to $2.39 on fixed-route bus and rail. LIFT service expansion is an almost constant need every fiscal year, with a growing and aging population tending to require more paratransit service.

7. Accessible transportation FY2012 TIP 89 Medical Transportation Program The State of Oregon’s Medical Assistance Program contracts with TriMet to coordinate and deliver medical transportation to eligible low-income persons enrolled in the Oregon Health Plan. The Medical Transportation Program (MTP) takes trip requests and then dispatches rides to the lowest cost, most appropriate transportation providers. These rides may be on a TriMet bus or MAX, or on a medically needed alternative such as a LIFT bus, taxi or van. MTP costs are fully reimbursed by the State. Community-based partnerships TriMet actively promotes coordination and expansion of volunteer and community-based transportation services in the region through its support of the private non-profit agency Ride Connection, formed with TriMet’s assistance in 1988. The relationship between TriMet, Ride Connection and the many other partner organizations represents a unique blending of public and private transportation resources and serves as a national model of effective regional collaboration. Ride Connection has evolved from a limited provider of volunteer transportation services to a major partner in the provision of transit services to elders and people with disabilities in the region. Ride Connection and its affiliated network of more than 30 human service and volunteer programs delivered approximately 341,000 rides to elders and people with disabilities in FY2011. Ride Connection services and programs include both direct and provider-based operation of community shuttles; centralized information and referral to transportation services; tailored training for elders and people with disabilities in using fixed-route public transit through its RideWise program; and support to affiliated providers in areas such as vehicle acquisition, maintenance, insurance, driver training and volunteer recruitment. TriMet provides Ride Connection with staff support when needed and assists Ride Connection in seeking grants for its capital needs. Ride Connection is currently working toward building a new operations and service base, integrated with affordable housing, in the Gateway district. Coordinated Human Services Transportation Plan Investing for the future in transportation for elders and people with disabilities is one of the most important decisions facing our region today. Currently, one in ten people in the tri-county area is 60 and older; by 2030 it will be one in five. Traditional transportation services will need to be strengthened and new services will need to be created to address the growing needs for mobility among persons of advanced age or with disabilities. Growing mobility needs come at a time of slower growth in the financial capacity of public organizations such as TriMet and other community agencies. During FY2007 and again in FY2010, representatives of TriMet, tri-county human service agencies, and accessible transportation

90 FY2012 TIP 7. Accessible transportation services consumers joined in completing a major update of the region’s Coordinated Human Services Transportation Plan (CHSTP). The Plan’s Vision and Guiding Tenets offer a framework to guide service development over the next five years and beyond. The latest edition of the plan is available for download at: www.trimet.org/pdfs/publications/ Coordinated_Human_Services_Transportation_Plan.pdf CHSTP’s Vision is to“guide transportation investments toward a full range of options for elders and people with disabilities, foster independent and productive lives, strengthen community connections, and strive for continual improvement of services through coordination, innovation, and community involvement.” Aging, disability and limited income all present mobility challenges and often result in increased reliance on alternatives to personal vehicles. The region has a history of collaboration, innovation and progress in addressing these challenges. Demographic trends, particularly the growth in elders, will accelerate needs for public and community-based transportation options. Future focus Due to current economic conditions, operating resources are very limited. TriMet believes the key to ADA equity is an accessible bus and rail system that benefits everyone. Over the last ten years, 13 percent of TriMet’s bus service hours have been eliminated, while MAX Blue, Red, and Yellow line service has been cut 10 percent and MAX Green Line service was opened with 33 percent less service than planned. In contrast, LIFT service hours have increased 37 percent over the last ten years. With costs per ride over 10 times higher for LIFT than for fixed- route bus service, these trends are not financially sustainable. TriMet will focus on continuing to develop a strong fixed-route system that is accessible to persons with disabilities. We will continue to work with jurisdictional partners to make all bus stops accessible, focusing on the highest need locations first to benefit the most riders as early as possible. Buses will be replaced until all buses are low floor and have automatic stop announcements. Frequent Service bus, rail and other service that was cut during the recession will be restored. Peak-hour service will be added to reduce wheelchair pass-ups and accommodate peak-hour loads. Outreach and marketing will focus on the availability and benefits of fixed-route services for the elderly and people with disabilities. These additional actions are under consideration in order to conserve resources for accessible fixed-route service: • Increasing LIFT fares. The ADA allows paratransit fares to be up to double those of an agency’s fixed-route service. For an all-zone trip, it would be allowed to be as high as $4.80 (twice the standard all- zone fare of $2.40). Many transit agencies charge $3.00 for a one- way trip. TriMet’s current LIFT fare of $1.85 is very low compared to our peers. • Limiting LIFT service hours to the same span of service as fixed- route. • Implementing trip-by-trip LIFT eligibility where benefits exceed costs.

7. Accessible transportation FY2012 TIP 91 • Offering curb-to-curb, rather than door-to-door, paratransit service (except in cases where an individual cannot wait at the curb due to a disability, in which case door-to-door paratransit service would be offered), yielding an annual estimated savings of $1 million. • Using LIFT service to take customers to fixed-route transit, particularly in suburban areas where environmental barriers prevent access to transit. TriMet will consult with the Committee on Accessible Transportation on the implementation of these measures. Role of jurisdictional partners As needs are expected to continue to outpace resources, the region must make best use of and invest in the fixed-route bus and rail transit system, while creating and expanding innovative, cost- effective programs to complement the present service network. Based on the recommendations made in TriMet’s Elderly and Disabled Land Use Study, completed in April 2006, TriMet’s jurisdictional partners can assist in making fixed-route services more accessible to elders and people with disabilities by supporting the following improvements: • Granting development rights and encouraging development of housing for elders and people with disabilities along transit corridors, particularly Frequent Service corridors (see Figure 5.1) • Allowing for mixed uses which include housing for elders and people with disabilities at intersections with safe pedestrian crossings • Completing fully-accessible sidewalks where there are gaps in already-developed areas • Linking accessibility improvements to new development • Creating more affordable accessible housing for elders and people with disabilities • Assisting developers in aggregating larger sites for facilities that allow seniors to “age in place,” allowing them to remain in their own communities.

92 FY2012 TIP 7. Accessible transportation 8 Finance

As with any organization, TriMet’s finances are one of the strongest determinants of what the agency can plan for and hope to accomplish. This chapter reviews TriMet’s projected revenues and expenditures, describes TriMet’s current financial situation and provides a forecast of TriMet’s finances. FY2012 Operating Budget Revenues Revenues As illustrated in Figure 8.1, Passenger Revenue, Payroll Tax, $104m $232m TriMet’s main sources of revenue 19.5% 43.3% to fund operational and capital requirements are the employer payroll tax, self-employment tax Other Total, and state-in-lieu payroll tax (paid $38m by government agencies), and 7.0% passenger fares. Revenues in the

FY2012 Adopted Budget reflect Passthrough an emerging economic recovery Revenues, $38m Revenue Bond Proceeds, Federal Operating characterized by slow job growth. 7.1% Federal Capital $2m Grants, State & Local Govt Grants, Employment is not expected to $92m 0.4% Capital Contributions, $29m 17.1% return to pre-recession levels until $1.5m 5.5% 2014 or later. 0.3% Approximately 55 percent of TriMet’s continuing operating revenues1 Figure 8.1: FY2011 Operating and Capital Budget Revenues come from the employer payroll tax, the self-employment tax and the state-in-lieu payroll tax. Consistent with other state and local forecasts, TriMet is projecting year-over-year regional wage growth will be 4 percent in FY2012, 5 percent in FY2013 and 4.7 percent in FY2014. The length and depth of recessions and the velocity of recoveries are difficult to predict. If payroll tax revenues do not materialize as projected, TriMet will need to make expenditure reductions to balance the budget. Self-employment tax revenues are forecast to be up 3.5 percent in FY2012 relative to FY2011, when they were flat. State-in-lieu tax revenues are forecast to remain flat in FY2012 (as they were in FY2011). At approximately 25 percent of continuing operating revenues, passenger fare revenue is TriMet’s second largest source of operating funds. Passenger revenue has been growing at a faster rate than payroll tax revenue. Between FY2000 and FY2010, passenger revenues grew at an average annual rate of 7.2 percent, while underlying

1 This figure is calculated by excluding one-time revenues such as American Recovery and Reinvestment Act (ARRA) revenues, intergovernmental fund exchange revenues, and Medical Transportation Program pass-through revenues from total operating revenues.

8. Finance FY2012 TIP 93 employer payroll tax revenues grew at an average annual rate of 2.7 percent. To keep revenues and expenditures in balance, the FY2012 Adopted Budget incorporates a fare increase in September 2011. Adult cash fares are increased $.05. Youth and Honored Citizen cash fares are not increased. Adult pass fares are increased $4 and Youth pass prices are increased $1. TriMet traditionally has increased adult pass fares $2. The increase of $4 will generate an additional $1 million to help offset the cost of needed bus service improvements. In FY2012, MAX ridership is projected to increase 3.5 percent, and bus ridership is projected to increase 2.6 percent. The FY2012 Adopted Budget also incorporates the General Manager’s recommendation to increase the Americans with Disabilities Act (ADA)-mandated LIFT complementary paratransit fare from $1.85 to $3 over the next four years. The proposed LIFT fare increase would help offset the additional costs of diesel fuel for LIFT and help maintain both fixed-route and LIFT service. However, TriMet’s Board of Directors did not accept the General Manager’s recommendation, and an alternative means of raising revenue or reducing cost must be identified. With the proposed fare changes, FY2012 passenger revenue is forecast to be $104.5 million, a 6.7 percent increase over FY2011 estimated passenger revenues. Passenger revenue estimates are updated throughout the year to reflect emerging trends. Federal and State operating grants account for about 14 percent of continuing operating revenues (excluding American Recovery and Reinvestment Act “stimulus” funds and other one-time revenues). TriMet’s FY2011 5307 Urbanized Area formula funds increased $2.5 million due to the addition of WES commuter rail operating statistics in the distribution formula. In FY2012 TriMet’s Section 5307 Urbanized Area formula funds are projected to decrease 13 percent. Section 5309 Rail Modernization funds are projected to decrease 25 percent. These are the annual reductions in the federal Mass Transit Program needed to bring program expenditures in balance with revenues generated by the 2.86 cent Mass Transit gas tax while also spending down the balances in the Mass Transit Trust Fund over the next three years. If Congress funds the FY2012 Mass Transit Program at FY2011 levels without identifying additional revenue, transit agencies will face severe revenue reductions in FY2013. Congress may find replacement revenues for the program in the General Fund, or increase taxes to support the program, but neither scenario appears likely in the near future. TriMet is budgeting to be prepared for this uncertain federal funding.

Operating expenditures TriMet revenues pay for the operation and maintenance of the transit system. These expenditures include Accessible Transportation, bus and light rail services, vehicles, facilities, and equipment. The breakdown of these funding requirements is illustrated in Figure 8.2. Major changes to expenditures and new programs in the FY2012 Adopted Budget include:

94 FY2012 TIP 8. Finance Diesel fuel. The global price of fuel has increased dramatically due to widespread regime instability in the Middle East. The price today for untaxed diesel is around $3.25 per gallon. Based on the Energy Information Agency’s 2011 and 2012 forecast of diesel fuel prices, we are budgeting for a FY2012 price of $3.40 per gallon diesel and $4.25 per gallon for biodiesel (TriMet uses blended fuel with 5 percent biodiesel, pursuant to City of Portland biodiesel requirements). This will increase annual costs approximately $4.5 million over the initial budget forecast. Safety investments. $1.2 million of continuing expense is added to the FY2012 Adopted Budget to provide annual recertification training for all bus and rail operators and transportation supervisors. This was a key recommendation from the TriMet Safety & Service Excellence Task Force. Service adjustments. The FY2012 budget provides for addressing bus schedule reliability and reducing over-crowding with about $1 million in additional bus service (about a 1 percent increase). In addition, small adjustments to low-performing service are budgeted, reducing costs about $.3 million. Security and fare inspection. The FY2012 Adopted budget includes additional contracted Transit Security Officers to provide security presence late at night in Washington Park; to support Rose QuarterFY2012 Operating Budget Expenditures and Timbers Soccer events; and provide safety protection for Skidmore Fountain MAX Fuel, Capital Program, Passthrough $21m $71m Expenditures, platforms when Saturday Market is open. The 3.8% 12.8% $38m Materials and Services, 6.8% Debt Service, FY2012 Adopted Budget also provides for the $123m $39m deployment of six additional fare inspectors, 22.1% 6.9% with policy guidance to focus on enforcement. Light rail vehicle apprentices. Two additional apprentices are added to the budget to address the increased overhaul requirements Total Wages, of the Type 1 and Type 2 light rail fleets. $149m 26.6% This investment will help ensure a 40-year Total Fringe, replacement cycle of the light rail fleet, as well $117m 20.9% as maintain daily service reliability. Four more apprentices are forecast to be needed over the Figure 8.2: FY2011 Operating and Capital Budget Expenditures next two years for the same reasons. Health benefit costs for retirees.“Other Post Employment Benefits” (OPEB) are budgeted to be $20.1 million in the FY2012 budget, an increase of $3 million over FY2011. The FY2012 expense reflects a projected 19 additional non-union retirees and an additional 120 union retirees in FY2012. It also assumes the management’s labor offer is implemented and benefits rate increases of 8 percent as of January 1, 2012. The FY2012 Adopted Budget reflects pay-as-you-go funding of OPEB costs for retirees, and an initial deposit to an OPEB trust to begin funding future retiree OPEB benefits. The FY2012 Adopted Budget sets aside in the OPEB trust the value of the retiree medical benefit earned each year for new union employees hired to replace retired union employees or who are hired to operate additional service beginning in FY2012. New non-union employees will not receive a retiree medical benefit when they retire.

8. Finance FY2012 TIP 95 TriMet’s retiree medical benefit began in the 1970s. At that time the union defined benefit (“DB”) pension plan provided a replacement ratio of 25 percent of a bus operator’s salary at retirement. In 1993, the union DB pension was improved for active and retired employees to today’s 45-50 percent replacement ratio, but the retiree medical benefit remained the same. In the meantime, retiree medical disbursements have increased at an average annual rate of 18.3 percent per year, from $2.5 million in FY1999 to $15.9 million in FY2010. TriMet fully recognizes that actions needed to bring retiree-medical costs in line with a sustainable financial future directly involve negotiations with the Amalgamated Transit Union (ATU) Local 757, which represents TriMet union employees. If no agreement can be reached, the parties will be bound by the outcome of binding interest arbitration. TriMet seeks the following objectives: 1. Reduce the cost for benefits for both current and future retirees. The proposed retiree medical benefit is highly competitive and exceeds those that are provided by other employers, public or private, in Oregon. 2. Stem the future growth of the liability by funding the benefits earned each year (the normal cost) in a trust for new union employees who replace retirees or who are hired as TriMet adds service. TriMet’s FY2012 Adopted Budget reflects an assumption that these objectives are achieved through negotiation or arbitration. TriMet staff continues to work through the established labor process and will reflect outcomes in future financial forecasts and budgets. LIFT complementary paratransit expenditure growth is projected to be flat for the FY2012 Adopted Budget. Ridership demand is expected to be down in FY2012 and FY2013. Debt service for payroll tax bonds as well as Metropolitan Transportation Improvement Program (MTIP) bonds is budgeted at $38.5 million in FY2012. Debt service will increase in FY2012 as TriMet begins to make interest and principal payments on approximately $141 million of new MTIP bonds, but the increased cost is offset by a like amount of MTIP revenue provided to TriMet by Metro for debt service payments. Additionally, TriMet anticipates borrowing on its line of credit to fund FY2012 bus replacement, farebox replacement and communications system replacement. The line of credit borrowing is expected to be replaced with long-term payroll tax backed bonds sold in FY2013. Finally, in FY2012 TriMet has budgeted for a lease payment of $7.85 million. Payments due on this obligation are in irregular amounts over time. Eastside Streetcar startup expenses account for $550,000 in the FY2012 budget. Fifty percent of these startup costs will be covered by the City of Portland. The Eastside Streetcar extension is scheduled to open in FY2013, so TriMet’s share of operating costs are not reflected in the FY2012 budget (see Regional rail program section below).

96 FY2012 TIP 8. Finance Capital and operating project expenditures The FY2012 Adopted Budget emphasizes the need to continually invest in the maintenance and replacement of TriMet’s capital assets to ensure that they are in a state of good repair, as described in TriMet’s Capital Improvement Program (CIP). The CIP includes a Replacement Program and an Improvement Program. The Replacement Program includes the necessary replacement and rehabilitation of existing capital assets. The Improvement Program includes additions to the capital plant that further TriMet’s program priorities. A summary of TriMet’s CIP for FY2012-FY2016 is included in the appendix. TriMet’s capital budgeting priorities are: • First Priority: o Mandatory Replacement o Mandatory Safety o Regulatory Requirements • Second Priority: o Improvement Program While replacement projects may occasionally be deferred for one or two years, they are not elective. Adequate maintenance and replacement is necessary to maintain safe, reliable and attractive service for our customers and minimize future maintenance and replacement costs. It attracts new customers and helps keep current customers. TriMet plans and budgets Replacement projects as follows: • Each department maintains an inventory and condition assessment of capital items. The purpose of the inventory is to estimate the life expectancy, condition and replacement costs of TriMet’s existing capital assets, whether or not they will be programmed for replacement during the next five years. With this information, TriMet plans for future expenditures, sets replacement schedules and establishes infrastructure standards. • This inventory is updated and refined each year prior to the budget process, with another year added for planning purposes. • During the annual budget process, replacement projects must be justified based on the actual condition or repair history of the facility or equipment. While an item may be programmed or scheduled for replacement within the next five years, the actual replacement date may be adjusted each year depending on the condition of the item when annual budget decisions are made. A significant amount of reallocation occurs each year during the capital budgeting process when these adjustments are made. By realizing the full life of equipment and facilities, replacement costs are spread over a longer period. This approach is the best use of limited funds and sometimes permits additional new projects to be funded. All requested replacement must be true replacement, where the item being replaced is being taken out of service.

8. Finance FY2012 TIP 97 • Reserve funds should be set aside each year for light rail fleet additions, long-term maintenance facilities growth and ultimately the replacement of the Type I LRVs. Because of their importance in maintaining safe, reliable and attractive service, and in saving costs, replacement projects that meet the criteria above receive first priority for budgeting. The inter-divisional Capital Committee reviews capital project requests in the Draft CIP and sets priorities for capital spending. The Information Technology Committee (ITC) plans and sets priorities for Information Technology capital spending. This input is provided to the Capital Committee for budgeting. Additions to the capital plan begin with a service plan and are implemented in the budget each year based on TriMet’s financial situation, executive direction and budget committee recommendations. For FY2012, major capital and operating project replacement expenditures include: • Purchase of 51 new 40-foot fixed-route buses to replace buses purchased in 1991 at a cost of $22.5 million. Funding sources include $13.3 million of MTIP bond proceeds, FTA grants of $7.4 million and $1.8 million of TriMet General Funds. • Eighty-one LIFT vehicles will be replaced, approximately 30 percent of the fleet. Sixty-four of the 81 vehicles were purchased in 2001 and 17 were purchased in 2006. The replacement cost is $7.2 million. It is funded with $6.5 million of state elderly and disabled discretionary grant funds. TriMet will provide $700,000 of required match funds from TriMet General Funds. • Maintenance of light rail track and structures is fully funded at $402,000 in FY2012. This expense includes maintenance, replacement, repair, and inspection of embedded and ballasted light rail track. It also includes track switch maintenance, rail expansion joint replacement, rail lubricator replacement and expansion joint installation. Costs vary from year to year based on projected repairs, with costs averaging $800,000 a year. Light rail infrastructure has a long life if properly maintained. Track is maintained based on standards established by the industry to maintain the safety of the operation and keep track infrastructure in continuously good condition. Rail Vehicle Maintenance and Maintenance of Way staff forecast annual operating and capital maintenance requirements as the system ages and expands. These values have been incorporated in the financial forecast through 2035. • TriMet’s 25-year-old-bus farebox fleet will be replaced over the next three years. Total cost of the project is approximately $12 million, with $850,000 budgeted in FY2012. The new fareboxes will be configured to be compatible with electronic fare collection, which TriMet hopes to implement in the next ten years. • One hundred-twenty Type 3 ticket vending machines (TVM) originally purchased for Westside MAX and Interstate MAX

98 FY2012 TIP 8. Finance will be refurbished in FY2012. Bill acceptors will be replaced, mechanical printers will be replaced with lower maintenance thermal printers, and the operating system will be updated. This $3 million project will extend the useful life of the TVMs for 10 more years when it is expected that all of our current TVMs will be eventually replaced by simpler, smaller TVMs as part of implementing electronic fare collection system. • The replacement of the bus and rail communications system (CAD/AVL project) continues. Total project cost is $40 million, and the FY2012 Budget includes expenditures of $21 million paid from bond proceeds. The majority of the project’s cost is the replacement of vehicle radios, most of which will be 25 years old at replacement. This replacement is mandated by the FCC as part of a nationwide switch to an 800 MHz standard. The project will also improve system safety. For FY2012, major capital and operating project improvements include: • $2.5 million for four 40-foot hybrid buses, funded with a $2.0 million Federal Transit Administration grant. • $170,000 for drywell upgrades. This multi-year, DEQ-mandated project will retrofit drywells, which discharge water from paved areas to groundwater, to meet new standards. Total costs over the multi-year project will be $2.5 million. • $4.2 million to install and test new technology: On-board light rail vehicle energy storage units, funded by an FTA TIGGER II grant. That project is budgeted in FY2012. The FTA grant will allow TriMet to install 20 energy storage units on light rail vehicles, capturing the energy generated by the trains’ braking systems and storing that energy for immediate and future use. • $727,000 of expenses related to Lake Oswego Streetcar Project planning is budgeted in FY2012 for the Draft Environmental Statement. These expenses will be funded by three sources (City of Portland, City of Lake Oswego and MTIP bond proceeds). Regional rail program The region is committed to three major new projects involving transit rail services (see Chapter 4 for more details on each project): • South Corridor Phase 2: Portland-Milwaukie Light Rail • Eastside Streetcar • Columbia River Crossing Portland-Milwaukie Light Rail. TriMet expects to enter into a Full Funding Grant Agreement (FFGA) with the Federal Transit Administration June 2012 or earlier. The project will cost a total of $1.49 billion, with 50 percent of the cost provided by the Federal New Starts program. TriMet’s share will be 4 percent of the total project capital cost. TriMet is carrying its $60 million contribution to the project in its financial plans and intends to issue payroll tax backed revenue bonds in FY2013 and FY2015 to provide its contribution to the project.

8. Finance FY2012 TIP 99 Other local partners, including the State of Oregon, Metro, the City of Portland and Clackamas County, along with property donations, will provide the remaining 46 percent of the total project capital cost. The project is expected to open September 2015. Operating costs are projected to be $6.3 million a year in 2010 dollars. TriMet expects some savings from ending duplicative bus service. New passenger revenue generated by ridership is projected to cover 50 percent of operating costs. Estimated new passenger revenue does not count fares from former bus riders who switch to the Portland-Milwaukie service. Cost per ride net of fares in 2010 dollars is projected to be nearly as low as Blue Line MAX, TriMet’s most productive light rail line. TriMet is funding the cost of operation after fares and its share of capital costs with revenues from the increase in the payroll tax rate from .6218 percent to .7218 percent. Project expenditures are expected to be $293.2 million in FY2012, with $184.5 million provided by State Lottery Bond proceeds, $99.9 million from MTIP bond proceeds, and $8.8 million of other ODOT grant funds. Eastside Streetcar. In addition to the $550,000 in the FY2012 budget for startup expenses noted above, TriMet will also participate in the operating costs of the extension of the Streetcar to OMSI and has committed $1.23 million in FY2013 to fund a share of the operating cost. TriMet’s funding participation, which was a commitment made before the recession, will be paid by revenues from the increase in the payroll tax rate from .6218 percent to .7218 percent. Columbia River Crossing. TriMet continues to participate in the Columbia River Crossing (CRC) Project, which has been in preliminary engineering since December 2009. The FY2012 budget includes expenditures of $.821 million for TriMet staff dedicated to the project. These expenses are paid for by the State of Washington and the State of Oregon, which are jointly funding the project. The CRC Project addresses I-5 highway and bridge safety, capacity, connectivity, freight mobility, interstate travel and commerce with highway, bridge and transit improvements, including the extension of MAX to downtown Vancouver.

Financial situation and forecast TriMet‘s financial situation is characterized by: • No cushion or rainy day fund in the event revenues are lower than forecast or expenditures higher than forecast. • Large core capital maintenance and replacement needs that cannot be deferred • An uncertain economic recovery As the region comes out of the recession, TriMet needs to improve its financial position in the following areas: • Cash reserves must be restored and maintained, requiring tight control of expenditures over many years. • TriMet must return to a consistent capital replacement program, particularly for buses. Capital replacement is a cost of service.

100 FY2012 TIP 8. Finance • Over time, TriMet will need to increase annual pension fund contributions in order to achieve 75 percent or higher funding of the defined benefit pension plans. TriMet must increase annual contributions to the retiree-medical trust in order to fund already-incurred but unfunded retiree medical benefit liabilities. • Continue to negotiate with the ATU ways to reduce the growth in active and retiree medical insurance costs and implement more flexible and responsive work rules. A critically important assumption upon which TriMet’s financial forecast and the FY2012 Adopted Budget are based is that TriMet enters into a Working and Wage Agreement (WWA) with the ATU Local 757, probably through the binding arbitration process, and that the wages and benefits are consistent with those contained in TriMet’s July 2010 Final Offer, which was submitted to the Employee Relations Board and released to the public in summer 2010. It is imperative that wage growth and benefits for active and retired union employees are in closer alignment with other public sector employees in Oregon, as that is essential to maintaining fiscal stability without additional service cuts. The continuation of current benefits levels and wage provisions found in the expired WWA would result in the need for additional service cuts and fare increases. Despite high operating and resource efficiency,2 TriMet’s operating revenues are not keeping pace with wage and benefit growth. Between 2003 and 2009, the period of the last labor contract, payroll, pension and medical benefit expenses for active union employees increased 36 percent, while underlying growth of payroll taxes was 29 percent. The number of active union employees in that period increased just 1 percent. Between FY2000 and FY2010, active and retiree medical benefits increased from 12 percent of underlying payroll tax revenues to 28 percent. If these trends continue, active and retiree medical expense as a percent of payroll tax revenues is projected to be 62 percent of underlying payroll taxes by FY2020, undermining the agency’s financial stability. Recognizing these trends, in 2009 the TriMet Board of Directors adopted a policy to bring the agency’s health care and other post-employment benfits in line with a sustainable financial forecast of future revenues. TriMet has taken many actions over the last ten years to bring revenues and expenditures in balance before looking to the labor contract:

2 TriMet collects 48 percent more operating revenue per capita ($258) than the average of this group of peer agencies: TriMet, Denver RTD, Orange County, Sacramento, Salt Lake City, San Diego, Oakland, San Jose and Seattle. Only Seattle (King County Metro) collects more operating revenue per capita ($284) than TriMet. Note that TriMet provides 61 percent more service per capita compared to its peer group, more than any of its peers. Service compared is revenue miles adjusted for rail capacity (Data: 2009 National Transit Database).

8. Finance FY2012 TIP 101 • New revenues were obtained for new service. • Revenues from the increase in the payroll tax rate from .6218 percent to .7218 percent between 2005 and 2014, along with fare revenue from new service, pays for the operating cost of WES, MAX Green Line, additional LIFT service and Streetcar extensions, as well as TriMet’s share of the capital costs of WES Commuter Rail and the MAX Green Line projects. These new revenues will also pay for TriMet’s share of Portland-Milwaukie light rail operations and associated debt service. • Fares were increased 35 percent more than inflation over the last 10 years. • Service was reduced September 2009, December 2009, June 2010 and September 2010. • Bus service hours were reduced by 13 percent. • Service on Blue, Red and Yellow Line MAX was reduced by 10 percent. • Originally planned service on MAX Green line was reduced by 33 percent. • Capital expenditures were reduced to the minimum necessary. • The growth rate of LIFT/ADA paratransit service has been reduced with in-person assessments and RideWise fixed-route travel training. • Management staff has been reduced 13 percent. • A wage freeze for non-union employees has been in place FY2009-FY2012. • Benefits for active and retired non-union employees were changed to reduce costs. The last ten years encompass two deep regional recessions, dur- ing which underlying growth of payroll taxes was just 2.7 percent per year, about half the long term historical average. Continuing expenditures exceeded continuing revenues in eight out of the last eleven years despite TriMet’s efforts to reduce spending and increase revenues to maintain fiscal stability. Over the next five years, even assuming management’s offer is implemented, TriMet will continue to need to adjust trend spending downward and in- crease revenues to maintain fiscal stability.

102 FY2012 TIP 8. Finance 9 Appendix

System productivity

FY2011 Weekly route Level Ridership Productivity* Route Name (Boarding Rides/Vehicle Hour)

MAX Blue Line 165.8 MAX Green Line 156.6 MAX Red Line 142.7 MAX Yellow Line 126.5 Portland Streetcar 105.1 WES Commuter Rail 61.1 14-Hawthorne 47.2 72-Killingsworth/82nd 46.7 6-Martin Luther King Jr Blvd 45.9 4-Division/Fessenden 45.3 57-TV Hwy/Forest Grove 42.4 75-Lombard/39th (Cesar Chavez) 39.2 20-Burnside/Stark 38.5 9-Powell/Broadway 37.9 15-Belmont/NW 23rd 37.4 54-Beaverton-Hillsdale Hwy 37.4 12-Barbur/Sandy Blvd 35.9 76-Beaverton/Tualatin 35.4 71-60th Ave/122nd Ave 34.5 8-Jackson Park/NE 15th 34.3 52-Farmington/185th 34.1 66-Marquam Hill/Hollywood 34 79-Clackamas/Oregon City 34 61-Marquam Hill/Beaverton 33.9 78-Beaverton/Lake Oswego 33.7 44-Capitol Hwy/Mocks Crest 33.6 33-McLoughlin 33.4 81-Kane/257th 32.9 17-Holgate/NW 21st 31.4

Appendix FY2012 TIP 103 FY2011 Weekly route Level Ridership Productivity* Route Name (Boarding Rides/Vehicle Hour)

64-Marquam Hill/Tigard 31.2 56-Scholls Ferry Rd 30.5 19-Woodstock/Glisan 29.6 70-12th Ave 29.6 62-Murray Blvd 28.3 99-McLoughlin Express 28.3 58-Canyon Rd 26 67-Jenkins/158th 25.5 68-Marquam Hill/Collins Circle 25.5 77-Broadway/Halsey 25.4 35-Macadam/Greeley 25.3 65-Marquam Hill/Barbur Blvd 25.2 31-King Rd 24.3 10-Harold St 23.7 94-Sherwood/Pacific Hwy Express 23.7 53-Arctic/Allen 23 88-Hart/198th 22.8 22-Parkrose 21.6 80-Kane/Troutdale Rd 21.6 1-Vermont 21.1 155-Sunnyside 21.1 96-Tualatin/I-5 20.8 92-South Beaverton Express 19.4 32-Oatfield 18.3 45-Garden Home 18.3 39-Lewis & Clark 18.2 48-Cornell 17.5 89-Tanasbourne 17.5 73-NE 33rd Ave 17.4 85-Swan Island 17.1 82-Eastman/182nd 16.4 29-Lake/Webster Rd 16.3 51-Vista 15.9 25-Glisan/Rockwood 15.6 28-Linwood 15.5 16-St Johns/Front Ave 15.3 46-North Hillsboro 15.3

104 FY2012 TIP Appendix FY2011 Weekly route Level Ridership Productivity* Route Name (Boarding Rides/Vehicle Hour)

156-Mather Rd 15.2 87-Airport Way/181st 14.9 24-Fremont 14.8 55-Hamilton 14.5 47-Baseline/Evergreen 14.2 23-San Rafael 13.7 152-Milwaukie 13.7 34-River Rd 13.4 63-Washington Park 13.3 38-Boones Ferry Rd 12.6 30-Estacada 12.2 36-South Shore 12.2 43-Taylors Ferry Rd 11.5 37-Lake Grove 11.3 59-Walker/Park Way 10.7 50-Cedar Mill 10 154-Willamette 9.7 18-Hillside 6.2 Marine Drive Shuttle 6 84-Kelso/Boring 3.8 * Excludes Summer Quarter

Appendix FY2012 TIP 105 Bus stop amenities Stop Level Basic Stop Level 1 Level 2

High use stops, significant Major stops associated with employer program participation, Stops meeting active or dense land uses, apartments, hospitals, shopping Bus Stop Use spacing and siting transit mall, major park-and- centers, major business, minor criteria ride lot, transfer points, stops park-and-ride, significant use by with active lift / ramp usage mobility challenged riders

ADA clearances met, full width Pavement, ADA sidewalks in good repair, ADA clearances met, sidewalks Preferred clearances met, safe curb extensions, protected connections, possible curb Street Setting street crossing or crosswalk, community stop extensions, crosswalks safe shoulder access features—art, newspaper vending, bulletin board Pole and sign Pole and sign Pole and sign Schedule display Schedule display BCID in shelter Frequent sign* Frequent sign* Sidewalk access Sidewalk access Bench Bench Curb ramp Curb ramp Optional elements: A, B or BX type shelter Bus Stop A or B type shelter Pad for rear door Amenities Pad for rear door Trash can Lighting Any of the shelters may include sandblasted Optional elements: art glass panels. BCID = bus catcher information display BX or BB Shelter * As applicable ** Weather/wind protection to be considered. Windscreens may be included in shelter designs accordingly.

Daily 0-35 35-100 100-200 Equivalent Service Types Express/Local/Frequent Service/ Local bus Express/Local bus (Typical) Streetcar

Attributes of a Poorly Developed Bus Stop: Bus Stop Poor or lack of supporting land uses, low ridership, unpleasant site or traffic conditions, high Use crime exposure.

Street No pavement or inadequate shoulder, blocked views, poor ADA clearances, high weather Setting exposure, no logical, safe street crossing, unsafe topography, chronic standing water

106 FY2012 TIP Appendix Level 3

High-capacity transit service serving major corridors or centers, transit centers, high volume park-and-rides, major transfer hubs

ADA clearances met, site configured to meet circulation needs, bus bays, protected crosswalk, community stop features—art, newspaper vending, bulletin board, landscaping, nearby concession

Pole and sign BCID in shelter Frequent sign* Sidewalk access Bench Curb ramp High-capacity or custom shelter** Pad for rear door Trash can Lighting Bike locker Concessions Public telephone Ticket vending Artwork element Landscaping

200+

Frequent Service/Streetcar/MAX

Appendix FY2012 TIP 107

High ridership bus stops

d x m . s p o t S r o j a M \ 1 1 0 2 g n i r p S \ s p o t S e d i R h g i H \ P I T \ n o s d r a h c i R \ C I L B U P \ : G s s p p o o t t S S s s u u 1 1 B B 1 1 0 0 p p 2 2 i i g g h h n n s s i i r r r r ) p s p e e g ) n S S s i l i g d d a r d n R i a t d o i i r h B a g 0 i o L 0 R B R 2 - + & 0 0 r 0 0 e e t t 1 2 ( ( u u h h 2 3 o m l l R e e s m g l g v v u o e e e s L L B C v i i e e t L u P H o I H T R

108 FY2012 TIP Appendix Location of new bus stop amenities installed in FY2011

StopID Location 121 Arlington & Barton, east 426 Belmont & 38th, west 629 Broadway & 12th, west 704 Burnside & Grand, east 716 W Burnside & Park, west 723 W Burnside & 13th, east 764 Burnside & 28th, west 813 Burnside & 82nd, east 814 Burnside & 82nd, west 955 Capitol & Sunset, west 1297 Denver & Kilpatrick, south 1390 Division & 135th, west 1398 Division & 145th, east 1400 Division & 148th, east 1428 Division & 182nd, west 1611 Everett & 19th, east 1612 Everett & 2nd, east 1648 Farmington & Hall, west 1658 Farmington & Remington Dr, east 1672 Farmington & 153rd, east 1805 Foster & 67th, west 1810 Foster & 72nd, east 1818 Foster & 82nd, west 1844 Fremont & Mississippi, east 1982 Garden Home & 71st, west 2245 Greenburg & 98th, west 2246 Greenburg & 98th, east 2326 Halsey & 196th, west 2625 Hawthorne & Cesar Chavez Blvd, east 2626 Hawthorne & Cesar Chavez Blvd, west 2630 Hawthorne & 44th, east 2762 Holgate & 83rd, east 3205 Killingworth & 52nd, west 3451 Lombard & Mississippi, east 3456 Lombard & Baltimore, south 3465 Lombard & Burlington, east 3637 SE Madison & 11th, west

Appendix FY2012 TIP 109 StopID Location 3855 McLoughlin & Tacoma Underpass, south 3966 Mississippi & Mason, north 4086 Murray & Science Park Dr, south 4270 Pacific Hwy & Bull Mtn, north 4431 PCC Sylvania Main Stop 4534 Powell & Meadowland Center, east 4647 Powell & 34th, east 4667 Powell & 52nd, east 4693 Powell & 82nd, east 4730 Prescott & 102nd, west 5139 Sandy & 82nd, west 5466 Stark & 179th, west 5475 Stark & 196th, east 5476 Stark & 197th Dr, west 5628 Tualatin Valley Hwy & 185th, east 5629 Tualatin Valley Hwy & 185th, west 5889 M L King & Alberta, south 6216 Weidler & Lloyd Center, east 6580 12th & Glisan, south 6626 122nd & Foster, north 6630 122nd & Division, north 6723 6000 Block SE 136th, north 6774 15th & Alberta, south 6981 185th & Kinnaman, south 7013 185th & Tualatin Valley Hwy, south 7098 2nd & Taylor, north 7216 25th & Morrison, north 7438 Cesar Chavez Blvd & Belmont, south 7463 Cesar Chavez Blvd & Holgate, south 7477 Cesar Chavez Blvd & Powell, north 7879 Tualatin Park & Ride 7937 82nd & Burnside, south 8048 82nd & Stark, south 8223 Jackson & Main, west 8225 Jackson & 21st, east 8829 Grand & Davis, north 9044 Columbia & 10th, east 9068 Hall & Bonita, south 9071 Hall & Avon, north 9084 Hall & Bonita, north

110 FY2012 TIP Appendix StopID Location 9354 Burnside & Osage, east 9553 18th & Salmon, south 9555 Burnside & 23rd Pl, west 9648 Pacific Hwy & 74th, east 11922 Powell & 75th, east 11956 SW Main & 2nd, west 12957 Stark & Cherry Park, west 13088 23500 Block NE Sandy, east 13327 Burnside & Sandy, east 13330 Couch & M L King, west 13471 Division & 156th, east 13472 Columbia Blvd & 47th, west 13481 8300 Block SW Hall, west

Appendix FY2012 TIP 111 Service Reductions In FY2010 Service reductions in FY2010

Weekday Saturday Sunday R R R o o o D D D u u u i i i F F F t t t s s s e e e r r r c c c e e e

o o o C C C q q q n n n h h h u u u t t t S S S a a a e e e i i i n n n p p p n n n n n n a a a u u u g g g c c c n n n e e e e e e Line y y y MAX Blue Line MAX Green Line MAX Red Line MAX Yellow Line WES Commuter Rail 1-Vermont 4-Division/Fessenden 6-Martin Luther King Jr. Blvd 8-Jackson Park/NE 15th 9-Powell/Broadway 10-Harold St 12-Barbur/Sandy Blvd 14-Hawthorne 15-Belmont/NW 23rd 16-Front Ave/St. Johns 17-Holgate/NW 21st 18-Hillside 19-Woodstock/Glisan 20-Burnside/Stark 22-Parkrose 23-San Rafael 24-Fremont (changes from prior 33-Fremont service) 25-Glisan/Rockwood 27-Market/Main 28-Linwood 29-Lake/Webster Rd 30-Estacada 31-King Rd 32-Oatfield 33-McLoughlin 34-River Road 35-Macadam/Greeley 36-South Shore 37-Lake Grove 38-Boones Ferry Rd 39-Lewis & Clark 41-Tacoma 43-Taylors Ferry Rd 44-Capitol Highway/Mocks Crest 45-Garden Home 46-North Hillsboro 47-Baseline/Evergreen112 FY2012 TIP Appendix 48-Cornell 50-Cedar Mill (new line covering 60-Leahy & Cedar Mill Shuttle) 51-Vista 52-Farmington/185th Ave 53-Arctic/Allen 54-Beaverton-Hillsdale Hwy 55-Hamilton 56-Scholls Ferry Rd 57-TV Hwy/Forest Grove 58-Canyon Rd 59-Walker/Park Way 60-Leahy Rd 61-Marquam Hill/Beaverton 62-Murray Blvd 63-Washington Park 64-Marquam Hill/Tigard 65-Marquam Hill/Barbur Blvd 66-Marquam Hill/Hollywood 67-Jenkins/158th 68-Marquam Hill/Collins Circle 70-12th Avenue 71-60th Ave/122nd Ave 72-Killingsworth/82nd Service Reductions In FY2010

Weekday Saturday Sunday R R R o o o D D D u u u i i i F F F t t t s s s e e e r r r c c c e e e

o o o C C C q q q n n n h h h u u u t t t S S S a a a e e e i i i n n n p p p n n n n n n a a a u u u g g g c c c n n n e e e e e e Line y y y MAX Blue Line MAX Green Line MAX Red Line MAX Yellow Line WES Commuter Rail 1-Vermont 4-Division/Fessenden 6-Martin Luther King Jr. Blvd 8-Jackson Park/NE 15th 9-Powell/Broadway 10-Harold St 12-Barbur/Sandy Blvd 14-Hawthorne 15-Belmont/NW 23rd 16-Front Ave/St. Johns 17-Holgate/NW 21st 18-Hillside 19-Woodstock/Glisan 20-Burnside/Stark 22-Parkrose 23-San Rafael 24-Fremont (changes from prior 33-Fremont service) 25-Glisan/Rockwood 27-Market/Main 28-Linwood 29-Lake/Webster Rd 30-Estacada 31-King Rd 32-Oatfield Service Reductions In FY2010 33-McLoughlin 34-River Road 35-Macadam/Greeley Weekday Saturday Sunday

36-South Shore R R R o o o D D D

37-Lake Grove u u u i i i F F F t t t s s s e e e r r r c c c

38-Boones Ferry Rd e e e

o o o C C C q q q n n n h h h 39-Lewis & Clark u u u t t t S S S a a a e e e i i i n n n p p p n n n 41-Tacoma n n n a a a u u u g g g c c c n n n e e e e e e 43-Taylors Ferry Rd Line y y y MAX44-Capitol Blue Line Highway/Mocks Crest MAX45-Garden Green Home Line MAX46-North Red LineHillsboro MAX47-Baseline/Evergreen Yellow Line WES48-Cornell Commuter Rail 1-Vermont50-Cedar Mill (new line covering 60-Leahy & Cedar Mill Shuttle) 4-Division/Fessenden51-Vista 6-Martin52-Farmington/185th Luther King Jr. Ave Blvd 8-Jackson53-Arctic/Allen Park/NE 15th 9-Powell/Broadway54-Beaverton-Hillsdale Hwy 10-Harold55-Hamilton St 12-Barbur/Sandy56-Scholls Ferry Rd Blvd 14-Hawthorne57-TV Hwy/Forest Grove 15-Belmont/NW58-Canyon Rd 23rd 16-Front59-Walker/Park Ave/St. WayJohns 17-Holgate/NW60-Leahy Rd 21st 18-Hillside61-Marquam Hill/Beaverton 19-Woodstock/Glisan62-Murray Blvd 20-Burnside/Stark63-Washington Park 22-Parkrose64-Marquam Hill/Tigard 23-San65-Marquam Rafael Hill/Barbur Blvd 24-Fremont66-Marquam (changes Hill/Hollywood from prior 33-Fremont service) 25-Glisan/Rockwood67-Jenkins/158th 27-Market/Main68-Marquam Hill/Collins Circle 28-Linwood70-12th Avenue 29-Lake/Webster71-60th Ave/122nd Rd Ave 30-Estacada72-Killingsworth/82nd 31-King73-NE 33rd Rd Ave 32-Oatfield74-Lloyd District/Southeast 33-McLoughlin75-Lombard/39th Avenue (César E Chávez) 34-River76-Beaverton/Tualatin Road 35-Macadam/Greeley77-Broadway/Halsey 36-South78-Beaverton/Lake Shore Oswego 37-Lake79-Clackamas/Oregon Grove City 38-Boones80-Kane/Troutdale Ferry Rd Rd 39-Lewis81-Kane/257th & Clark 41-Tacoma82-Eastman/182nd 43-Taylors84-Kelso/Boring Ferry Rd 44-Capitol85-Swan Island Highway/Mocks Crest 45-Garden86-Alderwood Home Loop 46-North87-Airport Hillsboro Way/181st 47-Baseline/Evergreen88-Hart/198th 48-Cornell89-Tanasbourne 50-Cedar92-South MillBeaverton (new line coveringExpress 60-Leahy & Cedar Mill Shuttle) Appendix FY2012 TIP 113 51-Vista94-Sherwood/Pacific Hwy Express 52-Farmington/185th96-Tualatin/I-5 Ave 53-Arctic/Allen99-McLoughlin Express 54-Beaverton-Hillsdale152-Milwaukie Hwy 55-Hamilton153-South End Rd Loop 56-Scholls154-Willamette Ferry Rd 57-TV155-Sunnyside Hwy/Forest Grove 58-Canyon156-Mather Rd Road 59-Walker/Park157-Happy Valley Way 60-Leahy Rd 61-MarquamNote: MAX service Hill/Beaverton changes effective August 30, 2009; bus service changes effective September 13, 2009, November 29, 62-Murray2009, and June Blvd 6, 2010. 63-Washington Park 64-Marquam Hill/Tigard 65-Marquam Hill/Barbur Blvd 66-Marquam Hill/Hollywood 67-Jenkins/158th 68-Marquam Hill/Collins Circle 70-12th Avenue 71-60th Ave/122nd Ave 72-Killingsworth/82nd 73-NE 33rd Ave 74-Lloyd District/Southeast 75-Lombard/39th Avenue (César E Chávez) 76-Beaverton/Tualatin Service Reductions In FY2010 77-Broadway/Halsey 78-Beaverton/Lake Oswego 79-Clackamas/Oregon City Weekday Saturday Sunday

80-Kane/Troutdale Rd R R R o o o D D D 81-Kane/257th u u u i i i F F F t t t s s s e e e r r r c c c e e e

82-Eastman/182nd o o o C C C q q q n n n h h h u u u

84-Kelso/Boring t t t S S S a a a e e e i i i n n n p p p n n n n n n a a a u u u 85-Swan Island g g g c c c n n n e e e e e e 86-Alderwood Loop Line y y y 87-AirportMAX Blue Line Way/181st 88-Hart/198thMAX Green Line 89-TanasbourneMAX Red Line 92-SouthMAX Yellow Beaverton Line Express 94-Sherwood/PacificWES Commuter Rail Hwy Express 96-Tualatin/I-51-Vermont 99-McLoughlin4-Division/Fessenden Express 152-Milwaukie6-Martin Luther King Jr. Blvd 153-South8-Jackson Park/NE End Rd Loop 15th 154-Willamette9-Powell/Broadway 155-Sunnyside10-Harold St 156-Mather12-Barbur/Sandy Road Blvd 157-Happy14-Hawthorne Valley 15-Belmont/NW 23rd Note:16-Front MAX Ave/St. service changesJohns effective August 30, 2009; bus service changes effective September 13, 2009, November 29, 2009,17-Holgate/NW and June 6, 2010. 21st 18-Hillside 19-Woodstock/Glisan 20-Burnside/Stark 22-Parkrose 23-San Rafael 24-Fremont (changes from prior 33-Fremont service) 25-Glisan/Rockwood 27-Market/Main 28-Linwood 29-Lake/Webster Rd 30-Estacada 31-King Rd 32-Oatfield 33-McLoughlin 34-River Road 35-Macadam/Greeley 36-South Shore 37-Lake Grove 38-Boones Ferry Rd 39-Lewis & Clark 41-Tacoma 43-Taylors Ferry Rd 44-Capitol Highway/Mocks Crest 45-Garden Home 46-North Hillsboro 47-Baseline/Evergreen 48-Cornell 50-Cedar114 Mill (newFY2012 line covering TIP 60-Leahy & AppendixCedar Mill Shuttle) 51-Vista 52-Farmington/185th Ave 53-Arctic/Allen 54-Beaverton-Hillsdale Hwy 55-Hamilton 56-Scholls Ferry Rd 57-TV Hwy/Forest Grove 58-Canyon Rd 59-Walker/Park Way 60-Leahy Rd 61-Marquam Hill/Beaverton 62-Murray Blvd 63-Washington Park 64-Marquam Hill/Tigard 65-Marquam Hill/Barbur Blvd 66-Marquam Hill/Hollywood 67-Jenkins/158th 68-Marquam Hill/Collins Circle 70-12th Avenue 71-60th Ave/122nd Ave 72-Killingsworth/82nd Service Reductions Planned For FY2011 Service reductions in FY2011Effective September 5, 2010

Weekday Saturday Sunday R R R o o o D D D u u u i i i F F F t t t s s s e e e r r r c c c e e e

o o o C C C q q q n n n h h h u u u t t t S S S a a a e e e i i i n n n p p p n n n n n n a a a u u u g g g c c c n n n e e e e e e Line y y y MAX Blue Line MAX Green Line MAX Red Line MAX Yellow Line WES Commuter Rail 1-Vermont 4-Division/Fessenden 6-Martin Luther King Jr. Blvd 8-Jackson Park/NE 15th 9-Powell/Broadway 10-Harold St 12-Barbur/Sandy Blvd 14-Hawthorne 15-Belmont/NW 23rd 16-Front Ave/St. Johns 17-Holgate/NW 21st 18-Hillside 19-Woodstock/Glisan 20-Burnside/Stark 22-Parkrose 23-San Rafael 24-Fremont 25-Glisan/Rockwood 27-Market/Main 28-Linwood 29-Lake/Webster Rd 30-Estacada 31-King Rd 32-Oatfield 33-McLoughlin 34-River Road 35-Macadam/Greeley 36-South Shore 37-Lake Grove 38-Boones Ferry Rd 39-Lewis & Clark 43-Taylors Ferry Rd 44-Capitol Highway/Mocks Crest 45-Garden Home 46-North Hillsboro 47-Baseline/Evergreen 48-Cornell 50-Cedar Mill Appendix FY2012 TIP 115 51-Vista 52-Farmington/185th Ave 53-Arctic/Allen 54-Beaverton-Hillsdale Hwy 55-Hamilton 56-Scholls Ferry Rd 57-TV Hwy/Forest Grove 58-Canyon Rd 59-Walker/Park Way 61-Marquam Hill/Beaverton 62-Murray Blvd 63-Washington Park 64-Marquam Hill/Tigard 65-Marquam Hill/Barbur Blvd 66-Marquam Hill/Hollywood 67-Jenkins/158th 68-Marquam Hill/Collins Circle 70-12th Avenue 71-60th Ave/122nd Ave 72-Killingsworth/82nd 73-NE 33rd Ave 75-Lombard/39th Avenue (César E Chávez) 76-Beaverton/Tualatin 77-Broadway/Halsey 78-Beaverton/Lake Oswego 79-Clackamas/Oregon City 80-Kane/Troutdale Rd 81-Kane/257th 82-Eastman/182nd 84-Kelso/Boring 85-Swan Island 87-Airport Way/181st 88-Hart/198th 89-Tanasbourne 92-South Beaverton Express 94-Sherwood/Pacific Hwy Express 96-Tualatin/I-5 99-McLoughlin Express 152-Milwaukie 154-Willamette 155-Sunnyside 156-Mather Road 157-Happy Valley Service Reductions Planned For FY2011 Effective September 5, 2010

Weekday Saturday Sunday R R R o o o D D D u u u i i i F F F t t t s s s e e e r r r c c c e e e

o o o C C C q q q n n n h h h u u u t t t S S S a a a e e e i i i n n n p p p n n n n n n a a a u u u g g g c c c n n n e e e e e e Line y y y MAX Blue Line MAX Green Line MAX Red Line MAX Yellow Line WES Commuter Rail 1-Vermont 4-Division/Fessenden 6-Martin Luther King Jr. Blvd 8-Jackson Park/NE 15th 9-Powell/Broadway 10-Harold St 12-Barbur/Sandy Blvd 14-Hawthorne 15-Belmont/NW 23rd 16-Front Ave/St. Johns 17-Holgate/NW 21st 18-Hillside 19-Woodstock/Glisan 20-Burnside/Stark 22-Parkrose 23-San Rafael 24-Fremont 25-Glisan/Rockwood 27-Market/Main 28-Linwood 29-Lake/Webster Rd 30-Estacada 31-King Rd 32-Oatfield 33-McLoughlin 34-River Road 35-Macadam/Greeley Service Reductions In FY2010 36-South Shore 37-Lake Grove 38-Boones Ferry Rd Weekday Saturday Sunday

39-Lewis & Clark R R R o o o D D D

43-Taylors Ferry Rd u u u i i i F F F t t t s s s e e e r r r c c c e e e

44-Capitol Highway/Mocks Crest o o o C C C q q q n n n h h h u u u

45-Garden Home t t t S S S a a a e e e i i i n n n p p p n n n n n n

46-North Hillsboro a a a u u u g g g c c c n n n e e e e e e 47-Baseline/EvergreenLine y y y 48-CornellMAX Blue Line 50-CedarMAX Green Mill Line 51-VistaMAX Red Line 52-Farmington/185thMAX Yellow Line Ave 53-Arctic/AllenWES Commuter Rail 54-Beaverton-Hillsdale1-Vermont Hwy 55-Hamilton4-Division/Fessenden 56-Scholls6-Martin Luther Ferry RdKing Jr. Blvd 57-TV8-Jackson Hwy/Forest Park/NE Grove 15th 58-Canyon9-Powell/Broadway Rd 59-Walker/Park10-Harold St Way 61-Marquam12-Barbur/Sandy Hill/Beaverton Blvd 62-Murray14-Hawthorne Blvd 63-Washington15-Belmont/NW Park 23rd 64-Marquam16-Front Ave/St. Hill/Tigard Johns 65-Marquam17-Holgate/NW Hill/Barbur 21st Blvd 66-Marquam18-Hillside Hill/Hollywood 67-Jenkins/158th19-Woodstock/Glisan 68-Marquam20-Burnside/Stark Hill/Collins Circle 70-12th22-Parkrose Avenue 71-60th23-San Rafael Ave/122nd Ave 72-Killingsworth/82nd 24-Fremont (changes from prior 33-Fremont service) 73-NE25-Glisan/Rockwood 33rd Ave 75-Lombard/39th27-Market/Main Avenue (César E Chávez) 76-Beaverton/Tualatin28-Linwood 77-Broadway/Halsey29-Lake/Webster Rd 78-Beaverton/Lake Oswego 30-Estacada 79-Clackamas/Oregon City 31-King Rd 80-Kane/Troutdale Rd 32-Oatfield 81-Kane/257th 33-McLoughlin 82-Eastman/182nd 34-River Road 84-Kelso/Boring 35-Macadam/Greeley 85-Swan Island 36-South Shore 87-Airport Way/181st 37-Lake Grove 88-Hart/198th 38-Boones Ferry Rd 89-Tanasbourne 39-Lewis & Clark 92-South Beaverton Express 41-Tacoma 94-Sherwood/Pacific Hwy Express 43-Taylors Ferry Rd 96-Tualatin/I-5 44-Capitol Highway/Mocks Crest 99-McLoughlin Express 152-Milwaukie45-Garden Home 154-Willamette46-North Hillsboro 155-Sunnyside47-Baseline/Evergreen 156-Mather48-Cornell Road 157-Happy50-Cedar Mill Valley (new line covering 60-Leahy & Cedar Mill Shuttle) 51-Vista 52-Farmington/185th116 FY2012 AveTIP Appendix 53-Arctic/Allen 54-Beaverton-Hillsdale Hwy 55-Hamilton 56-Scholls Ferry Rd 57-TV Hwy/Forest Grove 58-Canyon Rd 59-Walker/Park Way 60-Leahy Rd 61-Marquam Hill/Beaverton 62-Murray Blvd 63-Washington Park 64-Marquam Hill/Tigard 65-Marquam Hill/Barbur Blvd 66-Marquam Hill/Hollywood 67-Jenkins/158th 68-Marquam Hill/Collins Circle 70-12th Avenue 71-60th Ave/122nd Ave 72-Killingsworth/82nd TriMet Capital Improvement Plan Summary (FY2012-FY2016)

Expenditure-Constant Dollars FY2012 FY2013 FY2014 FY2015 FY2016 A. Replacement Program Fixed-Route Buses 22,475,270 16,720,000 17,600,000 17,600,000 17,600,000 ATP/LIFT Vehicles Replacement 7,194,029 2,685,000 0 4,385,500 4,564,500 Neighborhood Bus Shelter 90,000 90,000 90,000 90,000 90,000 Replacement & Refurbishment Bus Transit Centers and Park & Rides 30,000 211,500 36,000 2,000 64,000 Light Rail Stations, Park & Rides, 144,000 721,000 578,500 100,000 25,000 Transit Centers Customer Information & TriMet 55,000 30,000 30,000 30,000 30,000 Ticket Office Operations & Administration Facilities 365,500 2,830,241 1,930,500 390,000 61,500 LRT Shop and Trolley Barn 7,000 1,002,700 162,000 21,400 29,000 Light Rail Track and Structures 401,450 601,000 913,000 1,162,000 1,075,000 Light Rail Electrification and 179,000 169,000 210,000 535,000 730,000 Signaling System Bus Shop Equipment Replacement 99,000 513,500 545,300 437,000 177,000 Repair >$5,000 Bus Shop Equipment Replacement 106,550 195,150 152,250 206,900 69,200 Repair <=$5,000 Light Rail Shop Equipment >$5,000 13,000 47,000 38,000 3,000 0 Light Rail Shop Equipment <=$5,000 40,000 20,000 16,000 20,000 10,000 MOW Equipment Inventory and 32,650 22,000 66,250 17,900 0 Replacement Plan Fare Revenue Capital Equipment 1,500 0 0 0 0 Inventory and Investment Plan Facilities Maintenance Equipment 24,500 84,500 12,500 12,500 12,500 >$5,000 Facilities Maintenance 23,520 52,600 39,420 35,520 39,420 Equipment <=$5,000 Bus Maintenance Non-Revenue 250,000 2,118,000 1,590,000 1,715,000 1,410,000 Vehicles >$5,000 Bus Maintenance Non-Revenue 95,000 199,310 208,710 144,000 73,920 Vehicles <=$5,000 LIFT Shop Equipment >$5,000 0 40,000 0 0 0 LIFT Shop Equipment <=$5,000 6,200 4,000 7,500 0 0 Information Technology 26,509,270 24,281,151 5,854,420 2,213,900 2,647,350 Total Replacement Costs 58,142,439 52,637,652 30,080,350 29,121,620 28,708,390

Appendix FY2012 TIP 117 Expenditure-Constant Dollars FY2012 FY2013 FY2014 FY2015 FY2016 B. Improvement Program 4 40-Ft Hybrid Buses for Expansion 2,500,000 0 0 0 0 System Security Improvements 2,532,265 2,075,000 1,300,000 925,000 625,000 Rail Safety Enhancements 64,000 210,000 35,000 0 0 Positive Train Control 1,720,110 4,000,000 4,000,000 4,000,000 0 Work Environment Improvements 111,000 0 0 0 0 (Safety Program) Concession Services Development 0 332,500 402,500 392,000 0 Bus On -Street Related Maintenance 50,000 100,000 100,000 100,000 100,000 Bus Stop Development 617,952 617,952 1,000,000 1,000,000 1,000,000 Operating Projects Milwaukie Bus Stop 235,906 0 0 0 0 Improvement Carryover Park & Ride Signage and Shared 5,500 25,000 25,000 25,000 25,000 Use Support Lloyd District Transit Tracker 10,000 10,000 10,000 10,000 0 Enhancements Rockwood/188th MAX Station 125,000 0 0 0 0 Rehabilitation Bike Stations-Beaverton Transit Center 100,000 0 0 0 0 Gresham Civic Station 75,000 0 0 0 0 Orenco MAX Bike & Ride 250,000 0 0 0 0 Eastside MAX Projects 964,976 582,500 599,975 617,974 636,513 Tigard Park & Ride Expansion: 0 750,000 0 0 0 Land Acquisition Bike to Transit Facilities 25,000 25,000 0 0 0 Willamette Shore Trolley Program 25,000 50,000 50,000 50,000 50,000 BRT First Corridor 0 0 10,000,000 8,000,000 0 Rail Maintenance Equipment 20,000 58,000 38,000 38,000 73,000 Operator Training Equipment 0 400,000 50,000 0 65,000 Purchase Rail and Other Track Materials 0 405,000 0 0 0 for RI59 Girder Rail Track Purchase and Install Track Switch 0 628,000 0 0 0 Heaters and Covers Union Station Area Bus Layover 0 0 1,500,000 0 0 and Turnaround On-Board Energy Storage Units 4,200,000 0 0 0 0 Lake Oswego DEIS IGA 727,886 0 0 0 0 Storm Water Underground Injection 170,000 220,000 900,000 900,000 500,000 Control (UIC) Permit Type-1/2/3 LRV Communications 110,000 150,000 0 479,900 0 System Upgrade for Orange Line WES Switch Heater Installation 273,000 294,000 0 0 0

118 FY2012 TIP Appendix Expenditure-Constant Dollars FY2012 FY2013 FY2014 FY2015 FY2016 Conversion of MAX Track Switches to 0 500,000 3,326,000 5,423,000 5,549,000 Powered Operation for Service Quality Type 4 LRV Spare Parts 99,282 0 0 0 0 Rail Facilities Expansion - Elmo Remodel 0 20,000 200,000 0 0 and Central MOW Base Pier Park Bus Layover/Operator 120,000 0 0 0 0 Restroom Facility WES Maintenance Facility Air 35,000 0 0 0 0 Compressor Upgrade Permanent Operator Restrooms at 85,000 85,000 85,000 85,000 85,000 Priority End-of-Route Locations Merlo Garage Contamination Cleanup 0 25,000 0 0 0 Ruby/Elmonica Mezzanine Fall 60,000 0 0 0 0 Protection Retrofit All Facilities Maintenance 50,000 0 0 0 0 Environmental Barbur Boulevard Stormwater Retrofit 590,000 0 0 0 0 Information Technology Sensitive Information 115,000 0 0 0 0 Security Program Oracle HR Pension/Retiree 200,000 0 0 0 0 Benefits Project E-Discovery Enterprise Email 31,000 0 0 0 0 Scan Tool Extraboard Automation Project 13,203 0 0 0 0 Transit Tracker Displays-Blue & 230,000 0 300,000 0 0 Red MAX Lines Bus Automatic Stop 146,240 0 0 0 0 Announcement System LIFT MDT, Dispatch & 4,000,000 1,970,000 72,000 72,000 72,000 Communications System Multi-Modal Trip Planner 180,753 0 0 0 0 FMIS/MMIS Project 89,873 0 0 0 0 Operator Self-Serve Application 76,630 0 0 0 0 CCTV - East and Westside Locations 0 990,000 0 0 0 CCTV - Next Generation 0 0 450,000 500,000 0 Intelligent Technology MAX Orange Line Improvements - 0 0 500,000 500,000 0 Control Center Relocation MAX Orange Line Improvements - 0 0 2,500,000 2,500,000 0 Orange Line Comm Contract Total Improvement Costs 21,034,576 14,522,952 27,443,475 25,617,874 8,780,513

Appendix FY2012 TIP 119 TriMet Recommendations for Transportation System Plans • Word Choice: Avoid calling walking, bicycling, and transit “alternative” modes. They are used by almost everyone and promote health, save money, avoid congestion, and reduce oil dependence. Instead simply say “walking, bicycling and taking transit.” Walking should also be understood to always include people using mobility devices. • Quality of Pedestrian/Bicycle Facility and Transit Service Matters: The existence of a 6-foot-wide, curb- tight sidewalk may make a street somewhat safer for a pedestrian, but it is not a place where people want to walk when it is next to traffic. To encourage more trips by walking, bicycling, and taking transit, go beyond minimum design standards (or update those standards) for walking and bicycling facilities, and focus development and investments in key corridors where you want to see more frequent transit service, bicycling, and pedestrian trips. Long-term success requires complete facilities that feel safe and allow many people to choose walking, bicycling or taking transit. • Analysis: Data collection and system analysis for walking, bicycling, and transit require explicit and rigorous methods just as motor vehicles do. GIS tools are available, like ESRI’s ArcGIS network analyst, Transpo Group’s Viacity tool, Criterion’s Index tool, etc. Metro is developing better tools for modeling bicycle use. Collect data that help identify meaningful and complete pedestrian, bicycle and transit needs. • Prioritize Specific Locations and Areas Where People Walk, Bicycle, and Take Transit: Develop a list of pedestrian and bicycling projects, based on where it is most important for more people to be able to access specific places by walking, cycling or transit. This could be a main street, medical facilities, jobsites or many others. Then identify investments that will increase comfort and safety for walking, bicycling and taking transit to and from those areas. In the long-term, this will be better for travel demand and for livability, saving money and avoiding negative impacts of continually widening roadways and intersections. Pedestrian and bicycle infrastructure costs are very low compared to roadways, but the pedestrian and bicycle network needs are substantial in every jurisdiction. Therefore it is most cost-effective and efficient to make improvements where they are most needed and most effective at achieving policy goals. TriMet can supply data on transit ridership and the methodology, data and results of the Pedestrian Network Analysis (see Resources section below) to assist with this. • Crossings: Safe and frequent pedestrian crossings are vital for pedestrian access. The more safe crossings on a street, the more convenient and inviting the street is to walk. This will reduce out-of- direction travel and not force pedestrians to make unsafe crossings because they have no other viable choices. Signal timing, roadway widths, crosswalk locations, pedestrian refuges should all be considered to ensure crossings are safe and viable. Include crossing location needs and plans in pedestrian access sections of TSPs. • Unbundle Pedestrian and Bicycling needs from Larger Road Projects: Pedestrian or bicycle improvements made now deliver substantial benefits immediately, even if long-term future plans may include roadway widening that could require rebuilding some of the improvements. Stand-alone pedestrian and bicycling projects are cost-effective and provide substantial benefits in the near term. • Tie City or County’s Transit Vision to Actions, Programs and Investments Needed to Make it Feasible: When transit needs are stated in a TSP, include what is needed to support this type of service, e.g. proximity of X number of households and/or Y number of jobs to transit stops, streetscape and sidewalk investments, managed parking, etc. Include operating and capital costs associated with the type of service desired, so desires are tied to costs, especially if it isn’t directly in the city/county’s control. TriMet will assist in developing service cost estimates as necessary. • Conduct Field Visits and Safety Audits of Select Corridors on Foot and Bicycle: Computer modeling and GIS analysis can’t give a full understanding of the needs of pedestrians and cyclists, particularly of all ages and abilities. Roadways are all generally built to basic quality standards, and therefore engineers and planners can focus on things like capacity and function. But with walking and bicycling, there is not yet consistent basic quality and safety. Assess the facility on foot or bicycle with the engineers and planners who will be helping identify priorities. Include the following considerations: Is it noisy? Do you feel too exposed to traffic? Is the environment attractive? What can I see at night? Do I generally feel

120 FY2012 TIP Appendix safe walking? Can children safely walk here? Conduct 3-4 pedestrian safety audits (see Resources section below) and incorporate the results in the analysis. This will greatly improve the detail and completeness of the needs identification and the scope, as well as the effectiveness, of proposed projects. • Match Funding Sources with Types of Projects: In financial sections, include links between the types of projects needed and the type of funding available. There may be disconnects between funding sources and uses, and clearly identifying these is the best way to start fixing the problem. • Match Ability with Responsibility: Project lists should recognize jurisdiction and which entities are responsible for making desired improvements. The TSP can be a starting point for determining whether service changes can be made, but TriMet bears the responsibility for funding transit operations. Plans should be transparent and identify the responsible entity. They should also identify at a concept level what steps would be necessary to implement the plans. • Strongly Encourage Broad Participation on TAC and CAC: Invite a broad base of representatives to help shape the plan. Jurisdictions and individuals may choose not to accept the invitation, but inviting participation will give your TSP the best chance of meeting many needs and maximizing benefits. Include TriMet (or other transit agencies if applicable), Metro, local land use staff, parks/trail districts, TMAs, public health departments, housing authorities, economic development agencies, school districts and major employers. TriMet will do the best we can to be an active participant.

Resources: There are many resources available to assist jurisdictions in developing Transportation System Plans. A few of the most important include:

1) TriMet • Pedestrian Network Analysis www.trimet.org/pdfs/publications/pedestrian-study-fact-sheet.pdf • Bus Stop Guidelines with policy-based criteria and detailed guidance for bus stop and amenity design and placement including safety issues which should be used to inform such things as streetscape cross-sections and typical designs www.trimet.org/pdfs/publications/bus-stop-guidelines.pdf • Transit Investment Plan www.trimet.org/tip • Other good general planning resources available at www.trimet.org/publications/index.htm 2) Others • FHWA Pedestrian Road Safety Audit Guidelines and Prompt Lists http://katana.hsrc.unc.edu/cms/downloads/PedRSA.reduced.pdf • ITE - Context Sensitive Solutions in Designing Major Urban Thoroughfares for Walkable Communities www.ite.org/bookstore/RP036.pdf

Appendix FY2012 TIP 121 Frequent Service criteria

Possible Major Criteria Subcriteria Data Scores

15 20+ Boardings/Vehicle Hour

Marginal Increase in 10 17-19 Boardings/Vehicle Hour 1 Ridership Boarding Rides per Increase in Vehicle Hour 5 12-16 Boardings/Vehicle Hour

0 10-11 Boardings/Vehicle Hour 10 15+ Residents/Acre 8 12-14 Residents/Acre Number of Residents per 6 9-11 Residents/Acre Acre within ¼-mile of the 4 6-8 Residents/Acre Frequent Service Corridor 2 3-5 Residents/Acre 0 <3 Residents/Acre 10 15+ Employees/Acre 8 12-14 Employees/Acre Number of Employees per 6 9-11 Employees/Acre Acre within ¼ -mile of the 4 6-8 Employees/Acre Frequent Service Corridor 2 3-5 Employees/Acre 0 <3 Employees/Acre 5 15+ Attractions Major Attractions within 3 10-14 Attractions ¼ -mile of the Frequent 1 5-9 Attractions Service Corridor 0 <5 Attractions 10 80+% Coverage Transit/ 7 70-79% Coverage Pedestrian % Sidewalk Coverage within 2 4 60-69% Coverage Friendly ¼-mile of Corridor Environment 1 50-59% Coverage 0 <50% Coverage 5 5+ Crosswalks/mile 4 4 Crosswalks/mile Number of Regulated 3 3 Crosswalks/mile Crossings/Mile 2 2 Crosswalks/mile 1 1 Crosswalks/mile 0 0 Crosswalks/mile 5 5+ Projects in CIP Pedestrian/Transit Priority 4 4 Projects in CIP Improvements Along the 3 3 Projects in CIP Route are in the 2 2 Projects in CIP Jurisdiction’s CIP 1 1 Project in CIP 0 0 Projects in CIP

122 FY2012 TIP Appendix 2 Yes Transit Does the Frequent Service Route enter a 3 Dependence Job Access Employment Area? 0 No

2 >110 Households/Mile Number of Households Per Mile at 150% of Poverty is Greater Than the Average 0 <110 Households/Mile

3 1.5%+ Number of Lift Deployments as a 2 1%-1.4% Percentage of Total Boardings 1 .5%-.99% 0 <.5% 3 41-50 Senior and Disabled Residential Facilities 2 31-40 and Work Training Centers within ¼-mile of the Frequent Service Corridor 1 20-30 0 <20

Regional 10 Yes 4 Transportation Plan Frequent/Rapid Bus Designation Coordination 0 No

Connection to Blue Line, Red Line, Interstate Relationship 10 LRT, Proposed South to Major Frequent Service Connects to 5 Corridor LRT, WA County Transportation High-capacity Transit Developments Commuter Rail Developments

0 No Connection

Tier 1: Central City, 10 Regional Centers, Industrial Areas

Land Use Frequent Service Connects with 2040 Tier 2: Town Centers, 6 Connectivity Land Type 5 Main Streets, Station Areas

Tier 3: Inner/Outer 0 Neighborhoods and Employment Areas

2 >50% Transportation % of ECO Compliant Companies within 1 25%-49% 7 Demand ¼ -mile of the Route Management 0 <25%

Appendix FY2012 TIP 123 Glossary Boarding rides are counted each time a person steps enters a vehicle. As used in the TIP, trips, boardings and rides all refer to boarding rides. TriMet uses automated passenger counters to record boardings. Boarding rides per vehicle hour (BR/VH) describe a route’s productivity. The desired minimum BR/VH is one-half the average for all routes. Central City is a term from the Growth Concept, describing downtown Portland. It would grow at about the same rate as the rest of the region and would remain the location of about 20 percent of regional employment. To do this, downtown Portland’s 1990 density of 150 people per acre would increase to about 250 people per acre (Adapted from the 1997 Regional Framework Plan). Choice Riders are people who either have a car available or decide not to own one because they prefer riding TriMet. Commuter Rail generally operates during rush hours between major urban centers, using self-propelled or locomotive-hauled trains on an existing railroad. Corridors are not as dense as centers, but also are located along good quality transit lines. They provide a place for densities that are somewhat higher than today and feature a high-quality pedestrian environment and convenient access to transit. Typical new developments would include row houses, duplexes and one- to three-story office and retail buildings, and average about 25 persons per acre. (Adapted from the 1997 Regional Framework Plan). Deadhead Hours are the time spent out of service when a transit vehicle travels between the yard and the start of a route. Fiscal Years start on July 1 of the preceding calendar year. FY2005 runs from July 1, 2004 to June 30,2005. Fixed-route service refers to TriMet’s scheduled service on three MAX lines and 93 bus routes. Framework Plan Metro document adopted in 1997 that incorporates regional policies such as the Growth Concept and Regional Transportation Plan. Frequent Service operates every fifteen minutes or better, every day. 15 bus routes and all MAX lines meet this level of service. Growth Concept is a 50-year vision for land use and transportation in the Portland Metropolitan Region adopted by Metro. Headways describe the amount of time between arrivals of a transit vehicle along a particular line. Headways decrease as service frequency increases. Layover Hours Time spent out of service after reaching the end of a route and before starting over. LIFT paratransit provides door-to-door service for eligible people under the Americans with Disabilities Act who are unable to ride TriMet fixed-route service. Light rail—see MAX. Linked Trip—see Originating Ride. Low-performing lines attract fewer than 10 boarding rides per vehicle hour. Main Streets typically will serve neighborhoods and may develop a regional specialization that draws people from other parts of the region. Examples include Hawthorne Boulevard in Portland, Main Avenue in Gresham and Main Street in Hillsboro. The Growth Concept calls for Main Streets to grow from 1990 levels of 36 people per acre to about 39 per acre. (Adapted from the 1997 Regional Framework Plan). MAX Light Rail is TriMet’s high-capacity transit service. MAX began operating in 1986 and was extended in 1998, 2001 and 2004. MAX uses its own lane in the Central City and Hillsboro Regional Center; outside of these areas, MAX travels at up to 55 miles per hour with limited stops in an exclusive right of way.

124 FY2012 TIP Appendix Originating Rides count the number of total boardings, but exclude transfers. A person who rides MAX and then boards a bus is counted as one originating ride or one linked trip. Platform hours—see Revenue Hours. Portland Mall is a concentrated corridor of transit-only lanes and unique shelters on Fifth and Sixth Avenues in Downtown Portland. The Portland Mall was part of the 1972 Downtown Plan, opened in 1978 and was extended north in 1994. In conjunction with the opening of the Green Line MAX, renovated streets, sidewalks and storefronts, along with new brick intersections, street furniture and landscaping, help create a friendly and inviting atmosphere. Cars and bikes can now travel the entire length of the Mall in the left-hand traffic lane, while buses and MAX trains use the dedicated transit lanes on the right. Portland Streetcar operates in mixed traffic on a rail loop linking NW 23rd, the Pearl District, PSU and the South Waterfront. The streetcar is owned by the City of Portland, managed by a non-profit organized by the City, and operated by TriMet personnel. Pullouts refer to vehicles leaving the garage. Peak pullouts described the maximum number of vehicles in service. Pullout can also describe paved shoulders where buses can stop along higher speed roadways. Quick Drop offers short-term parking for easy access to the Airport MAX Red Line. Regional Centers are the focus of compact development, redevelopment and high-quality transit service, multi-modal street networks and act as major nodes along regional through routes. The Growth Concept estimates that about three percent of new household growth and 11 percent of new employment growth would be accommodated in these Regional Centers. From the current 24 people per acre, the Growth Concept would allow for about 60 people per acre. Gresham is an example of a Regional Center (Adapted from the 1997 Regional Framework Plan). Regional Transportation Plan (RTP) lays out the 20-year priorities for road, transit, freight, bicycle and pedestrian improvements. The RTP is administered by Metro. Revenue hours refer to the amount of time a TriMet vehicle and operator are available to serve passengers. Revenue hours describe how much service is provided to customers. Service hours—see Vehicle Hours. Standard Service refers to buses that arrive less often than Frequent Service. Total Transit System is TriMet’s term for all of the attributes that make transit an attractive choice for riders, including: rich customer information, easy access to transit, comfortable places to wait, high-quality transportation (frequent, reliable, comfortable), moving toward sustainability, and safety and security. Town Centers are smaller than Regional Centers and centers would accommodate about three percent of new households and more than seven percent of new employment. The 1990 density of an average of 23 people per acre would increase to 40 persons per acre, the current densities of development along Hawthorne Boulevard and in downtown Hillsboro (Adapted from the 1997 Regional Framework Plan). Transit Center (TC) is a hub where multiple TriMet bus MAX lines meet. Bus service to transit centers is scheduled to facilitate transfers. Transit Mall—see Portland Mall. Transit Oriented Development (TOD) is designed for pedestrians and includes housing, employment and recreation in a compact area near public transit. TransitTracker provides real-time Bus and MAX arrivals online and at key bus stops and MAX stations. Unlinked Trip—see Boarding Ride Urban Growth Boundary (UGB) controls urban expansion onto farm, forest and resource lands. Metro manages the UGB as required by state law.

Glossary FY2012 TIP 125 Vehicle hours include revenue hours plus the time it takes a vehicle to travel from the garage to the end of the line. Vehicle hours describe how much of the agency’s resources are needed to serve a particular route, including times when the vehicle is not in service to customers. Vintage Trolley began operating replicas of Portland’s Council Crest streetcars in 1991 and is administered by Vintage Trolley, Inc., a non-profit corporation. The Trolley is supported by business sponsors along the route and operates on weekends using MAX and Streetcar tracks. Willamette Shore Trolley is operated by the Oregon Electric Railway Historical Society on a publicly owned right of way between the South Waterfront and Lake Oswego.

126 FY2012 TIP Glossary Acronyms and abbreviations ADA-Americans with Disabilities Act APC-Automated Passenger Counter ASA-Automated Stop Announcement ATP-Accessible Transportation Program BR-Boarding Ride BRT-Bus Rapid Transit CBD-Central Business District CMAQ-Congestion Mitigation and Air Quality DEQ-Oregon Department of Environmental Quality E&D-Elderly and Disabled ECO-Employee Commute Options EIS-Environmental Impact Statement FTA-Federal Transit Administration FY-Fiscal Year ITS-Intelligent Transportation Systems LPA-Locally Preferred Alternative LRT-Light Rail Transit MAX-Metropolitan Area Express MTIP-Metropolitan Transportation Improvement Program ODOT-Oregon Department of Transportation OMAP-Oregon Medical Assistance Program PIP-Productivity Improvement Process ROW-Right of Way RTO-Regional Travel Options RTP-Regional Transportation Plan SOP-Standard Operating Procedure STF-Special Transportation Funds STP-Surface Transportation Program TC-Transit Center TDM-Transportation Demand Management TIP-Transit Investment Plan TriMet-Tri-County Metropolitan Transportation District of Oregon TSMO-Transportation Systems Management and Operation TSP-Traffic Signal Priority TSP-Transportation System Plan UGB-Urban Growth Boundary

Glossary FY2012 TIP 127